By Warren Blanding
The notion for this instruction manual dates again greater than a dozen years, to the time whilst i used to be commissioned by way of The Mason and Dixon strains to improve a instruction manual that might be necessary either to their very own humans and to their shippers in realizing and utilizing the elemental rules of the then-emerging administration technological know-how of actual distribution administration. Then as now, there have been a number of very good textbooks within the box. yet they have been written basically for school room use, for folks who will be getting into careers within the box at a later date. And there has been nearly not anything for the operating supervisor or manager-to-be. hence we observed the necessity for a hands-on, practically-oriented consultant to actual distribution administration, written often in non-academic language and complement ing instead of duplicating the wonderful current insurance of stock conception, queueing and,other textbook matters. consider that the days have been fairly various, again then. The Na tional Council of actual Distribution administration (NCPDM) have been in lifestyles slightly years, and had fewer than two hundred participants. certainly, there have been not likely a hundred folks within the nation who had the identify "Distribution supervisor" after their names. this day, in fact, the NCPDM has over 2,000 individuals and the distribution supervisor identify is standard and famous. actually, many that carry the identify at the present time have been recipients of the unique Mason and Dixon fabrics again then, and often motor vehicle ried the regularly occurring name of "Traffic Manager.
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Extra resources for Blanding’s Practical Physical Distribution: A Handbook for Planning and Operations
Here is where Standard Data can demonstrate its value. Industrial engineers have long known that walking at three miles per hour is "normal" or what we can reasonably expect a man to do who is merely walking and carrying no load. This has been demonstrated based on motion pictures taken to develop MTM standards. Thus, we might expect a man to walk a distance of 15,840 feet (three miles) in one hour. Relating this standard to our pick line that is 1,200 feet long, we know that a man can be expected to walk 15,840 feet in one hour or 60 minutes.
What is interesting to note is the high cost of buying time: doubling the crew brings almost a 50 percent increase in man-hours, but reduces the elapsed time by less than 25 percent. This is a far cry from doubling the crew and cutting the elapsed time in half with no increase in man-hours, and of course it is reflected immediately in a 50 percent increase in cost per ton. In other words, doubling the crew in order to save time on the job will increase the cost of doing it by 50 percent-the equivalent of paying time-and-a-half.
If you have not found the best method for doing the job, costs are going to be higher, no matter how well the time required can be estimated. Methods Improvement Perhaps the most important contribution that work measurement can make in the distribution warehouse is to assist in finding the best method for doing each job. Receiving provides a good example: Should you put one man in a vehicle and require him to unload, or will two men do the job more efficiently? Observation of a great number of vehicles being unloaded indicates that generally, a one-man crew is more efficient.