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heart of your logistics and distribution function\n<\/h2>\n
heart of your logistics and distribution function\n\tThey are also quite often the people whose jobs involve the greatest number of steps. These processes are commonly procedurally driven. Unfortunately, these are also the people who have the least voice or personal stake in leadership or decision making. As a result, the people doing the most fundamental work in your business may have the least understanding or personal stake in the corporate philosophy you are trying to foster.\n<\/p>\n
\n\tMany of them do not understand how their functions impact on customer satisfaction, and are not motivated to do their jobs consistently or correctly. They feel like ‘a small cog in a big machine’, because they do not understand how their actions affect your entire value stream.\n<\/p>\n
\n\tTo gauge your workers’ understanding of your value stream, ask them the following questions:\n<\/p>\n
\n\tWhy is your task done the way it is?\n<\/p>\n
\n\tWhat is the best way to get this done?\n<\/p>\n
\n\tHow can you tell that you’ve performed this task successfully?\n<\/p>\n
\n\tHow does how well you do this affect the company’s success?\n<\/p>\n
\n\tWork to build a team of informed, well-trained and truly engaged non-salaried workers, who understand the place of their tasks in the ‘big picture’, and see what they contribute to your organisation’s success.\n<\/p>\n
\n\tUnless you have specifically reorganised recently, your logistics and distribution processes have probably evolved organically as your operation grew. To achieve real excellence, you need to make sure that all of your logistics processes are specifically engineered, and known to be the type best suited to your business processes in general.\n<\/p>\n
\n\tThis time, ask yourself the following:\n<\/p>\n