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Efficient warehouse. Organization of a warehouse in production

Warehouse premises are now in high price, so many owners of trading organizations either rent or acquire warehouses. We will not talk about what is more profitable - to rent or build your own warehouse. Let us dwell on the question concerning the organization of the warehouse. How to make a warehouse that would allow you to efficiently ship goods, as well as replenish warehouse stocks quickly and with minimal cost human resource?

Warehouse organization

A warehouse is a large or medium-sized room that stores the products of a company or enterprise, the inventory of a store or trading organization, etc. A warehouse can also be organized in a small room if it does not provide for the storage of huge volumes inventory, for example, a small warehouse of food stocks is available in every private house. Proper organization storage space begins with the right choice of the place where the warehouse will be located. It should be as convenient as possible for the access of heavy vehicles, which will take away some goods, and deliver others to the warehouse. It is very important that separate entrances / exits from the warehouse are provided for the shipment and delivery of goods. Naturally, some warehouses are so small that it is impossible to organize such replenishment and shipment of warehouse stocks in them.

Before you organize a warehouse, you need to take care of the acquisition special equipment- it is purchased in accordance with the specifics of the warehouse, as well as taking into account the size of the warehouse. If the room is large and high, then it is advisable to purchase racks that can be assembled and disassembled if necessary. Multilevel racks are the best option for storage of products of almost all trade groups. In addition to purchasing equipment, you need to think about buying special equipment - these are loaders, etc.

Inventory control

It is necessary to organize accounting in the warehouse - this is perhaps one of the most important components, since inventory reporting is directly related to the balance sheet of an enterprise or organization. The main documents confirming the receipt and expenditure in the warehouse are waybills of the appropriate sample, according to which warehouse reporting is compiled. All balances in the warehouse must clearly match the balances in accounting. Warehouse accounting is maintained by the warehouse manager, who monthly, in accordance with his job descriptions, approved by the head of the enterprise, hands over the balances of the warehouse to the accounting department of the enterprise.

The warehouse manager is a financially responsible person, therefore, he solves all issues related to how to organize the work of the warehouse, personally monitors the shipment and loading of warehouse valuables. In the warehouse, in addition to the manager, there may be several more storekeepers who report to the manager and strictly follow all his instructions, if, of course, they are aimed at the correct operation of the warehouse. All goods from the warehouse should be issued only if there are invoices that indicate the name of the organization or person receiving the goods, its quantity, and also the cost. Be sure to have signatures on invoices. If a defective product is found in the warehouse, it is subject to write-off, that is, the warehouse manager draws up an act for write-off.

Warehouse inventory

Successful organization and operation of a warehouse is impossible without an annual inventory. In principle, if the warehouse is small, then the inventory will not cause any problems, but in large warehouses, organizing the inventory is time-consuming, but extremely important and necessary action. It is necessary to organize an inventory in order to identify surpluses or shortages of commodity values. If the warehouse manager knew how to properly organize the warehouse, then he would have no problems with the shipment of goods, since they would all be separated in the room by name and group. But with the wrong organization of the warehouse, shortages, re-sorting of goods are most often detected, which are associated with the shipment of goods at a price that differs from that which applies to a specific product name. Of course, there are losses that must be compensated by the warehouse manager.

How to store goods in a warehouse? This question is asked by many entrepreneurs. In this article, we will describe in detail what the placement of goods depends on, what are the ways of storing and placing goods in a warehouse, and we will also reveal the topic of address storage.

Ways of placing goods in a warehouse

By type of goods: varieties, types and are stored separately;
By consignments of goods: each incoming consignment is stored separately; this batch may consist of different goods;
By batches and type of goods: incoming batches are placed in different places, within the batch the goods are sorted and stored by type of product, separately type from type;
By product names: all cargoes are sorted by product names, each item is stored separately.

In order to optimally distribute the goods and fully utilize the entire area of the warehouse, they develop a layout for the placement of goods. To create it, you need to define:

Permanent and temporary storage locations. Constants are assigned to a specific product;
Possibility of round-the-clock monitoring of the goods;
Is it easy to get to the product, is it easy to care for it;
Frequency of receipt of goods;
Volumes of receipt and shipment;
Appropriate packing methods;
Optimal "neighborhood" of types of goods with each other.

When placing goods, they are guided by the principle “higher demand - closer location to delivery”. The higher the turnover of goods, the closer to the place of loading and unloading it is placed. To do this, the scheme marks the areas of long-term storage and short-term.

Goods of low demand are placed in long-term storage areas; stocks of high-volume goods are also stored in such areas.

The Business.Ru trade automation program will help determine the level of demand for goods. Always actual information on sales and product balances, quick generation of a report on running positions.

Places for storing goods are equipped depending on the size of the warehouse. On large warehouses the cells in the racks for cargo are made in such a way that the entire batch fits into each, along with the pallet or in the box in which the cargo arrived.

The distance between the racks should be wide enough - at least 3 meters, so that the forklift can work comfortably.

In warehouses for small wholesalers and retailers goods are grouped by size. The warehouse is divided into sections for large and small goods. Large goods more often placed closer to the exits, loading-loading areas.

In order to make optimal use of the premises, “sets” of cells of different sizes and different depths are made up in the places where goods are placed. They also use collapsible racks with the ability to change the height of the cells.

Address storage system. Features and Benefits

In order not to lose the goods, it is necessary to quickly carry out the necessary manipulations with it, the placement and storage of goods must be systematized. This is usually done with addressable storage system.

Each cell, shelf, rack, section is assigned a number or letter, a number of letters and numbers make up the product location code; thus, each storage location has its own address. This address is recorded in all documents accompanying the goods. The number of characters in the address depends on the size of the warehouse and the volume of goods placed.

The product address (cell number with the product) may look like this: B2245.
B - storage area,
the first two digits are the rack number,
the third is the serial number of the vertical section of this rack,
the last digit is the shelf number.

There are two main types of address storage of goods: dynamic and static.

At dynamic storage the goods, regardless of the name, are placed in any unoccupied place; the address of this place is assigned to the received goods. All operations carried out with the goods are reflected in the information system of the warehouse.

Pros:

the turnover, the demand for goods is clearly visible, and for this you do not need extra time and strength;
warehouse space is used as efficiently as possible.

Minuses:

in the event of a software failure, the product will be very difficult to find;
a lot depends on the particular storekeeper, a specialist who has studied the warehouse well.

