DIPLOMA COURSE IN WAREHOUSE

MANAGEMENT

INTERNATIONAL SCHOOL

----------------OF----------------

SKILL DEVELOPMENT

KOCHI– 682033

KERALA,

INDIA

MODULE - 3 &4
Dear Student,

This textbook shall be an eye-opener into the exciting world of

Warehouse Management. This module essentially covers the
fundamental concepts and shall be the first climbing step to the higher
modules.

Academic
Department ISSD
 QUALITY MANAGEMENT &
PROBLEM SOLVING TOOLS, LEAN
MANAGEMENT & LOGISTICS, SAFETY
&
SECURITY
SL NO TOPICS

1 Quality Management-Definition
Quality planning, Control, Assurance, & Improvement
2
Quality Management Tools
3
Histograms, Pareto Diagrams, Cause & Effect
4 Diagrams, CEDAC, Poka Yoke, 5 Why
5 Lean Management-Definition
6 Principles of Lean Management
7 Lean Logistics
8 Benefits of Lean Logistics
9 Lean Supply Chain Strategy
10 Safety Management
11 Safety-Policy, Procedures, Guidelines
12 Fire Safety-Hazards, Classifications and Equipment’s

13 PPE for Fire safety, Employee training

14 Security Management
15 Process & Security Measures
 Quality Management

Quality management is the act of overseeing all activities and tasks that must be
accomplished to maintain a desired level of excellence. This includes the
determination of a quality policy, creating and implementing quality planning and
assurance, quality control, and quality improvement. It is also referred to as Total
Quality Management (TQM).

Customers recognize that quality is an important attribute in products and services.

Suppliers recognize that quality can be an important differentiator between their own
offerings and those of competitors (quality differentiation is also called the quality
gap). In the past two decades, this quality gap has been greatly reduced between
competitive products and services. This is partly due to the outsourcing of
manufacture to countries like China and India, as well internationalization of trade
and competition. In general, quality management focuses on long-term goals through the
implementation of short-term initiatives.
Quality management consists of four key components.
Following are the details:-
• Quality Planning – The task of determining what factors are important to a
project and figuring out how to meet those factors. Some common steps in the
process include knowing responsibilities, outlining documents, understanding
procedures, designing, andmonitoring.
• Quality Control – The continuing effort to uphold a process’s integrity and
reliability in achieving an outcome.
• Quality Assurance – The systematic or planned actions necessary to offer
sufficient reliability on particular services or products.
• Quality Improvement – The purposeful change of a process to improve the
confidence or reliability of the product will meet the specified requirements.
TQM is a business philosophy that champions the idea that the long-term success of
a company comes from customer satisfaction and loyalty. TQM requires that all
stakeholders in a business work together to improve processes, products, services,
and the culture of the company itself.
While TQM seems like an intuitive process, it came about as a revolutionary idea.
The 1920s saw the rise in reliance on statistics and statistical theory in business, and
the first-ever known control chart was made in 1924. People began to build on
theories of statistics and ended up collectively creating the method of statistical
process control (SPC). However, it wasn't successfully implemented in a business
setting until the 1950s.
It was during this time that Japan was faced with a harsh industrial economic
environment. Its citizens were thought to be largely illiterate, and its products were
known to be of low quality. Key businesses in Japan saw these deficiencies and
looked to make a change. Relying on pioneers in statistical thinking, companies such
as Toyota integrated the idea of quality management and quality control into their
production processes.
By the end of the 1960s, Japan completely flipped its narrative and became known
as one of the most efficient export countries, with some of the most admired
products. Effective quality management resulted in better products that could be
produced at a cheaper price.
World-class example:
The most famous example of TQM is Toyota's implementation of the Kanban
system. A kanban is a physical signal that creates a chain reaction, resulting in a
specific action. Toyota used this idea to implement its just-in-time (JIT) inventory
process. To make its assembly line more efficient, the company decided to keep just
enough inventory on hand to fill customer orders as they were generated.
Therefore, all parts of Toyota's assembly line are assigned a physical card that has
an associated inventory number. Right before a part is installed in a car, the card is
removed and moved up the supply chain, effectively
requesting another of the same part. This allows the company to keep its inventory
lean and not overstock unnecessary assets.
QUALITY MANAGEMENT TOOLS
The greatest strength of a quality management system such as TQM is the emphasis
laid on using simple yet powerful tools for tracking various aspects related to quality
management. Over the years, several QC tools have been developed.

Quality Management tools help employees identify the common problems which are
occurring repeatedly and also their root causes. Quality Management tools make the
data easy to understand and enable employees to identify processes to rectify defects
and find solutions to specific problems. These tools are widely applied in practice
too.

The QC tools fall under five broad categories.

Tools for highlighting quality problems. These tools bring impending quality
problems in a process to the attention of the operational personnel and alert him/her
to the issue. The most commonly used tool is the processcontrol chart. By carefully
selecting a set of important process parameters, it is possible to set up a continuous
monitoring system using statistical principles to identify when the process is likely
to go out of control. An out-of-control situation points to deteriorating quality in the
process. It triggers closer observation and further analysis to nip the problem in the
bud.

Tools for identifying specific improvement opportunities: Once an

impending quality problem is brought to the attention of the concerned supervisor,
manager, and the employees involved in the work area, additional tools are required
to zero in on the exact problem. This could be done by collecting some additional
data, systematically plotting the data, and analyzing it. Several tools are available to
perform this task. The most popular among them include check sheets, histograms,
and Pareto diagrams. Using these tools, it is possible to locate exactly where the
problem lies.
Tools for analyzing problems and their root causes: The next step in quality
assurance is to conduct a systematic analysis of the problems and their root causes.
Only when the root causes are known, can solutions be found for the elimination of
the problem. The most popular tool used in this category is the cause and effect
diagram. (Also known as fishbone diagram) and a variation of it known as the Cause
and Effect Diagram with Action Card (CEDAC).

These categories are tools for operational control. Once a quality problem manifests,
these tools help in recognizing it and identifying the root causes. Once causes and
remedies are identified, it is possible to rectify the problem. A good quality
management system also requires tools for planning purposes. Some of the
improvement methods discovered while using the quality control tools can be
permanently incorporated into operations in the future. Therefore, the use of quality
tools that help prior planning minimizes the occurrence of quality problems during
operations.

We will discuss here some important Quality Control Tools.

Histograms
The histogram is a simple method of graphically representing the frequency
distribution of multiple attributes of interest. Based on a simple count of the number
of occurrences of each attribute, a histogram can be constructed. Consider a
manufacturer of earthmoving equipment such as a dumper. A study done at
Hindustan Motors' 1035N dumper line assembly revealed that poor quality resulted
in various snags in the assembly plant." Due to a large number of adjustment snags,
the throughput time of an assembled dumper was much higher. Efforts were made
to understand the causes for these.

The value of a histogram lies in its ability to graphically portray the various causes
pertaining to the problem as well as the magnitude of these causes.
Clearly, employees would like to focus on major problem areas and initiate further
data collection to understand why problems occur in those areas.

For instance, in this example, problems due to reworking are very significant.
Therefore, employees would like to know more about the causes of such problems

By initiating another set of data collection activities and plotting the histogram, it is
possible to trace the causes one step further and eventually tothe root itself. In this
example, further analysis of the data shows that the high number of reworks was due
to a high percentage of design-related problems.

