Warehouse Management and Performance Training Course

Participants can assess storage capacity and create slotting rules for efficient material flow.

• SKU velocity analysis identifies fast, medium and slow moving stock
• ABC classification combines movement value, pick frequency and handling risk
• Slotting rules balance travel distance, replenishment frequency and cube utilisation
• Storage media selection compares pallet racking, shelving, bins and floor stacking
• Warehouse layout calculates receiving, reserve, pick-face, dispatch and returns capacity
• 5S controls sustain location discipline, visual standards and clear access routes
• Material flow diagrams expose cross-traffic, bottlenecks and unsafe travel paths

Participants can establish receiving and put-away controls that protect stock accuracy and flow.

• Appointment scheduling levels dock workload and protects inbound labour capacity
• Goods-receipt checks verify quantity, condition, documentation and purchase-order compliance
• Three-way match exceptions routed using defined hold, release and claim rules
• Barcode scanning controls item identity, lot data and receipt timestamps
• Quarantine locations separate damaged, suspect and quality-inspection inventory
• Put-away task sequencing reduces travel while protecting storage compatibility rules

Participants can manage inventory accuracy through counting, reconciliation and root-cause controls.

• Perpetual inventory records reconciled against physical counts and transaction history
• Cycle-count programmes set frequencies through ABC class, risk and variance history
• Root-cause analysis distinguishes process errors, master-data faults and shrinkage
• Inventory accuracy measured by location, SKU, quantity and value variance
• FEFO and FIFO rules applied to dated, regulated and perishable stock
• Stock status controls govern available, blocked, allocated and consignment inventory

Participants can select and control fulfilment methods that meet service and accuracy targets.

• Order profiles determine batch, zone, wave and discrete picking methods
• Pick-path design reduces travel, congestion and replenishment interference
• Wave planning aligns cut-off times, carrier collections and labour availability
• Pick-to-voice, RF scanning and paper methods compared against error risks
• Packing standards verify quantities, dunnage, labels and shipping documentation
• Dispatch staging prevents route mix-ups, late loading and carrier disputes

Participants can apply practical safety controls to common warehouse hazards and equipment risks.

• Risk assessments identify pedestrian, forklift, racking and manual-handling hazards
• ISO 45001 controls connect hazards, operational procedures and corrective actions
• Forklift segregation uses barriers, crossings, speed limits and visibility rules
• Racking inspections classify damage and trigger isolation or repair decisions
• Manual-handling assessments address load weight, reach, repetition and posture
• Emergency arrangements cover fire, spills, evacuation, first aid and incident reporting

Participants can plan warehouse labour and manage daily performance using clear work standards.

• Labour standards define expected time for receiving, picking and replenishment tasks
• Workload forecasting converts order volumes into shift staffing requirements
• Skills matrices identify training needs, authorisations and single-point dependencies
• Tiered daily meetings review safety, service, quality and productivity
• Visual management boards show plan, actual, constraints and recovery actions
• Standard work documents sequence critical tasks and acceptable quality conditions

Participants can build a balanced warehouse scorecard and interpret performance trends.

• Balanced scorecards combine service, cost, quality, productivity and safety measures
• Order accuracy calculated from confirmed lines, errors and total lines shipped
• Dock-to-stock time tracks receipt completion through available inventory status
• Labour productivity separates direct hours, indirect hours and paid attendance
• Control charts distinguish common-cause variation from special-cause performance signals
• Pareto analysis prioritises recurring errors, delays and avoidable handling costs

Participants can investigate warehouse problems and implement controlled improvement actions.

• PDCA cycles structure problem definition, countermeasures, testing and standardisation
• 5 Whys traces picking errors from symptom to controllable root cause
• Value-stream mapping measures waiting, handling, queues and information delays
• Kaizen events target travel waste, rework, excess motion and overprocessing
• Corrective-action registers assign owners, deadlines, evidence and effectiveness checks
• Change controls protect service continuity during layout, system and process changes

Participants can strengthen warehouse data controls and produce a focused improvement plan.

• Warehouse management system master data governs locations, units and item attributes
• Transaction discipline maintains real-time inventory through scan confirmations and exception codes
• Dashboard design links operational measures to supervisor actions and escalation thresholds
• Data-quality checks detect duplicate locations, invalid dimensions and missing lead times
• Implementation roadmaps sequence process changes, training, testing and go-live controls
• 90-day action plans specify priorities, measures, owners and review dates