At static storage each product is allocated its own place and assigned to it, i.e. The received goods already have their own address and are unloaded only there.

Pros:

even an inexperienced employee will not be difficult to figure out where the goods should be placed, because. the entire product group is collected in one place;
Acceptance and other manipulations with the goods are carried out clearly and promptly.

Minuses:

if for some reason more goods arrive than planned at the place, difficulties may arise with its placement.

When the type of address storage is selected, it is necessary to draw up a warehouse scheme, mark all the addresses on it (it can be in the form of a table that will be filled in as the goods arrive), enter the addresses into the goods specification, then into the database, etc.

The territory of the warehouse is visually divided into zones (for example, using markings on the floor), the zones are marked with letters; signs are attached to racks, sections, shelves or numbers are drawn with paint.

If done correctly, any warehouse worker will be able to find an item by its name and address, even if they don't know what the item looks like.

The layout of the warehouse division should be posted for public access in a conspicuous place. If the type of address storage in the warehouse is static, it should reflect the names of goods. Apply marking on goods with large bright paint.

Address storage in a warehouse

Ways to store goods in a warehouse

Depending on the type of product, it is stored in stacks or on racks.

Stacks usually stack goods packaged in bags, boxes, barrels, coolies, etc. The stacks must be stable, be of acceptable height and have free approaches. Their dimensions are determined by the properties of the goods, the capabilities of the loader, the height of the warehouse, the maximum load per square meter. floor meter, etc.

There are straight, cross and reverse stacking.

In the premises where the goods are stacked, there must be good ventilation, all fire and sanitary standards must be observed.

Indents should be:

from the walls of the room - 70 cm;
from light sources - half a meter;
from the floor - 15-30 cm;
from the walls - 50 cm;
from heating appliances- one and a half meters.

To make the stack more stable, the rows of goods in it are laid with boards or slats: every two rows of boxes or every 5 rows of bags.

For the convenience of loading and unloading and rational use of the premises, it is better to stack goods in piles on pallets. Do not stack goods with damaged, slippery packaging or in oversized containers.

Cargoes in boxes and bags, not formed into packages, are stacked tied up. The stack can only be unloaded from top to bottom. The distance between the stacks should allow their smooth unloading. If the stack is formed manually, in boxes weighing up to 50 kg or bags up to 70 kg, its height usually does not exceed 2 m.

On racks, on pallets, in boxes, boxes, bags - more often they store piece goods, as well as unpacked goods. Pallets are convenient for mechanized process loading; in this case, on the upper shelves are placed goods on pallets, and on the lower - those that can be selected manually.

The Business.Ru warehouse automation program will make it easy to credit goods, write off defects, and issue a warehouse order. There is support for bulk loading of leftovers from Excel, which will significantly reduce the time for adding goods to the database.

Rules for placing goods on the racks:

The goods are placed with the marking towards the aisle;
Goods of the same order are stacked in racks on both sides of one aisle: this way the transportation path will be shorter;
If one cell is not enough for placement, the remaining goods are placed in the same section, above or below, so that only the shelf number differs in the address;
On the upper tiers of racks it is more convenient to store long-term storage goods, as well as those that are issued in a whole pallet or place;

Outerwear is stored on hangers, bulk cargo - in bulk, liquids - in tanks, tanks, barrels. Stacks of "lying" barrels are made no higher than 3 rows, each one must lay and wedge the edges.

If the barrels are placed standing up, then no more than 2 rows of dressing are allowed, and the rows are laid with boards of the same thickness. Barrels with combustible and flammable substances are placed only lying down, in one row and with the cork up.

One of global problems warehouses, as well as most enterprises, where the human factor plays an important role - this, of course, is personnel. Most firms are experiencing an acute shortage of staff, and among storekeepers, operators and loaders there is a large turnover - rarely people, especially young people, stay at such work for more than one or two years. The difficulty of working with the older generation is that it is difficult for them to comprehend the work of computer programs for accounting for inventory and packaging equipment. So how to be?

First of all, you need to be aware that the warehouse is one of the most important parts of the business - The warehouse doesn't spend money, it earns it!

In order to avoid staff turnover, it is necessary not only to pay people decent salaries, but also to use tools to form the morale of an employee in a warehouse. To check the material component, one can compare the costs of shortages and damage to material assets in different periods of the warehouse operation - when the number of experienced workers prevails over newly arrived ones and vice versa. Sometimes the losses from the mistakes of untrained or inexperienced employees amount to more than an increase in the salary of an old-timer. But with moral incentives, the situation is more complicated - they are not always easy to measure.

The reason is that the functionality of the warehouse worker is limited to a certain framework and the initiative is often not required from him. How, then, to make the storekeeper or loader work better?

Undoubtedly, it is necessary not only to introduce a system of fines for lateness, violations of discipline, delays in shipment, etc., but also, accordingly, if the employee does not commit violations, encourage with a bonus, choose at the end of the month the best employee, to declare gratitude, etc. - this is the first thing that comes to mind, here, as they say, even the simplest "Soviet" methods are suitable.

However, if we think progressively, have there been new tools for managing and motivating personnel in the labor market?

Let's look at the experience of colleagues:

The logistics operator TABLOGIX, relying on its 20 years of experience in the field of warehouse management, has developed and implemented its own system of individual employee motivation, called 3C - Fair Incentive System.

The system allows to take into account in comparable conventional units all types of warehouse work produced by each employee, determine his total labor contribution to the general piggy bank and redistribute the bonus in proportion to this contribution. Thus, the 3C incentive system rewards those employees who are able to complete more tasks with high level quality, taking on an additional burden. This system involves the formation of the premium part based on the assessment of 3 parameters: labor productivity, quality of work And employee loyalty.

In order to eliminate the subjective factor, the performance evaluation process is fully automated through the development KPI systems, which allows real-time calculation of the productivity of an employee in every minute of his work shift. Often in practice, an increase in productivity entails a decrease in the level of quality. In this regard, another significant parameter for evaluating the work was quality. It is calculated based on the results of the billing period based on the number of errors made by the employee. In addition to productivity and quality, it is necessary to take into account the factor of a conscientious attitude to work, which was conventionally called “loyalty”. Loyalty is considered as the willingness of an employee to carry out the necessary instructions of the head, when tasks for his main specialization in this moment No. When forming the premium specific gravity performance indicator is 50%, quality 40%, loyalty 10%.