It is clear from these examples that the power of the histogram lies in its ability to
trigger the quality manager and the employees to further investigate the root causes
of the problem. The visual appeal of the histogram is much greater than the data
arranged in the tabular form alongside.

Pareto Diagrams
The process of data collection helps to understand where the problem lies and what
the nature of the problem is. Using this information, it is easy to
Identify which aspects need improvement. The difficulty, however, is deciding
where to start the improvement process Pareto reto diagram is a method by which
clear-cut priorities are established for directing the improvement efforts. Moreover,
it helps organize the basic data in a systematic manner such that the improvement
team detects the significant aspects of improvement and initiates necessary
corrective actions.
Let us look at the histogram shown in the figure in an alternative fashion by
plotting the data in decreasing order of occurrence.
In histogram representation, clearly establishes the priorities for improvement. In the
case of adjustment, snags, reworks, leakages, and missing components are important
elements that require immediate attention. Similarly, in case reworks, related issues
far more important seem considerable influence on the extent of reworks currently
carried out.

Cause and Effect (Fishbone) Diagrams

The earlier tools help to decide where to focus the improvement efforts for reducing
defects. However, they do not point to the root causes of the problem. The cause
and effect diagram, or the fishbone diagram, is a generic methodology
developed to trace problems to their root causes. Since a total elimination of the
problem requires understanding the root causes of the problem, this technique is vital for
quality improvement.
At a more general level, a cause and effect diagram has a structure similar to that
shown below. The technique is based on the assumption that good or bad quality is
on account of various causes pertaining to the process. Typically, the causes are due
to the choice of material, work method, and equipment used as well as the impact of
labor practices. A Fishbone diagram helps the quality improvement team to analyze
problems in a structured manner and identify the root causes.
The cause and effect diagram is a very useful tool for problem-solving inthe
small group improvement efforts that an organization wants to achieve. The tool
enables members of the group to engage in a brainstormingexercise.
Based on the brainstorming session on each component of the fishbone diagram is
possible to identify potential causes for the problem. Organizations typically use the
right side of the fishbone diagram to set the target for improvement. For example, in
the below-given picture, we may like to set a target of 100 parts per million defects
as the objective for the exercise and direct brainstorming and improvement efforts
towards this.

Cause Effect

CEDAC
A variation of the cause and effect diagram is “CEDAC". In this, the "AC" stands
for "action cards. In the cause and effect diagram, there is a fishbone structure and
the members of the small group improvement activity need to brainstorm on the
problem, causes, and solutions On the other hand, in the case of CEDAC, this entire
process is left open to all employees of the organization by adding two sets of cards
to the fishbone. One set of cards is known as the problem cards and another set is
known as the solution cards. By placing a visual board with the fishbone structure and
problem and solution cards in two separate bins alongside the board,

CEDAC is a very specific way of building a fishbone diagram in which team members
contribute ideas written on 3 x 5 color-coded cards or Post-it notes.CEDAC is a
problem-solving tool that relies on brainstorming. The goal of
CEDAC is to involve a large number of participants and generates a high volume of
ideas. Using the cards also adds flexibility to the process of developing the cause-and-
effect diagram. The ideas can be easily moved around as team members come up with
more ideas. When posted on the wall using a large sheet of paper, CEDAC also lets
numerous participants work on the fishbone diagram at the same time.

The implementation works as follows. Any employee who thinks that he/she knows
what the problem or solution to the problem could be will pick up an appropriate
card. He/she will then write his/her suggestions and affix them at the appropriate leg
of the fishbone. The status of the board can verify after a week of its installation.
Even in such a short period of time, nearly a dozen problem cards and another dozen
solution cards have already been affixed to the board. It is clear from this example
that the CEDAC system establishes an atmosphere of continuous improvement.
It enables all the employees in an organization to make full use of their accumulated
knowledge and experience. Furthermore, it helps change the organizational culture
by empowering people to fully participate in the continuous improvement process.

Poka Yoke

Poka-yoke is a Japanese term for "mistake-proofing" of operations. Shingo proposed

this method while he improved the Toyota Production System. The basic principle
behind this method is that several defects that creepinto an operation are usually
avoidable, Errors and defects have a cause and effect relationship. If inadvertent
errors in any process are not recognized and methods are not established to eliminate
them, they will eventually manifest as defects. Only by careful scrutiny of the
process, it is possible to identify the root causes of the defects. The root causes could
then be completely eliminated by redesigning the operations and incorporating
methods by which the process will not allow the errors to happen in the future.
Poka-yoke is best explained with an actual example. Consider a component
manufactured by an automobile component manufacturer that requires a through-
hole to be drilled using a hand-operated drilling machine." If the worker operated the
hand drill imperfectly. it is likely that he/she would not have traversed the drilling tool
till the very end. Consequently, a through-hole is not drilled. It may appear as though
such errors are unlikely to creep into a manufacturing system. However, inreality,
when a large number of pieces are produced, workers tend to commit suchmistakes
out of sheer mental and physical fatigue. In the auto- component manufacturing firm,
the defect was found at a much later stage, during assembly.
When the worker at the assembly section wanted to insert another component he
found that there was no hole (since the component is not drilled right through).
Discovering this at this stage meant tearing down the assembly to remove the
component and replacing it with a good quality component. This resulted in a
considerable loss in productivity and added to the cost. One way to avoid this simple
quality problem is to undertake mistake-proofing in the drilling process so that the
imperfect drilling of a component is completely avoided.
In the new arrangement, there is a pair of sensors controlling the hand drilling
process. While the sensor at the top activates the forward movement of the handle
the sensor at the bottom activates the return path for the handle. Once the worker
begins the forward movement of the spindle, there is no way he can retract the
spindle, except by the activation of the lower sensor. In this process, it is ensured
that a through-hole is drilled. By incorporating these features in the process through
prior planning, quality is built into the product.

5 Whys
Five whys (5 whys) is a problem-solving method that explores the underlying cause-
and-effect of particular problems. The primary goal is to determine the root cause of
a defect or a problem by successively asking the question “Why”?
This is a simple but powerful tool for cutting quickly through the outward symptoms
of a problem to reveal its underlying causes so that you can deal with it once and for
all.

Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota

Industries, developed the 5 Whys technique in the 1930s. It became popular in the
1970s, and Toyota still uses it to solve problems today.
Toyota has a "go and see" philosophy. This means that its decision-making is based
on an in-depth understanding of what's actually happening on the shop floor, rather
than on what someone in a boardroom thinks might be happening.

The 5 Whys technique is true to this tradition, and it is most effective when the
answers come from people who have hands-on experience of the process or problem
in question.

The method is remarkably simple: when a problem occurs, you drill down to its root
cause by asking "Why?" five times. Then, when a counter-measure becomes
apparent, you follow it through to prevent the issue from recurring.

This simple technique, however, can often direct you quickly to the root cause of a
problem. So, whenever a system or process is not working properly, give it a try
before you embark on a more in-depth approach – and certainly before you attempt
to develop a solution.

The diagram, below, shows an example of 5 Whys in action, following a single line
of inquiry.
 Lean Management

The primary purpose of lean management is to produce value for the customer
through the optimization of resources and create a steady workflow based on real
customer demands. It seeks to eliminate any waste of time, effort, or money by
identifying each step in a business process and then revising or cutting out steps that
do not create value. The philosophy has its roots in manufacturing.

Lean manufacturing improves efficiency, reduces waste, and increases

productivity & lead times. As manufacturing processes are streamlined,
Businesses can better respond to fluctuations in demand and other market variables,
resulting in fewer delays and better lead times.

Lean management focuses on:

• Defining value from the standpoint of the end customer.
• Eliminating all waste in the business processes.
• Continuously improving all work processes, purposes, and people.

Lean management facilitates shared leadership and responsibility; continuous

improvement ensures that every employee contributes to the improvement process.
The management method acts as a guide to building a successful and solid
organization that is constantly progressing, identifying real problems and resolving
them.

Lean management is based on the Toyota production system which was established
in the late 1940s. Toyota put into practice the five principles of lean management
with the goal being to decrease the number of processes that were not producing
value; this became known as the Toyota Way. By implementing the five principles,
they found that significant improvements were made in efficiency, productivity,
cost-efficiency, and cycle time.

5 principles of lean management

Lean management incorporates five guiding principles that are used by managers
within an organization as the guidelines to the lean methodology. The five principles
are:

• Identifying value
• Map the value stream
• Create a continuous workflow
• Establish a pull system
• Facilitate continuous improvement
Identifying value is the first step in lean management means finding the problem
that the customer needs solved and making the product the solution. Specifically, the
product must be the part of the solution that the customer will readily pay for. Any
process or activity that does not add value - meaning it does not add usefulness,
importance, or worth - to the final product is considered waste and should be
eliminated.

Value stream mapping refers to the process of mapping out the company's
workflow, including all actions and people who contribute to the process of creating
and delivering the end product to the consumer. Value stream mapping helps
managers visualize which processes are led by what teams and identify the people
responsible for measuring, evaluating, and improving the process. This visualization
helps managers determine which parts of the system do not bring value to the
workflow.

Creating a continuous workflow means ensuring each team's workflow

progresses smoothly and preventing any interruptions or bottlenecks that may occur
with cross-functional teamwork. Kanban, a lean management technique that
utilizes a visual cue to trigger action, is used to enable easy communication between
teams so they can address what needs to be doneand when it needs to be done.
Breaking the total work process into a collection of smaller parts and visualizing the
workflow in this regard facilitates the feasible removal of process interruptions and
roadblocks.

Developing a pull system ensures that the continuous workflow remains stable
and guarantees that the teams deliver work assignments faster and with less effort.
A pull system is a specific lean technique that decreases the waste of any production
process. It ensures that new work is only startedif there is a demand for it, thus
providing the advantage of minimizing overhead and optimizing storage costs.

Facilitating continuous improvement refers to a variety of techniques that are

used to identify what an organization has done, what it needs to do, any possible
obstacles that may arise and how all members of the
Organization can make their work processes better. The lean management system is
neither isolated nor unchanging and, therefore, issues may occur within any of the
other four steps. Ensuring all employees contribute to the continuous improvement
of the workflow protects the organization whenever problems emerge.

These five principles build the lean management system. Among these five
principles, continuous improvement is the most important step in the lean
management method

Lean Logistics
Lean Logistics is improving operations at all levels and optimizing thesupply chain
by reducing waste, which is important for supply chain control. This is achieved
through better inventory and material management, and by eliminating unnecessary
steps in delivery.

Benefits of Lean Logistics

One strong benefit of lean logistics is inventory management. The lean philosophy
is also applied to a company’s inventory. This means that companies do not stockpile
a large number of items in their inventory, instead, stocks are kept on an “as needed”
basis. Too much inventory is a waste of money. However, if there are not enough
items in the inventory, this may also cause delays for customers. Companies need to
analyze and see how many items are right for a lean inventory.

In a Lean supply chain, the focus on reducing lead times leads to shorter,
simpler distribution networks. Lean is also applied in warehouses and freight
networks to eliminate non-value-added waste such as excessive travel times, waiting
times, and unnecessary double handling of goods.
Another benefit of Lean Logistics is that it analyzes the various processes and
removes unwanted processes. This means that process life cycles are
made more efficient and faster, getting the product faster to the customer with less
effort from the company.
Lean Supply Chain Management will provide businesses with a competitive
advantage over a normal supply chain enabling businesses to respond to market
demand and customer needs with greater agility.

Some advantages of the Lean Supply Chain Strategy include:

Lower Inventory Costs – Reducing the quantities of raw materials, work in

progress, and finished stock will reduce overall inventory costs.
Elimination of Waste – As mentioned above the elimination of waste across
all functions will have a positive effect on lead times and reduce bottlenecks. It
is one of the most effective ways to increase the profitability of any business, and
waste elimination is one of the leading ideas of lean manufacturing. Companies
can speed up the process of converting raw materials into a product or service to
help increase cash flow and eliminate that waste.

Increased Productivity & Flexibility – Eliminating waste means you will

see increases in productivity, creating greater flexibility to market demands.
Quality Improvements – Utilizing Lean principles allows quality to increase
whilst decreasing errors to your customers.
Employee Morale – When Lean Supply Chains are implemented successfully
it will empower employees, boosting morale.

Safety Management

Safety is defined as the state of being free from harm or danger. Safety management
is commonly understood as applying a set of principles, frameworks, processes, and
measures to prevent accidents, injuries, and other adverse consequences that may be
caused by using a service or a product.
The safety operational structure of organizations is designed to provide leadership
and guidance to corporations, small businesses, schools, cities, and government
agencies. One of the most important responsibilities of safety organizations is the
promotion of safe working conditions.

The implementation of a safety management system enables organizations to control and

effectively regulate the possibility of a safety risk within a working environment.It not
only allows organizations to identify and predicta foreseeable injury, but alsotake
the necessary precautions needed to avoid the risk of harm. Just like any other
management protocol, a safety management system includes consistent and strategic
planning, structural organization, guided directions, and open communication.

Safety Accountabilities: The obligation to carry forward an assigned safety-

related task to its successful conclusion. Clear and correctly allocated safety
accountabilities and responsibilities are prerequisites for achieving the
organization’s safety objectives and for implementing effective safety management
and safety improvement process.

Safety accountabilities and responsibilities should be allocated to the management

and personnel involved in safety-related tasks. This includes allocation of
accountabilities and responsibilities for the safety performanceof the organization,
but also for the implementation and operation of the safety management system of
the operator/service provider in line withthe defined safety management roles.

Safety responsibility can be delegated, i.e. cascaded down, within thescope of the
defined job responsibilities, provided such delegation is documented. Safety
accountability cannot be delegated. It defines the obligation of the responsible
person to demonstrate the satisfactory discharge of his/her safety responsibilities.

Safety management accountabilities and responsibilities are allocated in accordance

with the organization’s general management structure and SMS organizational
structure. Normally, the SMS does not define safety accountabilities and
responsibilities outside its scope. The Safety
Management Manual does not describe the general arrangement of delegation of
responsibilities within the operational and technical departments and their internal
safety administration. In many organizations, safety accountabilities and
responsibilities in relation to SMS are restricted to managers and staff performing
safety management functions only.

The Occupational Health and Safety Act requires employers to develop and
implement a safety policy. To succeed, a safety policy requires both a commitment
and endorsement from the employer and buy-in from theemployees.