The list of assessed works includes all warehouse operations: unloading, loading, sorting, placement, replenishment, movement, selection by pallets, selection by boxes, inventory, etc. It is important that absolutely all types of work performed by each employee are taken into account and received their assessment.

Data on the number of completed tasks and the time spent on them, the system imports from an automated WMS warehouse management system.

The presence of such a system allows you to be sure of the interest of the staff, who understands how the assessment of work takes place. It also allows you to determine the ability of the current state to meet production plans and justify changes in the budget to meet new production challenges. By setting the system settings to monitor labor productivity in real time, the manager receives information about the productivity of employees in every minute of their work shift. Thus, he can immediately respond to possible deviations by taking corrective actions and, if necessary, attract additional resources. At the same time, alarm bells can be seen immediately, and not after the fact, following the results of the past period.

How does it work in practice? Suppose in one hour from 8:00 to 9:00, worker A unloaded 30 pallets, worker B placed 30 pallets, worker C selected 30 lines, and worker D was nowhere and was not noticed by anyone. Each completed task is confirmed by the employee using the data collection terminal. All data is displayed in WMS, and accounting for the work performed is carried out by a special program developed by TABLOGIX. With the introduced standards, for example: unloading 1.5 minutes per pallet, placement of goods for storage in 1.8 minutes and selection of an order line in 2 minutes. we will get the following indicators of employee activity (Productivity Index - KPI):

Employee A: 30*1.5/60 = 0.75

Employee B: 30*1.8/60 = 0.9

Employee C: 30*2/60 = 1.0

Employee D: 0/60 = 0.

From these indicators, we see that employee C is the most productive and fulfills all the necessary standards. From the same indicators, we can find out at what stage of work we have difficulties for most employees - this will allow the most flexible distribution of human resources in the warehouse.

Quality factor takes into account the number of employee errors when selecting lines, identified technological violations, identified cases of damage and marriage, etc. If the quality indicator meets the requirements established at the warehouse, then the employee deserves the second part of the bonus.

Loyalty In other words, diligence and conscientiousness. The loyalty parameter allows you to avoid situations when a worker refuses to perform tasks that are not directly related to his immediate duties.

The introduction of such a system gave an increase in the productivity of warehouse employees by 30%, while significantly reducing the number of defects.

Thus, by introducing automated system taking into account the individual motivation of an employee, management not only received a powerful tool for tracking performance labor resources, but also allowed ordinary workers to predict the size of their rewards through the amount of effort expended per unit of working time.

Our other colleagues from the 20A logistics agency have creatively approached the issue of moral motivation of employees: for almost two years now, “functional music” has been playing in their warehouses.

Functional music (or production music) has been around for over 80 years. Monotonous work on the assembly line industry, which was actively developing at that time, required an increase in work comfort without sacrificing productivity. good decision was the use of music. Rhythmic and at the same time unobtrusive music on a subconscious level helps to work clearly and smoothly, reducing emotional stress and, accordingly, fatigue. Music began to be used at the Henry Ford enterprise, gained great popularity in the USSR (especially in textile industries), and was used by NASA in the training of astronauts. In the 80s-90s, its popularity somewhat decreased, but already in the 2000s, this direction of stimulation received a new impetus for development due to modern information technologies.

Despite the possibilities of modern automation, the basis of the logistics business is people who perform painstaking and responsible work, which is associated with both physical labor, and with the operation of rather complex equipment. Due to this music background, should be moderate, - gently stimulating, not "imposing" the tact and rhythm of work.

Colleagues achieved in this way a general reduction in stress, conflict, increased job satisfaction, reduced the number of errors and injuries, productivity increased by 10%.

Nowadays, obtaining a modern management education is not a problem. Many managers have an MBA in Human Resources, the vast majority of managers in large firms have additional education in this area. In addition, there is a mass of literature for self-education. But what is strange is that despite this, many Russian firms 5-10 years after their appearance, they acquire painfully familiar “shapes” of our Soviet past - bureaucracy, slowness, costly business processes, a low level of corporate culture and an inability to change.

What is the reason? We dare say - in ourselves. It is no secret that in each of us there is a rudiment of our historical past - a sort of Stalinist or "Soviet" style of management. Not surprisingly, three generations of Soviet managers grew up on this ideology. Yes, and today's young leaders often exactly copy the skills of their "teachers", considering them effective, because they simply did not see anything else.

How to be? There is only one answer - to change. Squeeze out a “scoop” drop by drop, but every day. Take everything described below as a test for the disease "Stalinism" and suggestions on how to treat it.

1. If your company believes that the investigation of the problem is completed only if someone is punished, you should know that you are ruled by “Sovok”! Eliminate the systemic cause. If this solution is found, is it so important to severely punish the "switchman" for a mistake that happened in the past? It is more important to involve in cooperation the executors who will implement this solution. And it is at the stage of finding a solution. If the consciousness of the employees is "inhibited" by the fear of a future penalty, believe me, the results will be negligible. But anger and resentment in the minds will remain for a long time ... Is this the goal set by the owners of the business?

2. If in your division the number of fines (demotivation) exceeds the number of bonuses (motivation), then it's time for you to grow a mustache and start smoking a pipe! You can't get people to work effectively with a threat. We've already been through this! You can only move forward with profit. This does not mean that we are against penalties and exactingness. But the number and amount of rewards should be many times greater than the number and amount of penalties. Evaluate your motivation system from this point of view and make changes before it's too late.

3. Formalism in rewards. If in your company awards are made only according to " significant dates”, and you can’t afford to promptly“ day to day ”reward distinguished employees for a significant achievement, which means that your staff has begun to be ruled by accounting or OT&ZP ... A sure sign of“ developed socialism ”! The motivation system is the most important part modern technology personnel management. Formalism can emasculate everything from him managerial functions and turn an effective mechanism into a mere planned cost!

It is necessary not only to listen, but also to hear your colleagues and subordinates, otherwise sooner or later you will encounter a situation where it turns out that an innovation will be proposed to solve the workflow, standing company serious funds, but in the end it turns out that the issue on the ground could be solved by a fan for 1,500 rubles, as in the old bike about empty tubes.

Experiment and develop, support the initiative and be proactive. And remember, any change is good if it ultimately moves your company forward!

WE DEVELOP TOGETHER!

Any owner of a commercial warehouse dreams of a client who will place for a long time several tens of thousands of pallets of dangerous goods (expensive storage) and will receive / ship only a couple of trucks per month. However, in real life, there are practically no such customers left. More often, cargoes are very diverse, turnovers are solid, batches are far from always multiples of a pallet. To stay in the warehouse services market, you need to learn how to manage all this.