General three sections in a safety policy which are:

• Statement of the policy - The employer’s commitment to managing

health and safety and the goal of the policy

• Responsibility - Stating who is responsible for

implementing, enacting, and tracking each element of
the policy

• Arrangements or procedures - Outlines the details of procedures

including the reduction of hazard policy

Details of Policy include the following:

• Employee training

• Use of administrative controls, hazard isolation, locking, warnings,signs,

and symbols marking hazards, etc.

• Use of personal protective equipment (PPE)

• Removing hazardous materials or replacing them with less harmful

alternatives

• Improved lighting and working environment

• Prevention of slip, trip, and fall incidents

Safety procedure

A safety procedure is a step-by-step plan of how to perform a workprocedure. This

is used in cases where deviation from the procedure could lead to injury or accident.
The safety procedure is a document that is put together by groups within the
organization and is used as a template whenperforming a particular task on the job.

When safety procedures are soundly implemented there are major benefits such as
higher employee satisfaction as well as increased productivity. By minimizing the
risk of injury, fewer workplace disruptions take place, and absenteeism associated
with injury is also reduced. Equipment downtime is another factor that can be
avoided through the appropriate use of safety procedures.

Safety guidelines to help keep your warehouse safe:

1. Ensure Safety Equipment is Used at all Times

In the warehouse, it is vital that forklifts or hydraulic dollies are used to lift items
that are too heavy. Appropriate eyewear and hard hats should also be worn when
required. Safety equipment is implemented in order to minimize workplace injury.

2. Eliminate Any Potential Safety Hazards

Ensure all warehousing floors are free of ‘slip and trip hazards. It is important that
this safety check is carried out on a regular basis, by all employees, and that the floor
is always free of stray cords, liquids, and any other potentially hazardous items.

3. Clearly Label Designated Hazardous Zones

Dangerous equipment should be stored away in an area that is clearly labeled and
safe walkways should be highlighted through necessary signage. The easiest way to
illuminate hazardous zones is by using tape or painting black and white stripes on
the floor of the designated area.
4. Always Use Safe Lifting Techniques

Safe lifting techniques should always be carried out and the load should not obstruct
the view of the lifter. Use all materials handling equipment carefully and follow the
proper operating procedures including push and pull.

5. Provide Training and Refresher Courses

Ensure all staff is educated and up to date with knowledge about safe practices within the
workplace. This allows for greater adherence to procedures as staff members willbe
completely aware of the consequences that can emanate from an unsafe workplace.

6. Promote Awareness in your Warehouse

All staff members should be encouraged to be constantly aware of what’s around

them and to communicate where they are to ensure the avoidance of collision
accidents. Workplace safety programs protect employees and empower them to
confidently complete tasks without fear of injury.

The Fire Triangle

Hazardous substances that increase the risk of fire can be considered with respect to
the Fire Triangle—a model of the three conditions that are necessary to start a fire
(fuel, an ignition source, and oxygen). A fire hazardis typically something that will
either act as fuel or as an ignition source.

Fire Hazards

Fire hazards are workplace hazards that either involve the presence of a flame,
increase the probability that an uncontrolled fire will occur, or increase the severity
of a fire should one occur.

Fire hazards include:

• Flames
• Sparks
 • Hot objects
• Flammable chemicals
• Chemicals accelerants, which can increase a fire’s rate ofspread

Fire hazards are a broad category. It includes anything which impedes the function
of fire protection material or equipment, as well as anything that inhibits fire-safe
behavior. For instance, an obstruction that stopes safe evacuation and a
malfunctioning sprinkler system would both be considered fire hazards. This is
because a facility's level of risk factors in both the probability that a fire will occur
and the severity of the potential harm that could be caused by fire if it did occur.

Our understanding of what counts as a fire hazard has changed over time in general,
societies around the world have become less tolerant of fire risks, and as such, far
more conditions are seen as being hazardous or unsafe. Taking this into account, a
“fire hazard” can thus be understood as anything which significantly increases the
likelihood of a fire occurring, intensifies a fire’s spread or increases the potential
harm a fire could cause.

An item may also be considered a hazard in one context but be seen as non-
hazardous in another, lower-risk environment. For example, in occupational
environments that require the use of heat or flame, the use of non-fire-resistant
clothing would be considered hazardous. Minor amounts of flammable materials that
would be considered acceptable in normalenvironments become unacceptable if
placed in an environment that hasan ignition source.
Fire classifications:

Class A Materials: Materials such as wood, cloth, and paper, which won’t ignite
on their own but will continue to burn once exposed to a heat source.

Class B: All liquid, grease, and gas materials that burn when exposed to ignition
sources.

Class C: Electrical materials and equipment. These materials cause fires very
quickly and present a serious risk of arc flash.

Class D: Any materials that are volatile and able to quickly ignite, such as
magnesium, potassium, and sodium.

Examples of ignition sources include:

Open flames such as gas ovens, lighters in smoking areas, and welding torches.

Sparks from wood or metal saws and other types of equipment.

Heat sources such as combustion engines, space heaters, ovens, and machines
produce heat during operation.

Chemical ignition from chemicals that combust under normal working

temperatures.

Fire Safety Equipments

Facilities should have equipment for fire detection and suppression in place and
incorporated into the fire prevention plan. This equipment includes fire suppression
systems, smoke alarms, and fire extinguishers.

Sprinkler systems are commonly used to douse a fire. However, it’s important to
keep in mind that automatic sprinklers are technically different than fire suppression
systems; some fires need to be suppressed by other types of liquids or foams,
depending on the materials or equipment
Involved. Suppression systems also aim to protect an area rather than simply
extinguish flames. Common examples include:

Dry chemical suppression, which douses flames caused by flammable or

combustible liquids. This is often used in furnace rooms, mechanical rooms, or
areas where the flammable liquid is stored.

Wet chemical suppression, forms a type of vapor foam that prevents

materials from re-igniting. It is mostly used in kitchens.

Carbon dioxide doesn’t require additional clean-up or leave behind a residue.

This is most often used in computer rooms and archival rooms.

Smoke alarms detect both smoldering and flaming fires. You should wire all your
alarms together so if one goes off in your facility, they all go off.Alarms should be
tested once a month and replaced completely after ten years. Just as smoke alarms
save lives during house fires, they save lives in the workplace and are essential to
evacuating a facility quickly and efficiently.

Fire extinguishers are one of the most important pieces of fire equipment a facility
can have. Portable fire extinguishers are meant to be the firstline of defense against
fires that are limited in size. Facilities are required tohave fire extinguishers, and
these must be inspected regularly, properly charged, highly visible, and easily
accessible.

Like fire suppression systems, there are different types of extinguishers that are
meant to douse flames from certain materials. It’s critical to use the correct
extinguisher for the situation, as the wrong one can make things even more dangerous
or increase the risk of hazards such as electrical shock or explosions. Each extinguisher
is sold with a class rating that is identified with a letter and symbol for the type of
fire it will be able to putout:
 Class A Rating, identified by the letter A inside a green triangle. These
extinguishers are intended to douse fires from ordinary combustible materials
such as cloth, plastic, wood, and paper.

Class B, identified with the letter B inside a red square. There are meantto put
out fires that are caused by flammable liquids such as paint, oil, and gasoline.

Class C, a letter C inside a blue circle. These were designed to fight fires that
involve live electrical equipment and contain specific nonconductive
extinguishing agents. Once the equipment has been de-energized, a Class A or
Class B extinguisher may be used.

Class D, a letter D inside a yellow star. These are used to douse fires from
combustible metal alloys and other types of combustible material and contain
agents that specifically won’t react with the burning metal.

Class K, a letter K inside a hexagon. These are meant to be used on fires from
cooking media such as grease, animal fats, and oil. They create a soapy foam that
holds in steam and vapors to extinguish the fire.

Some fire extinguishers are designed to be used for more than one type of material
or fire and are identified as either ABC or BC extinguishers.Employees should be
trained on the different class ratings, especially if their work involves unique
materials such as electrical equipment or cooking media, so they understand how to
correctly douse a fire in their area.

There are five main types of fire extinguishers:

• Water, water mist, or water spray.

• Foam.
• Carbon Dioxide.
• Wet Chemical.
• Dry Powder- standard or specialist.
 Different types of fire safety equipment

• Fire Extinguishers.
• Heat & Smoke Detectors.
• Fire Suit.
• Automatic sprinkler systems
• Fire Hydrants.
• Fire Retardant Coverall.
• Fire hose reels
• Fire Alarm
• Fire alarm control panel
• Emergency & Exit signs

PPE for Fire Safety

Firefighters are required to wear extensive personal protective equipment. Most

workers don’t need this type of PPE during day-to-day operations, however, there is
fire safety PPE available for people who consistently work in situations where there
is an increased risk of a fire breaking out. There is flame-resistant clothing for
workers who work with flammableliquids or chemicals, in kitchens, in welding, or
with saws and other types ofequipment that may set off sparks. Flame-resistant
clothing (FR clothing) islabeled with a Hazard Risk Category.

It should be noted that FR clothing is not the same as flame-retardant clothing.

Flame-retardant contains materials that are chemically treated, while FR clothing is
made from materials that are naturally resistant to flames.

An essential aspect of fire safety is implementing an emergency response plan in

your facility. Hopefully, a fire will not occur, but every facility should be prepared
for one and take these preparations very seriously by following established standards and
fire safety guides.
Each employee should understand the actions to take in the event of a fire and how
to get away as quickly and safely as possible. An understanding of emergency exits
and paths should be introduced during training.

Maps that show a layout of your facility and the location of emergency exitsshould
be easy to read and posted in high-traffic areas. OSHA (Occupational safety and
health administration) additionally provides key requirements for emergency exits.
Facilities need at least two exit paths and emergency exits that are clearly identified,
never blocked, and lead to the outside of the building.

Tools such as wayfinding signs and glow-in-the-dark tape are materials thatreduce
confusion and cut down on the amount of time it takes to evacuate, which may save
lives. Photoluminescent markings in particular can help, as many fires cause the
power to go out.

Employee Training for Fire Safety

If a fire breaks out in your facility, employees rely on their training to ensuretheir
safety. While certain occupations, such as welders and electricians, require high
levels of training, every employee in any occupation should be trained on general
prevention and safety strategies so they understand how to keep their area and
themselves safe.

Security Management

Security management focuses on both physical and digital security in the

organization. They develop strategic plans to ensure an organization and its core
operations will not be impacted in the event of a disaster.

Security management covers all aspects of protecting an organization’s assets

including computers, people, buildings, and other assets against risk. A security
management strategy begins by identifying these assets, developing and
implementing policies and procedures for protecting and maintaining, and maturing
these programs over time.
An effective security management process comprises six sub-processes:

Policy, Awareness, Access, Monitoring, Compliance, and Strategy.

Security management relies on policy to dictate organizational standards with

respect to security.

Security policy is a definition of what it means to be secure for a system,

organization or other entity. For systems, the security policy addresses constraints
on functions and flow among them, constraints on access by external systems and
adversaries including programs and access to data by people.

Security awareness is the knowledge and attitude members of an organization

possess regarding the protection of the physical, and especially informational, assets
of that organization. Many organizations require formal security awareness training
for all workers when they join theorganization and periodically thereafter, usually
annually.

Security Access is the privilege or assigned permission to use computer data or

resources in some manner. Access is important in maintaining security in computer
systems. It restricts the use and distribution of information, settings, and the general
use of a system.

Security monitoring is the automated process of collecting and analyzing

indicators of potential security threats, then treating these threats with the
appropriate action.

Security compliance is the process of monitoring and assessing systems, devices, and
networks to ensure they comply with regulatory requirements, as well as industry
and local cybersecurity standards.

Security Strategy is a document prepared periodically which outlines the major

security concerns of an organization and outlines plans to deal with them.
Types of Warehouse Security Measures

Protecting the Facility Inside and Out

When it comes to warehouse security, it’s important to protect the facility both inside
and out. External-facing warehouse security systems, called perimeter security, are
used to defend entry points, parking lots, and the property line. These external
security measures are useful for preventing theft by keeping thieves out of the
warehouse or by intimidating casual thieves into thinking the theft attempt isn’t
worth the effort and risk.

Internal warehouse security measures help to catch thieves who breach external
warehouse security or employees who abuse their access to steal products from the
warehouse. Instead of prevention and intimidation, internal security measures often
focus on limiting access or capturing evidence to help catch thieves after the fact. It
is important to have layered security measures to protect the facility inside and out.

What are some of the specific types of warehouse security measures that are needed
to create a high-security warehouse? Some examples of useful warehouse security
tools include:

Warehouse Security Cameras. Security camera warehouse setups can be both

a great deterrent to thieves and a simple way to gather strong evidence to pursue a
case against them if they do steal something. Modern security camera systems can
collect high-definition footage and upload it to an offsite server to make the
identification of thieves easier and preserve the evidence if they try to tamper with
the cameras or onsite recording stations.

Warehouse Lighting. Lighting can be considered a vital part of warehouse

security. Poorly-lit warehouses not only provide protection for thieves (making them
harder to identify), they can be a safety hazard for warehouse employees and security
staff. So, keeping warehouse facilities well-lit is a crucial safety measure—both to
prevent theft and on-site accidents.
Alarm Systems. Alarm systems can be a crucial tool for deterring theft attempts,
minimizing the number of goods stolen by thieves, and summoning security or police in
time to stop thieves from getting away. Getting an alert from a silent alarm helps
security and police arrive on the scene quickly so thieves can be detained before they
make off with valuable products.

Security Patrols. Having manual security patrols to police the premises can be a
massive deterrent to casual thieves and trespassers that minimizes large-scale theft
risks.

Access Control Systems and Security Cages. Security cages and access
control systems create a high-security warehouse environment that minimizes theft
risks.

Inventory Tracking. Inventory tracking solutions are vital for ensuring that
inventory shrinkage can be identified quickly and that inventory availability reports
in your E-commerce store are accurate.

Entryway Security Doors. Weak locks or doors can allow thieves into the
warehouse quickly and give them easy access to the interior. Robust doorways delay
thieves and force them to give up before making entry.

Window Security. Strong security means making windows as difficult to break

into as possible, such as using reinforced glass, window locking mechanisms, or
even steel bars/window covers to deter entry attempts.
Warehouse Management System (WMS)
Contents

 Definition
 Advantages of Warehouse Management System  Types of
warehouse management system
 Key features of warehouse management system
 Functional flow of warehouse
 Utility and Data safety features

Definition

A warehouse management system (WMS) is an integrated set of system functions designed to manage a
warehouse or distribution centre’s Receiving, Put away, Movement, Picking, and cycle count/Inventory
verification activities.