Dear reader, this article is part of the author's training by Elena Pavlova "Warehouse optimization". Please credit the author when using the material. We will also be very grateful to you for reposting the article on social networks.

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Quality is in short supply

Today, the situation on the market of warehouse services can be characterized as consistently poor quality. In recent years, warehouses have spontaneously appeared on the site of former vegetable bases or empty industrial workshops, which they simply wanted to occupy with something. The main indicators of the work of such a warehouse were the price and the time of unloading/loading. High-quality warehouse services were not provided, because warehouse operators had neither the proper experience nor, in fact, a conscious need for such a service from their customers. Most of the cargo was on pallets, unloading and loading was not difficult, and accounting was quite simple.

In the same way, events developed with their own warehouses, for example, in production. The increase in the turnover of enterprises, along with the inability to manage stocks and the lack of any kind of warehouse technology, dictated an increase in warehouse space.

But with the development of business, the consolidation of the sales market and the growth of competition, any product, in addition to acceptable quality and price, “required additives” in order to be sold. And this "additive" was the service. Many companies are now forced to ship products to customers not in pallets, but in units. Moreover, the goods must be carefully selected and equally carefully packaged. And some customers also require special labeling. Have great importance and expiration dates, and, accordingly, the time of picking and shipment, etc.

Requirements have increased not only directly to warehouse operations, but also to the quality of accounting, since many trading companies are constantly expanding their range and are not distributors of any exclusive goods.

Only individual warehouse companies have adapted to such rapidly changing conditions, mainly foreign companies represented on our market. Domestic operators - owners of warehouses - provided customers with the right to independently organize warehouse processes, taking money only for renting space.

The reasons for this are simple:

inability to predict the needs of the warehouse services market and calculate investment projects;
inability to model logistics warehouse processes and choose the optimal information and accounting system;
the hope that the current situation will last for a long time;
lack of modern warehouse equipment and warehouse technologies;
introduction of any new technologies in parts and haphazardly, etc.

Most warehouse owners explain their unwillingness to change anything by the fact that having invested funds, they may not find customers, that they do not understand for whom it is necessary to develop warehouse technologies. But the service is not Natural resources, the sale of which will be very profitable for a really long time, and the warehouse business is not a monopoly (as, for example, railways or customs). Therefore, the lack of development and movement forward in the near future will lead to the fact that the owners of warehouses, who do not change anything, will be forced to abandon this business.

But if now there were distribution centers that provide quality service, they would have lines of customers. To really understand this situation, try to imagine that you need to find a warehouse that can provide:

processing of several thousand items;
complete set of units;
order picking time - 2-3 hours;
the amount of damage (losses) - no more than 0.01% per month;
adaptability information system with the customer's system.

Operators who are able to do all this can be counted on the fingers. And if we add, for example, that the time for unloading and loading should not exceed half an hour, then the number of applicants will be reduced to almost zero. Therefore, today many trading, manufacturing and distribution companies are engaged in non-core business - they themselves build, equip and maintain warehouses, have their own staff, accounting system, etc. in them. While almost all Western companies have already abandoned their non-core business in order to direct all their efforts to their core business. So domestic companies providing warehouse services should forecast the market situation a bit and engage in their own development.

And what is wrong?

The main problems of the vast majority of warehouses existing in the country today are known:

lack of necessary services;
imperfect accounting;
poor control of the movement of goods;
obsolete mechanization and automation;
large losses of goods or deterioration of their quality in the process of warehouse processing;
low speed of cargo handling;
lack of evaluation system own work and developed (and not taken from nowhere) criteria and their limit values;
lack of statistics and, as a result, analysis and the possibility of predicting the results of work;
lengthy execution of accompanying documents, etc.

Until now, there is also a shortage of qualified specialists not only in the field of warehouse logistics, but also in logistics in general. First of all, it manifests itself in mutual dissatisfaction: companies using logistics services are dissatisfied with the employees who are responsible for their provision, and service providers complain that customers do not have specialists who understand and are able to evaluate the level of service. This is explained by the fact that at the generally accepted level, logistics specialists mean either customs brokers, or warehouse workers, or simply truck drivers. And this is reflected in the average salary level of logisticians, and the prestige of the profession is still not at the proper level.

However, a positive trend is clearly visible. Already today, many understand that a qualified warehouse logistics specialist must know not only, for example, the design of racks, but also deeply understand economic laws, as well as be familiar with probability theory and mathematical statistics, without which it is impossible to put into practice this aspect of warehouse logistics like inventory management.

The situation is no better with automation. In domestic warehouses, if it is used, it is fragmentary, without implementation complete system management. It is not uncommon to find "home-grown" information systems that depend on the qualifications of their own programmers. Such automation cannot be taken seriously. The development and implementation of system products in the field of automation requires certain investments, and due to the same lack of qualified personnel, no one can accurately estimate the timing of their return. And the owners of warehouses are not yet ready to invest in the qualitative development of the warehouse economy.

The need to automate a warehouse does not depend on its size, but on the goods that are processed in it. If this is a commercial warehouse (and not your own in a certain production, when all the nomenclature is known in advance), then automation seems appropriate, as this makes it possible to better adapt to constantly changing external conditions.

Moreover, the design and layout of the warehouse itself must be designed in such a way that it is possible to expand the range of functions performed without a fundamental reconstruction. Therefore, in this article we will consider the first mandatory stage - warehouse modeling. Here is an example of optimizing the layout of an existing warehouse during production (for confidentiality, all specific figures have been changed).

WAREHOUSE SIMULATION

Layout optimization

Any work to change something must begin with an analysis of the existing situation. And the warehouse is no exception. Before building a simulation system, it is necessary to analyze the functioning of the warehouse, incoming and outgoing flows to determine the efficiency of work at the moment. Then you should develop an optimal layout of the warehouse with the definition of technological zones, the location and size of which will increase this efficiency.

The criteria for evaluating the efficiency of the warehouse can be divided into four main groups:

I. Indicators characterizing the efficiency of the use of warehouse space;

II. Indicators of efficiency of warehouse technological processes;

III. Assessment of the level of cargo safety;

IV. The overall efficiency of the warehouse.

To assess the first stage of the project - the development of an optimal warehouse scheme - the indicators of the first group are used. In our case, we considered technical and economic indicators for each technological zone, as well as the overall efficiency of the warehouse.