The objective of a warehouse management system is to provide a set of computerized and automated
procedures to improve your efficiency and minimize costs.

When items arrive, they are entered into system. Warehouse management system will track items as they are
stored. When it’s time to ship, it can use real-time inventory data to create paperless and optimized routes for
pickers to retrieve items.

Warehouse locations are described in terms of their weight and volume capacities to enable proper direction
when moving or stocking material.

Inventory and order status data, collected in real-time, often through data collection devices, are typically
uploaded to the base ERP system on a batch basis.

Advantages of Warehouse Management System

Decreases the operating cost: The warehouse management system lowers the operating cost by finding an
excellent place to store products, materials, and equipment.

Controls warehouse activities: It controls all the actions of the warehouse by reducing inventory levels,
improving order fulfilment, and reducing order cycle time. It helps the organization to respond quickly to
customer demand by providing accurate and immediate feedback. In addition, it helps to manage the
inventory efficiently and rapidly.

Improves inventory visibility: It provides accurate and real-time inventory levels so that the organization
estimates the supply and satisfies the customer.

Assigns work: This system gives the work to the suitable person at the right time, depending on the person’s
skill levels. It helps to design the schedule efficiently for day-to-day activities that improve labour efficiency.
It scans the items while entering the warehouse and keeps track of that item’s movement. Hence saves time
by avoiding double-checking.

Helps to trace the materials: We can easily trace the materials with the help of WMS using lot/batch and
serial numbers. Lot/Batch shows the group where materials are made, and the serial number indicates the
specific item. In this way, it helps to compare the incoming receipt and dispatch receipt with the item. Hence
it improves the tracing ability.

Simplifies the process by automation: WMS provides essential elements like sensors, bar codes to record,
capture and communicate activity.

Improves customer service: WMS helps organize and track the shipments and improves the picking
accuracy in the warehouse. With WMS, we can easily plan the incoming items and outgoing products. As a
result, it improves the supply chain process and customer service.

Increases productivity: This system helps move the products quickly in the warehouse and allows the worker
to do more work with less time by providing them what they want at the right time.

Types of warehouse management system

Following are the most common and popular types of warehouse management systems.
1. Standalone system: This is an on-premises type system that is deployed on the local hardware and
network. That is the lowest price warehouse management system. Features of the standalone system are
inventory management, warehouse operations, barcode scanning, slotting, put away, Ferrying, picking,
packing, load assignment, shipping, validity date tracking. This suits for small businesses.
2. Cloud-based: This is a typical web-based system such as SaaS.(Software as a Service) It provides faster
implementation and helps to reduce IT maintenance as it is hosted on a separate server, depending on the
vendor’s specifications. This system allows users to update software automatically without extra expense.

3. ERP Modules: Many vendors provide WMS integrated with their ERP solutions.
As a result, this system is known as one of the best warehouse management systems. It offers core
applications like supply chain planning, Customer relationship management, accounting, human resource
management, etc. It helps reduce labour costs, increase warehouse productivity, and increase the accuracy of
inventory.

4. Supply chain execution modules: This is a subcategory of the Supply Chain Management (SCM) system.
It helps the entire supply chain process to go in streamline.

Key features of warehouse management system

Following are the features of the warehouse management system.

• Warehouse infrastructure: This system allows the organization to design the warehouse in such a
way that it has sufficient space for seasonal inventories.
 • Monitoring of inventory: The system allows to track, monitor, and move the inventories easily with
the help of a barcode scanner.
• Incoming and outgoing inventories: With the help of pick-to-light and pick-to-voice technology, this
system optimizes the incoming and outgoing inventory process.
• Picking and packing of finished products: The system includes efficient picking systems like zone
picking, wave picking, and batch picking that help the worker to pick the goods efficiently.
• Shipping: The system allows you to create invoices and packing lists for shipping and also sends
shipping notifications to the customer in advance.
• Employee management: The system allows the warehouse managers to manage the employees and
monitor their performance with the help of key performance indicators (KPI).
• Dock management: It directs the drives to find the proper docks to load and unload the inventories.
• Documentation: The system generates all the reports that help the managers to analyse the
warehouse process.

Functional flow of warehouse

Functional flow in warehouse includes:

• Dock Management
• Receiving
• Storage
• Picking
• Packing
• Delivery
• Returns

Warehouse management should have the capability to manage the workflow within the warehouse.

Dock Management System

The dock management system provides a common platform that links together the vendor (supplier),
transporter (carrier), and the warehouse manager (owner) towards the process of receipt/delivery of goods.

• The system auto assigns the dock for the vehicle based on goods available in the vehicle
• It auto assigns trucks to docks based on priority but is flexible to change the priority in case of
urgency. It also has provisions for reassigning dock and monitoring truck status
• It includes an automated voice announcement system (Trailer spotting) to direct the truck drivers to
drive their truck to the dock as per assignment, without any manual intervention
Receiving
Receiving is the first core process of the highly integrated Warehouse Management System which helps to
receive goods, inspect, process, and put them away in the most efficient way possible.

• Provision to receive both packed and unpacked parts from vendors, verify invoice details of trucks
before receiving the material, and process excess receipt.
• Make space of the receiving Goods and offloading
• Provision to hold received goods for quality reasons and confirm goods received post supervisor’s
approval
• Verification of the received goods
• Updating the database
• After receiving process is completed, boxes/bins are palletized, and Put away order generated. The
system can trigger a transport command for Bins/Pallets/CagePallets/Trolleys to AS/RS to store the
goods in Bin/Pallet AS/RS, as required.
• During the receiving process, boxes/bins are palletized and the put-away order will be generated to
the corresponding storage area. The system can trigger a transport command for storing the
Bins/Pallets/Cage-Pallets/Trolleys to the corresponding ASRS rack location.
Storage

It is one of the important responsibilities of the WMS. Move the received goods to their specified place in
the warehouse that is, SKU ( stock keeping unit). Check out the safety measures for both goods and
employees.
Goods are stored using a Fully Automated Storage and Retrieval System which could comprise of stacker
cranes, conveyors, AGVs, RGVs, Shuttles, etc. The efficiency in warehouse storage is a critical factor of
Warehouse Productivity.

• The system automatically assigns location based on the Location-Assign algorithm, giving the
row/bay/sub bay/level of the location to store – based on ABC sales rank/other criteria
• Provision for supervisors to manually assign/un-assign/reassign location for Bin FM and Pallet FM
areas
• The system is well integrated to generate control and transport commands that will be routed
through the Warehouse Control System for the ASRS system to store & retrieve, and control
hundreds of equipment including conveyors and cranes
• The system then receives the response sent by the ASRS system and updates the status of
equipment, configuration, and settings
Picking: Picking of the products from the storage area takes place as per the customer order. To reduce
time consumption and error, adopt suitable picking methods like zone picking, wave picking, and cluster
picking, etc.

Pick materials from ASRS or manual storage area at the picking station by scanning the materials allocated
for the normal delivery orders, very urgent orders, and export orders. Picking will happen based on the
priority of deliveries and route planning.

• Based on the requirements received from ERP, a picking order shall be generated
• Units can be retrieved automatically from ASRS to the corresponding picking station based on
picking orders
• Also, the system has features to retrieve the pallets to the picking station manually
• The system will allow partial picking and the picking order will be locked against the logged-in
terminal for the users to pick the pouches from the source bin/pallet
• The picking process can be effected by different picking areas simultaneously
• The system retrieves the needed bins/pallets from ASRS, one by one optimally rather than all that
is needed in the one-shot, which helps to keep the lines from getting clogged
• The system has the feature to book errors for the following categories, o Short error o Excess error
o Material damage o Wrong part o Packing damage
• For picking from fast-moving ASRS, the operator shall pick the parts from FM ASRS where pick-
to-light is used for current retrieval order (based on the warehouse control system commands)
• Provision to pick multiple parts from the same destination bin
• Pick-to-Light (PTL)
• If the light in PTL does not work, the operator can still pick making use of the hand-held terminal
(HHT). HHT can display locations from where the item can be picked. For FM picking, the system
shall display the pending picking orders, crane status, and other details
Pre-Packing
Pre-packing is the process of packing materials into pouches/boxes after printing and pasting MRP labels on
pouches/boxes. They will be palletized on the recommended stacking unit and stored in ASRS.

• Provision for the operator at the line to select a part and send command to the WMS for sending label
requirements to printers (manual packing line, through printer server) or communication messages to
PLC (auto packing lines)
• The operator can optionally prioritize the execution plans
• The operator can split the packing plan or merge the packing plan based on their requirements
• Packing material for the part can be set by the supervisor
• The system shall suggest packing materials required, quantity (proposed), and available stock, alternate
packing material. The system shall allow ordering alternate materials if the quantity ordered is more than
the available stock
• The system can issue commands to ASRS for the raw material and packing material to be automatically
retrieved and sent to the corresponding packing lines
• The system shall display the packing information to the operator and allow them to enter packing plan
quantity or quantity blocked for R&D, primary MOQ, and secondary MOQ
• The system has the provision to allow for repacking
• If the packing line is down, then the packed quantity of the current packing plan will be considered as the
required quantity and updated in the packing plant. The return quantity will be automatically calculated
and returned
• The system has the provision to transfer the packing plans from one packing line to another if required
• The system has the provision to delete packing plans from packing lines if not required
• The system has the provision to book errors in all packing lines like – short, excess, packing damage,
wrong part, etc.
• The system has the provision to swap the packing plan in the same line
• If there is a partial bin created during primary packing, it will be moved back to the respective ASRS for
storage
• The system has the provision to supply kit child parts at the kitting line
• The system has the provision to confirm that the pallet/bin has arrived at the correct kitting line by put
away order
• The system has provision to return the parts to the warehouse that are not fitting with other components
or packing material
• The system has the feature to reprint the MRP labels if it is damaged/required
• The system has the provision to generate packing plans manually if required

Packing

In packing process, checking of quality and quantity of the product and making them ready for shipping takes
place. Create packing plans to convert raw materials into finished goods based on the available raw materials
and order demand. The packing plans will be processed in the automatic packing and KIT lines for
autopacking, manual packing, and KIT packing.

• The system plans and allocates the available raw material based on demand for normal part or kit
part and then for safety stock
• Plans can be generated for the allocated quantity based on their part MOQ value and then prioritized
for packing by considering the open order types, order value, packing group, and receiving time of
the raw materials
• It allows the packing supervisors to view and modify the packing plan generated and also modify the
packing line to distribute the load in case the packing line is down. Packing plans are generated from
the unpacked part to primary pack/secondary pack/repack for R&D/MRP change/MOQ change

The supply process helps to supply raw material/packing material as per the packing plan, simultaneously
from either ASRS or a manual storage area.

• The system initiates the supply process automatically, once the packing plan is generated
• The system supplies the pallets from ASRS to packing lines based on the packing plan priority
• The system is optimized for supplying the pallets one by one rather than clogging the pallet supply
path, which helps to improve the processesthroughput while reducing the storage problem at the
packing line
• The system has display provisions to indicate to the operator when the pallets reach the delivery
point of ASRS so that the operator knows that pallets are available at the packing lines
• It can also display the destination location of the pallets delivered at the discharge station by ASRS
(destination sign), for the operator to view and transfer the pallet to the destination packing line,
intimating the operator to transfer the unit to the packing line through a put-away notification. As the
following process, the put away screen in the handheld terminal shall display the pop-up message
every 3 minutes until the suggested pallet is scanned at the station for further transport to the
destination area
• The destination slip can be printed to denote the destination for the bin when a GPC unit is retrieved
from bin ASRS
 • The packing material requirement displays the open orders for supply of packing material to the
packing lines which can typically be kept in Packing Material area or PM conventional area, for
picking by the operator.

Order Processing
Allocate finished goods from ASRS or manual storage area for the normal delivery orders, very urgent
orders, and export orders based on the required delivery order quantity. The stock allocation will be based on
priority like FIFO/. OFIFO/LFIFO

• WMS shall download the open orders from ERP by calling the delivery RFC
(Remote function call) at frequent intervals automatically
• The system has the feature to schedule the wave to generate picking orders to the corresponding
chute based on the mode of transport like courier, domestic, and export
• Wave optimization shall be done based on multiple factors including maximum order lines, mode of
transport, route group, city, and dealers
• Maximum order lines level can be set by the user in number/percentage for prioritizing the order type
(Standard/Very Urgent/Export)
• Picking order can be prioritized based on the order type being classified as very urgent/export
/standard/all
• Picking order allocation shall be generated based on the optimized FIFO or FIFO for delivery orders
• Allocation can be assigned to other picking areas if the assigned picking area is more than the
configured limit
 • Picking orders can be generated delivery-wise/SKU-wise depending on the ASRS picking area.
Chute gets assigned for the delivery while generating the picking orders

Final Checking Packing process

Pack the picked/packed materials into a final dispatch box and print the dispatch labels & group the materials
delivery-wise. Packing will be based on the priority of the deliveries like normal delivery orders, very urgent
orders, and export orders.

• The system has the provision to change the box size based on the size of the material (finished goods)
• The system has the provision to force close the dispatch if required
• The system has the provision to book the following errors, o Material short o Material excess o
Packing damage o Wrong part o Material damage
• The system has the provision to view the pending dispatch packing
• Bins can be retrieved from the packing station automatically based on the deliveries. The system has
the provision to facilitate optimization of the required number of boxes in the final checking packing
station
• The system has the provision to change the size of the packing group, i.e., The minimum number of
bins of a delivery that needs to be consolidated in a uni-shuttle before releasing to a final packing
station
• Strapping can be done in final checking packing station for all boxes
• The system also has the provision to do the final checking packing manually
• Dispatch labels (delivery-wise) shall be printed based on the bin arrived at the packing station