1) analysis technique

The following basic input data are used for the analysis:

warehouse plan showing the placement of racks and each pallet, as well as the main elements of the warehouse - gates, elevators, conveyors, weights, etc.;
a product list with an indication of its main parameters (manufacturer, name, overall and weight characteristics, packaging parameters, storage conditions, etc.);
actual data on order volumes for each type of product;
actual data on the total volume of orders for each of the clients for certain periods of time;
actual data on warehouse personnel.

In the example, methods and algorithms for statistical data processing were implemented in the form of an information system developed on the 1C: Enterprise 7.7 platform. A generalized database has been created for all the information provided, a system of indicators for evaluating the efficiency of the warehouse for specific conditions has been developed, and the actual values of these indicators have been determined. A system of indicators for evaluating the effectiveness of the proposed options, a modeling system that allows choosing the optimal model according to certain criteria, and a modeling system for a preliminary estimate of the costs of warehouse reconstruction were also developed.

2) analysis results

Warehouse layout and performance indicators The total area of the warehouse in accordance with the provided plan can be represented schematically in the form of a figure, where S 1 =3000 m 2 ; S 2 \u003d 1000 m 2; S 3 \u003d 1100 m 2; Stot. \u003d 5100 m 2. There is one closed platform equipped with automatic gates and two open ones. In total, there are 7 automatic gates and 7 weight gates located along the perimeter of the warehouse.

Technological zones of the existing warehouse and their ratio

The volumes of product storage in the compartments of the storage area in accordance with the warehouse plan are shown in the table.

The area of premises intended for storage of products:

	Compartment #1	Compartment №2	Compartment №3	Compartment №4	Compartment №5	Compartment #6	Compartment No. 7	Compartment No. 8	Compartment #9	Compartment №10	Total
Qty. p/m	80	108	106	116	135	58	30	60	86	138	935
m 2	180	144	144	216	288	72	36	144	162	432	1818

The pallet area (1200 x 800 mm) is 0.96 m 2, and the number of pallets stored (both on racks and directly on the floor) is 729. Thus, the area occupied directly by pallets and racks, without aisles and approaches to them , is about 700 m 2.

The total area of all premises intended for storage (including passageways and corridors) is 1818 m 2 . The total number of pallet spaces is 935. Elevators and conveyors occupy up to 40 m 2 . There is also a closed platform with an area of 504 m 2 and zones that can be classified as auxiliary or technical (~ 900 m 2).

Summarizing all the results, we get the size and ratio of the areas of various technological zones that exist in the warehouse today.

Technological zones of the warehouse: size and ratio:

	total area	Packaging and labeling area	storage area	picking area	Zone shipments (platform)	Technical zones(including elevators and conveyors)	Passages and unused zones
m 2	6500	0	700	0	500	900	4400
%	100	0	11	0	8	14	67

Estimating the volume of daily orders and determining the parameters of the warehouse for processing and storing products

The allocation of the share of orders of regular customers is of fundamental importance for the organization of the warehouse. They provide constant (planned) demand, which allows pre-packing of orders, providing required quality service. In our example, the total average daily order amounted to ~ 200524 kg, of which the share of orders from chain stores for all types of products was ~ 15%.

The total number of personnel serving the warehousing facilities (engineers and workers) is 210 people. Distribution official duties shown in Diagram 1. The warehouse is open 24/7, which means there are an average of 70 employees per shift.

Distribution of duties in the warehouse:

Warehouse performance indicators

For the first stage, only the indicators of the first group were calculated, which characterize the efficiency of the use of warehouse space. The second, third and fourth groups will be calculated at the second stage of work.

Below is a description of the indicators of all four groups for evaluating the effectiveness of the warehouse.

GROUP I. EFFICIENCY OF THE USE OF STORAGE SPACE

The main indicators of this group are cargo density and capacity. The first one (GN) characterizes the loading in tons per storage area area. The maximum load density (MHL) allows you to evaluate how efficiently each square meter intended for product storage is used. The higher this indicator, the more efficiently the area is used.

The maximum value of the indicator is determined technical specifications warehouse and equipment used. It is calculated as the ratio of the maximum volume of products that can be stored to the usable area of the storage area. The numerator can be measured in tons, m3, units of value, or in some given units in the case of a heterogeneous cargo. In the example, weight units were used, since all accounting is kept in them.

Based on the results of the analysis and the average weight of a pallet with goods equal to 500 kg, the maximum net load density (i.e. without taking into account the area of working aisles) of the existing warehouse is as follows: MHL net = P/S net, where P is the weight of the stored goods; Snet - the area occupied directly by the racks.

MGN gross = P/S gross, where P is the weight of the stored goods;

S gross - total area storage. In our case: MGN net = 935x 500/700 ~ 667 kg / m2, where 500 kg - average weight pallets, 700 m 2 - storage area without aisles, 935 - total number of pallet places. Since certain actions are required to work in a warehouse, for example, placing pallets on racks, removing pallets, inventory, etc., then, as a rule, a more accurate assessment indicator is the maximum gross traffic density, i.e. taking into account the working aisles to the racks. For an existing warehouse, it is equal to: MHL gross = 935 x 500/1818 ~ 257 kg / m2, where 500 kg is the average weight of a pallet, 1818 m 2 is the area of the storage area with aisles, 935 is the total number of pallet places.

If we use the indicator of the load density of the warehouse not as a constant, but consider, for example, statistics by day, then it can be used to assess whether the dimensions of the storage area are optimally set. With the optimal storage area, the difference between the maximum possible load and the actual one should tend to zero.

Thus, the traffic density characterizes the state of the storage area at each specific point in time and can be used as one of the effective optimization indicators.

Warehouse capacity is an indicator that characterizes the amount of cargo that can be placed at a time. It is expressed in tons or m3. The capacity utilization factor is a value derived from the useful volume of the warehouse (for all technological zones). And the usable volume, in turn, is a derivative of the layout of the warehouse and storage equipment. It is calculated as the ratio of the amount of stored cargo to the volume in which this cargo is stored.

The utilization rate of the warehouse capacity reflects the degree of uneven loading. This indicator can also be defined as the ratio of the average current load (total for all zones) to the maximum theoretical load (taking into account the maximum load in tons per unit area during a unit of time).

For this example, since there are no actual packing and labeling or order picking areas, the average occupancy of the storage and loading areas will be used in the capacity factor (CV) calculation.

where P is the weight of the stored goods; V is the amount of storage.