Other Processes features

The other processes include handling the various internal warehouse operations like Delivery Cancellation,
Invoice Reversal, DA Process and Reversal, Sales Return, Quality Check, PGI Reversal, Re-Bin, and Swap
Box.
 • DA Process – Provision to generate orders for the DA and reverse the DA orders
• Blocked Part Retrieval – Provision to retrieve blocked parts inventory from various storage locations
(ASRS/manual storage area)
• Change Inventory Type – Provision to change the inventory type of a partbatch
• Swap Box – Provision to swap two boxes in a delivery
• PGI Reversal – Provision to reverse the PGI for deliveries in ERP from WMS
• DA Reversal – Provision to reverse the DA orders which are generated in
WMS
• Export Packing Status – Provision to reopen an export box and generate export slip
• Reprint Label – Provision to reprint the MRP labels
• Part to Part Movement – Provision to change the existing quantity from old part to new part
• Reprint Box Label – Provision to reprint the dispatch labels
• Special Raw Material – Provision to reserve material for institutional sales
• Call Empty Pallet – Provision to call empty pallet stack from ASRS
• Export Packing – Provision to either pack boxes in the master box or pack master boxes in the
container
• Export Printing – Provision to either print dispatch label for the master box or print dispatch label for
the container
• Swap Bin/Pallet – Provision to swap the material from one bin/pallet to another
• Export PM Supply – Provision to pick master boxes from export PM supply
• Tyre RM Storage – Provision to store unpacked tyres on a pallet in the manual storage area
• Tyre FG Storage – Provision to store packed tyres on a pallet in the manual storage area
• DA Picking – Provision to pick DA material from the DA area
• Quality Decision – Provision to separate good quality from bad quality products on a pallet
• Re-bin/Palletize – Provision to re-bin/palletize material for storage after it has been packed in
dispatch boxes
• Sales Return – Provision to accept the return products
• Block for R&D – Provision to block the products for the R&D process
• Unblock Parts – Provision to change the MOQ type to un-block the parts which are blocked for the
institutional process
• Export Packing Slip – Provision to print an export packing slip for the export process

Inventory Check
This process helps to verify and correct the system inventories with physical inventories available in ASRS
and manual storage area. The inventory cycle count can be scheduled based on the SKU-wise or storage area-
wise or rack location wise for easy operation.

• Provision to check whether the book inventory balance or target stock amount in the system matches
the actual stock that physically exists in the storage bin/pallet/cage-pallet
• Inventory check schedule can also be scheduled for future dates
• Provision to pause or resume the operations of inventory check
• Provision to force close the in-progress inventory check orders
• Inventory checks can be performed part-wise, inventory group-wise, and crane-wise
• Provision to bulk upload the parts which need inventory cycle count
• Provision to cancel and reschedule the inventory check orders
• Provision for hierarchical level approval for specific application processes is available
• The system shall prompt the operator at frequent intervals to perform the inventory check order
• Provision to schedule the inventory check orders row-wise, level-wise, and bay-wise in ASRS.
Automatic error booking will be done based on cycle count
• Provision to recall the units to the error recovery area to correct the stocks upon supervisor’s
approval
 • The quantities after cycle count can be automatically shared with the ERP

Replenishment
Move materials from reserve storage to the primary storage area to maintain the critical stock levels so that
the materials will be picked, packed, and shipped with a minimum waiting time.

WMS continuously monitors the inventory of various SKUs in different storage areas and replenishes them
to maintain the minimum stock level required for the picking process.

• Feature to generate replenishment orders automatically

• FIFO and optimized FIFO can be followed to generate replenishment orders
• Priority can be set for picking while generating replenishment orders
• The optimal method can be used for load distribution
• Waiting time is reduced for transporting the bins/pallets to picking orders
Equipment Management

The equipment management module is used to manage/control equipment like cranes, conveyors, RGVs, and
uni-shuttle.

• Provision to disable/enable the equipment like crane, conveyor, RTN-X, and uni-shuttle
• Provision to maintain the location in ASRS and manual storage area and view the location status
• Provision to view the location and bin status in graphical view
• Provision to view the box movements in the conveyor, in the process of storage and retrieval
operations o Provision to insert & remove the pallet/box from the conveyor in between storage
and retrieval operation
o Provision to check the pallet/box weight using automated weighing scale and reject if not
confirming to standard weight
o Provision to check the pallet/box dimensions and reject if it is not conforming to the
standard dimension
o Provision to modify the weight of the pallet/box
• Provision to change the stacker crane from one aisle to another using a transfer car
• Provision to view the pallet/bin and its location details where from/to it is getting retrieved/stored
• Provision to change the mode of stacker crane to “automatic”, “semiautomatic” and “manual” mode
• ASRS control and monitoring statuses o Provision to view the stacker crane movement and
its travel location in the graphical user interface
o Provision to view the error in each stacker crane, conveyor & transfer car and reset the
same
o Provision to turn ON/OFF the aisles o Provision to change the conveyor and
stacker crane between
INPUT/OUTPUT mode
o Provision to view the status of equipment in graphical view
• Provision to reset/clear the errors in the equipment and packing machines
• Provision to maintain the auto packing machines in the system
• Provision to view the warehouse control system commands sent/received by the system
• Provision to re-send/re-generate/delete the warehouse control system commands in the system
• Provision to maintain the label printers in the system
• Provision to maintain the operations of the terminals/stations in the system
• Provision for assigning/reassigning a station to a packing line
• Provision to store the bins/pallets by manual operation
• If the rack is full then the system shall alert the user on this
• Provision to maintain the storage units in the GPC. The actions include adding, enabling, disabling,
marking as deleted, or printing the label for the selected unit

Utility and Data safety features

These features cover the Warehouse Management systems like data checking, manpower availability, ticket
management, terminal maintenance, and warehouse configuration.

• Terminal trace maintenance – To track user-wise, terminal, and screen in which they are working.
It helps in the continuance of work from a different terminal in case of HHTs malfunction in the
middle of an inprogress process
• Watchdog system – To monitor abnormal termination of windows terminals and windows
processes
 • Provision to remotely switch ON/OFF terminals which are be identified using MAC address
• Scheduled backup of database and log maintenance
• Scheduled equipment maintenance
• Voice announcement – To announce over public address system during receiving and dispatch.
• Automatic rejection of goods held for quality reasons after a set time
• Provision to ON/OFF the process of WMS terminals to halt all processes for application patch
installation needs

Delivery: Ensure the safe delivery of the goods to the customer’s place and on time. In this stage, WMS
should take care of scheduling, tracking, and labour management.

Scheduling: Scheduling is largely based on the factors mentioned above and varies depending on the system
and the programming of the system's or user's preferences and objectives. In modern computers such as PCs
with large amounts of processing power and other resources and with the ability to multitask by running
multiple threads or pipelines at once, scheduling is no longer a big issue and most times processes and
applications are given free reign with extra resources, but the scheduler is still hard at work managing
requests.

Types of scheduling include:

• First come, first served — The most straightforward approach and may be referred to as first in,
first out; it simply does what the name suggests.
• Round robin — Also known as time slicing, since each task is given a certain amount of time to
use resources. This is still on a first-come-first-served basis.
• Shortest remaining time first — The task which needs the least amount of time to finish is given
priority.

Priority: Tasks are assigned priorities and are served depending on that priority. This can lead to the
starvation of the least important tasks as they are always preempted by more important ones.

Tracking: Inventory tracking is like asset management, but on a larger scale. Whereas an RFID system(asset
management) would need an infrastructure of readers and RFID tags on every item of inventory to track the
goods in real time, a barcode system(inventory tracking) would simply put barcodes on all inventory.

Labour Management: A labour management system is a software solution designed to manage human labour
within a warehouse or distribution centre. ... Productivity improvements and labour savings – Managers are
enabled to identify and adjust inefficient work processes. Thus allowing them to optimize their workers and
reduce overall labour costs.

Returns: In rare cases, there will be a chance of returning the products due to some reasons. So this situation
should be handled with special attention. Proper identification of the product, placing them back on the
specified shelf, and sending them for repair will happen in this stage.