Storage area capacity factor:

Storage area CV = 935 x 500/(1818 x 6) = 43 kg/m2, where 6 m is the height of the warehouse, 500 kg is the average pallet weight, 1818 m2 is the area of the storage area with aisles, 935 is the total number of pallet spaces.

GROUP II. INTENSITY OF THE WAREHOUSE

The main indicators of this group are: cargo turnover, specific cargo turnover, load unevenness coefficient, cargo turnover ratio, ton-days of cargo storage and average order service time.

Cargo turnover (Gosklada) characterizes the complexity of the work. It is measured by the weight of various types of goods that have passed through the warehouse for a specified period of time (day, month, year). It is possible to calculate GO on arrival or departure (one-way cargo turnover). In the example under consideration, it can only be determined based on the average daily order (ADR), which is equal to 200 tons / day. In addition, it is better to bring this figure to hours, since in fact the entire warehouse should "skip" the entire stock in one day.

The specific cargo turnover of a warehouse is characterized by the amount of actually processed cargo in a certain period of time per 1 m2 of warehouse space.

The coefficient of load unevenness is defined as the ratio of the turnover of the most busy month to the average monthly. This indicator is important for determining the presence of a seasonality factor, that is, for managing the planning process of cargo traffic.

The turnover ratio of goods reflects the cycle of the full turnover of stored goods, or, in other words, the intensity of the passage of goods through the warehouse. This indicator is necessary, first of all, for the effective management of the flow of goods passing through the warehouse.

The indicator, expressed in ton-days of cargo storage, characterizes the total work of the warehouse and in general view is defined as the product of the weight of an individual consignment and the number of days of its storage. For the example under consideration, this indicator is practically a constant value (and a limitation for the modeling problem), since the manufactured goods are actually shipped within a day.

The service time of an average order characterizes the intensity of the warehouse (with a constant number of employees). This indicator will most fully reflect the intensity of work if it is calculated for selected groups of customers (the group is formed by the volume (weight) of orders per day), and in each group, subgroups are determined by the number of items of products received. This indicator is important for determining the number of warehouse personnel.

GROUP III. SAFETY OF CARGO PROCESSED

The main indicators of this group are: the number of cases of losses (shortages) at certain intervals, the number of losses (shortages) per day in relation to the total volume of storage of goods per day and the number of returns of low-quality products, defects that occurred due to the fault of warehouse workers (for example, exceeding the deadlines storage, damage during packaging, improper storage conditions).

These indicators are not considered at the stage of building a warehouse model. They are accepted as existing. But at the second stage of work, when creating a system for effective management of packaging, labeling and shipping processes, they must be considered and optimized. However, in order to achieve a minimum precisely for these indicators, it is necessary to create an effective system of motivation for warehouse workers.

GROUP IV. ECONOMIC INDICATORS THAT CHARACTERIZE THE EFFICIENCY OF THE WAREHOUSE

The main indicators of this group are: storage costs, cost of storage, labor productivity of employees and warehouse income (in the case of commercial use of storage facilities).

All these indicators can only be assessed after a detailed analysis of the management of incoming and outgoing flows, warehouse workflow and warehouse handling, as well as all standard costs for maintaining the warehouse at the moment.

Storage costs are the sum of the costs of organizing the storage of various goods + the amount of administrative costs.

The cost of storage of goods is determined as the ratio of the total costs associated with the performance of warehouse operations to the number of ton-days of storage. This includes the costs of packaging, labeling, storage, paperwork, insurance, as well as administrative costs, staff salaries, etc.

Labor productivity is calculated based on the size of the cargo turnover of the warehouse and the number of warehouse operatives and assigned auxiliary workers.

The income of the warehouse depends on the current rates of fees by type of cargo per ton-day of storage. This indicator for the example under consideration can only be estimated conditionally, since this warehouse is not commercial.

The profitability of a warehouse is the ratio of the profit received from the operation of the warehouse to the cost of warehouse processing. Since the warehouse in question does not sell services, if necessary, this indicator can also be calculated conditionally, assuming that the cost of the service is equal to the market average.

Conclusions based on the results of the analysis

Both on the plan and in fact, in our example, neither the size nor the location of technological storage areas are determined. The storage sectors selected and listed in the table are randomly dispersed throughout the warehouse and do not have any technological differences. There are no packaging and labeling areas, and the corresponding operations are carried out in each workshop. There is also no order picking zone - it is carried out by loaders directly in the storage areas.

The maximum stock that can be kept in stock under the current layout is two days of sale. The dimensions of pallets and the requirements for placing goods on them "have developed historically." This means that there is no reasonable laying scheme.

There is also no functional division of personnel. Judging by percentage, all functions are performed mainly by loaders. The main results of the analysis of the use of warehouse space are summarized in the table. Indicators of the efficiency of the use of warehouse space (I group) - in the following table. Based on the results of the analysis, proposals were developed for the optimal layout of the existing warehouse.

The results of the analysis of the use of warehouse space:

The total area of all premises intended for storage (m2)	1818
The total area of all premises intended for storage (m2)	1818
Total number of pallet places	935
Area directly used for storage (m2)	700
Area directly used for storage (m2)	700
Average pallet weight (kg)	500
Average pallet weight (kg)	500
Total product weight (t)	467,5
Stock in days	2,34

Warehouse space efficiency indicators

Maximum load capacity (net), kg/m2	667
Maximum load capacity (gross), kg/m2	257
Capacity factor kg/m3	43
Maximum stock in days	2,34

Basic Principles of Warehouse Layout Optimization

The main purpose of a warehouse is not to store goods, but to process them to ensure timely shipment to customers and to place finished orders while waiting for shipment. For this task to be carried out effectively, it is necessary that:

1) products from the workshops entered the warehouse in the largest possible, not requiring complex technological operations packing goods in containers (for example, plastic containers);

2) packing was made in boxes optimal sizes, multiples of orders. The stacking team must be given the exact number of boxes to stack a given lot. The box with packaged products will be weighed, closed, labeled and subsequently included in the order according to this labeling;

3) the products were stored only on racks - this will significantly increase the efficiency of the use of warehouse space, allocate space for the preliminary formation of orders, significantly improve the quality of warehouse handling of goods (accounting for storage periods, the order of receipt and shipment of goods, inventory, safety of products, etc. );

4) picking of orders was carried out by selection of boxes, which significantly reduces the time spent;

5) the machine was delivered to the gate at the command of the dispatcher only after all the products intended for loading were delivered to the gate (minimizing the time spent vehicle under loading).

Technological zones of the warehouse

To provide effective work warehouse, it should be allocated technological zones of acceptance, storage, picking, shipment and technical.

1. Acceptance area designed to receive products from workshops own production. The following technological operations should be carried out in it:

control weighing of products coming from the shops;
its placement at the workplaces of stackers (conveyor, work tables);
stacking products in standard boxes of specified sizes in accordance with stacking schemes;
weighing boxes;
sealing boxes;
warehouse marking (box serial number, product name, weight, date, stacker identifier, etc.);
stacking boxes on pallets in accordance with the stacking scheme;
warehouse labeling of pallets;

Calculation of the main parameters

The most rational equipment for packaging products in consumer boxes is a carousel conveyor.

In our example, the working length of the conveyors corresponds to ~ 70 m.

For packaging, products are placed on the conveyor coming from the workshops in plastic containers measuring 600 x 400 x 300 mm. Full loading of the conveyor with such containers will be: K=Lwork/600~116. Taking into account the gaps between the containers and the rounding of the conveyor, we multiply the result by a factor of 0.85 and come up with the number 100 - that is how many units of enlarged in-plant containers can be put on the conveyor at the same time. In our case, this is approximately 5 thousand units of production, or 5 tons.

The packer's workplace consists of three parts:

actually the place where he stands at the conveyor;
work table for the boxes in which he packs the products. The table must be on wheels and fixed. Conventionally, it is divided into two parts: working and cumulative. In the first part there is a box in which the laying is carried out, in the second part - packed and ready for shipment;
place for empty boxes when folded.

The entire length of the workplace in our example is 2 m. So, maximum amount seats at the conveyor: 70: 2 = 35, i.e. 35 people can work in the packaging module at the same time.

Calculation of time to process a full load of the packaging module

The stacker's unit of work is the complete processing of one box. It consists of the following operations:

take a consumer box blank and bring it into working condition;
take a unit of production from a plastic container located in the workplace area;
put it in a consumer box in accordance with the laying scheme for this type of product;
when filling the box to the standard, put/stick your identification label in/on it;
move the box on the desktop from the working part to the storage part.

The task to the packer (and his performance) can be measured in the number of empty boxes that he receives before starting work.

At the enterprise, the example of which we are considering, the standard time for performing all these operations is 2 minutes. Accordingly, the capacity of the stacker is 30 boxes, or 300 units per hour. Those. one packer can process a full load of a packaging module (5000 units) in 5000/300~17 hours, and 35 people (when the module is fully equipped with manpower) in about 30 minutes.

Thus, the maximum productivity of this packaging module is 10 thousand units per hour (or 1 thousand consumer boxes, or 200 plastic containers, or 14 pallets, or 10 tons of products). In an 8-hour work shift, 112 pallets can be processed, in three shifts - 336, which corresponds to the maximum productivity of the enterprise. That is, with the area of the receiving area, organized according to the above principle and equal to 987 m2, it is possible to process all products, provided that the plant produces 200 tons of it per day.

2. Storage area designed for storing prepared pallets with products. The following technological operations should be carried out here:

moving pallets from the receiving area and picking area;
placing them on racks using special warehouse equipment (carts, stackers, etc.);
unloading pallets from racks using special warehouse equipment (carts, stackers, etc.);
move to picking area or shipping area;
internal technological movements of pallets;
ensuring the safety of products.

storage module

Racks are 3-tiered. Cell size - 1 x 1.2 x 1.5 m. Storage module dimensions - 30 x 6 m. Area - 180 m2. The number of pallet spaces in the module is 30 cells x 3 tiers x 2 racks = 180. The number of modules is 5. The total number of pallet spaces is 900.

Thus,

total area of product storage modules (m2) . . . . . . . . . . 900

total number of pallets. . . . . . . . . . . . . . . . . . . . . . . . . . 900

area used directly for storage of products (m2) . . 360

total weight of products (t) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 450.0

stock in days at CVD = 200 tons. . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.25

3. Picking area designed to complete products in accordance with customer orders. The following technological operations should be carried out in this zone:

control weighing of products coming from the acceptance area or from the storage area;
selection of boxes with products in accordance with the task for picking;
customer labeling of boxes;
placement of selected boxes on pallets intended for shipment to each of the customers;
client labeling of pallets;
ensuring the safety of products.

In our example, the picking area is divided into four sectors, in which the following operations are performed:

disassembly of pallets;
gravity racks with boxes;
picking orders for pallets;
ready orders.

The first three sectors taken together make up the picking area module.

Gravity racks will allow:

make the process of picking orders for pallets technological: lifting equipment moves only along the front of the racks, without driving inside the rack structures;
comply with the FIFO principle, which is very important for products with a limited shelf life. In the future, each cell of the gravity rack can be equipped with a device for scanning the barcode of the box and the date of manufacture (if it is not included in the standard barcode). This will automatically receive in the warehouse system information about the expiration dates of goods ready for order picking;
ensure the safety of goods;
increase the turnover of goods and labor productivity, since the loading and unloading zones of these racks will be separated and mutual interference of loading and unloading equipment will be excluded.

Calculation of the main parameters of the picking area module

The module consists of rack sections. Each contains the number of boxes (400 x 200 x 200 mm in size) that fits on one pallet. For rate this project 72 boxes per pallet were used. The section contains six tiers, each of which can accommodate 2 boxes in width and 6 in depth, i.e. 12 boxes per tier x 6 tiers = 72 boxes.

To determine the ratio of the areas of the pallets and gravity racks dismantling sectors, an analysis of the distribution of products in orders by groups (ABC analysis) was carried out.

Get more information about warehouse logistics management at Elena Pavlova's seminar "Warehouse and Transport", which will be held in Kyiv on February 28 - March 1

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Over the past 10-15 years, the idea of a modern warehouse has changed dramatically. The modern ideal warehouse is a warehouse that does not exist. IN modern view a product gathering dust on the shelves waiting for the next order is, if not a crime, then a costly incompetence. Modern logistics services strive to reduce the time between the date of production and the date of consumption. And while improving process reliability and the associated approach JIT (just-in-time), affect a significant reduction in stocks, yet warehouses and intermediate stocks are necessary. We have already discussed how to calculate the optimal inventory level in. So, if stocks cannot be avoided, what can be done?

How to reduce losses and reduce the cost of warehouse operations? Let's look at some ideas lean manufacturing, which can be useful in optimizing inventory, reducing costs and increasing profits. All ideas can be divided into three main groups:

Technical and technological infrastructure of the warehouse (loading and unloading complexes, cargo storage systems, floors, cargo transportation equipment, location of storage areas, etc.).
Organization of work or efficiency of operational actions (speed of information processing and decision-making by warehouse employees, the number of actions and operations required to receive cargo from the warehouse, etc.)
Systems of control and coordination of actions necessary for tracking and identification of goods (coordination between the work of forklifts and warehouse operators)

Let's leave the arguments about the technical equipment of warehouses to more specialized specialists, and let's talk about possible approaches to improve operational efficiency.

Idea 1: Reduce inventory holdings.

As already mentioned, the best way to store is to eliminate the need for storage. The development of an operational strategy for reserves can significantly change the quantity and structure of reserves. Knowing the levels of minimum and maximum storage, as well as points of re-order will give a clear picture of the presence of excess inventory and help to model the required storage space.

Idea 2: Reducing the number of warehouse operations

The more time it takes to process a single item, the more it costs. Given the fact that there are a lot of such units in stock, it makes sense to think about ways to reduce costs in this area. The first step is to eliminate duplicate functions. It is worthwhile to carefully examine all the operations performed by employees. Experience shows that most of them are the execution of no one necessary requirements(filling out journals, preparing documentation at the request of the accounting department, which the latter often do not even suspect, etc.). The receipt and acceptance of goods is one of those processes that must be performed once. And the system by which one person receives materials and, according to the list, sends them for placement, and then gives this list for updating the data, is inefficient and outdated. Therefore, it is necessary to use as accurate methods as possible to receive and place materials. There are some simple rules:

The inventory database must be updated as soon as the item enters the warehouse.
The more times these operations are performed and the more people are involved in them, the more time and money is wasted.
Get rid of the method of acknowledging the receipt of goods with a pen and paper.
Use the barcode of the material to specify its quantity and send it to the storage location.
Use good software, in which all databases will be updated at the same time, which will make it easier to get information on time and eliminate duplicated operations.

Idea 3: Transfer operations to early stages.

Efficiency can be significantly improved logistics operations if some of them are transferred to the previous stages. For example, if a product is shipped from warehouse to warehouse, then the packaging may already have a universal label that is used in both warehouses, which eliminates the need to recalculate and label the packaging. Or, for example, materials that enter a warehouse are tagged with RFID tags before they leave production to facilitate future processes.

Idea 4: Identification and traceability of goods.

The next step in warehouse optimization should be to use a proper information management system. Lean warehouse workers know exactly where materials are stored and do not spend hours looking for one item or another.

The first step to creating a lean warehouse is to standardize the space where goods are stored. The 5C system in the warehouse is simple, not expensive, but very effective method reduce losses associated with the search for cargo, loss of information, recalculation of goods, and so on.

The next no less effective method is modern technological methods of identification. For example, barcodes andradio frequency product identification (RFID) . They help to achieve excellent results when used correctly. The former have a low cost, the latter, although they are more expensive, are reusable and have many other advantages. They can store a large amount of information and also receive information from great distances. It is not necessary to be close to inventory and read information from each RFID tag. RFID tags are valuable operational intelligence that can be used to both optimize loading and transport routes and keep track of stocks reaching the end of their shelf life.

Idea 5: Optimizing shelving layout:

In addition, it is important to be able to usewarehouse areas. Perhaps in one part of the room, the shelves are crowded, while in the other they are empty. If you are constantly working on expanding the warehouse space, you need to think about investing in optimizing the use of the available space. This can be helped, modern systems tiered storage. An important role will be played by the arrangement of shelving. For example, studies show that the arrangement Flying V . helps to save up to 15% of unnecessary transportation.

Idea 6: Use of product collection algorithms.

It's technology companies like Amazon , optimizing the decision-making on the minimum trajectory of movement necessary to collect goods for shipment. The figure shows the principle of using the motion optimization algorithm. An efficient warehouse must be designed and organized to meet the needs of your business. This is important in order to avoid losses due to moving around the warehouse. It is necessary to think about how many trips employees make, collecting an order for shipment, and how to organize the premises in such a way as to reduce the number of movements.

You can learn more about these algorithms from specialists in a narrower field. For example, “Routing order pickers in a warehouse with a middle aisle,” European Journal of Operational Research, vol. 133, no. 1, pp. 32–43, 2001.

Idea 7: Optimize product storage locations.

The most common labor analysis method is "A Sun analysis" of goods that are stored in a warehouse. ABC – classification of goods means that in the area closest to the shipping area there are goods with the highest frequency of orders. Zone "B" is the average frequency of orders and so on up to illiquid assets. Such an analysis can be carried out in several ways. The simplest is to use order statistics to rank products. In cases where statistics are not available, the method of direct observations can be used, thereby forming an order density map, as shown in the figure.

Or by observing the actions of operators, forming a spaghetti diagram. Each of the above methods helps to identify shortcomings in the placement of cargo storage.

Another grouping method is the joint storage of “fellow goods”. Materials that were ordered and brought together should be stored in the same way.

Idea 8: Improve the reliability of picking items for an order

The reliability of collection and the minimum number of errors is a direction in which even warehouses that are effective in many respects can fail. Mistakes need a lot of attention. When collecting the wrong materials, the warehouse has losses not only for the return of the purchase, but also for the return of stocks to the place. The use of automatic systems for checking and preventing shipment in case of a discrepancy between the barcode of the goods or the information on the invoice should give more reliability and controllability to the actions performed. Well, each mistake should be analyzed and the implementation of actions aimed at preventing repetition in the future.

Idea 9: Loading the goods in reverse order to the unloading sequence.

Regarding these operations, the machines must be loaded in reverse order so that the last part is the first to be unloaded. This will improve the efficiency of the subsequent stages of the supply chain.

Idea 10: Enter shipping planning.

This is a simple and effective way to increase both the speed of the warehouse and the efficiency of the use of transport. Knowing the sequence of shipments will allow you to better optimize the work of loaders and their loading (preparing loads for several trucks at once, shipped in the next hour). Standardization of actions in preparing the machine for loading means not only exact time operations, but also all actions that can be performed before the start of loading, thereby reducing the cycle of work performed when loading goods.