Contents. Before you begin. Introduction: Organise dispatch operations 1. Element 1: Planning and organising dispatch operations 3

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1 Contents Contents Before you begin v Introduction: Organise dispatch operations 1 Element 1: Planning and organising dispatch operations 3 Section 1.1: Analysing stock 4 Section 1.2: Identifying resources to match stock characteristics 10 Section 1.3: Scheduling deadlines 14 Section 1.4: Planning work processes to meet deadlines 16 In ACTION 18 Assessment activity 1 20 Record your employability skills 20 Element 2: Storing and dispatching stock 21 Section 2.1: Allocating and supervising employees, equipment and storage areas 22 Section 2.2: Informing people of work requirements and deadlines 25 Section 2.3: Monitoring work processes 27 Section 2.4: Reporting stock discrepancies 30 In ACTION 31 Assessment activity 2 33 Record your employability skills 33 Element 3: Completing documentation 35 Section 3.1: Completing dispatch records 36 In ACTION 38 Assessment activity 3 40 Record your employability skills 40 Final assessment 41 Employability skills 43 iii

2 Element 1: Planning and organising dispatch operations Element 1: Planning and organising dispatch operations Overview There is much more to organising dispatch operations than simply putting items on a truck and sending them out the gate. Good planning and organising skills make the dispatch process run efficiently and effectively. Four key areas must be covered to ensure the planning and organisation process is efficient for your business, the receiver or other carriers in the freight chain. It is important to understand stock requirements and their features; to ensure the correct equipment, devices and containers are available for the materials; to plan when things should happen, how they should happen and with what resources and to meet deadlines by making sure dispatch events occur when they should and goods arrive on time. The combination of these factors allows our planning and organising to be more efficient and cost effective. Learning outcomes You must demonstrate competency in the following areas: Section 1.1: Analysing stock Section 1.2: Identifying resources to match stock characteristics Section 1.3: Scheduling deadlines Section 1.4: Planning work processes to meet deadlines 3

3 Section 1.1: Analysing stock Before goods can be stored or transported, it is important to know the details of the product or material. Different substances have specific storage and transport needs. Analysing stock means knowing how it should be handled and being aware of any adverse effects the stock may have on workers and others who come into contact with it. You must be familiar with the materials and products in your workplace. Some stock is controlled by legislation; for example, hazardous substances and dangerous goods. Other stock has special storage requirements; for example, it may need to be stored: away from light, heat or moisture in bulk such as grain, fuel, fertiliser or dry powder in pallets or containers. As you can see, stock items have their own qualities, which must be understood to effectively plan and organisation dispatch operations. Material storage The characteristics of the stock determine the handling requirements. The following chart outlines the steps in determining storage requirements. Example Is the material hazardous? no Does the material have special storage requirements? no Is the material safety data sheet on hand? no Advise supervisor and/or obtain appropriate MSDS. Store materials according to manufacturer s or general storage requirements. Make sure all records and documents are completed. Is the special storage available? Store materials according to manufacturer s requirements or as outlines in the MSDS. Store materials appropriately Make sure all records and documents are completed. no Seek advice from supervisor or management. Make sure all records and documents are completed. (Reproduced with permission of Five Star Safety and Training) 4

4 relevant legislative requirements for handling dangerous or hazardous substances; for example, stock classified under the Australian Dangerous Goods (ADG) Code or the International Maritime Dangerous Goods (IMDG) Code must be handled, stored and transported according to these codes and must comply with all legislative requirements workplace relations and compensation regulations licencing, patents or copyright arrangements the Australian Dangerous Goods (ADG) Code, 7th edn the various Australian standards that relate to your workplace check this with management to make sure you are referring to the correct information. Remember, if you are handling or transporting dangerous goods, you may need a dangerous goods licence. These are issued by licensing authorities or registered training organisations. Talk to your employer, if you need training in this area. Here are some tips for analysing stock in the transport and logistics industry. Tips Storage environments have limited space and may involve indoor or outdoor work. You may find yourself working in the heat, rain or other weather conditions. Be aware of your workplace conditions and make sure the workplace is safe and secure. Follow all procedures and policies that relate to your work environment. Make sure all stock is identified, labelled and handled in line with regulations or codes of practice. Know your workplace policies and procedures. It is your employer s responsibility to provide you with all necessary training. Check with your supervisor if you are unsure. Be aware of the layout of your worksite, the storage locations and all special requirements that may apply. This helps you to be efficient and assists in the event of an emergency or other incident. If your workplace exports cargo or goods overseas, make sure all items are labelled to meet the IMDG Code and the ADG Code. This is a legal requirement. Stock heading for international ports has strict quality assurance and storage requirements. If your workplace imports or exports goods or stock, you must comply with all quarantine requirements. For example, if your workplace imports plant, animal, mineral or human products, the Australian Quarantine and Inspection Service (AQIS) must inspect and/or treat your products for pests or diseases. Communication with workers, supervisors and clients is a necessary part of daily work in a storage or distribution environment. It is extremely important to maintain effective and open communication at all times. Remember, if you have any questions about analysing stock or finding out about the types of materials you are dealing with, don t be afraid to ask. 8

5 Section 1.3: Scheduling deadlines The transport and logistics industry is based on having people, goods, products and cargo in an agreed place at an agreed time. Deadlines are an important part of keeping the industry moving. Scheduling is used to ensure dispatch operations meet deadlines. What is scheduling? A schedule is a plan of events. It involves a series or order and a time for completion. An example of the supply and delivery process is shown in the following diagram. Example The supply and delivery process Manufacturer or supplier Goods are packed Warehouse Goods are transported Goods are shipped Scheduled for transport Retailer or supplier End product or goods is purchased Customer (Reproduced with permission of Five Star Safety and Training) Many different hands are involved in the supply process. Each area has a deadline to ensure it meets the needs of other departments (sometimes referred to as internal customers) or links in the chain. This process must be a logical flow without shortcuts. Shortcuts lead to system breakdowns or critical steps being missed. To meet the scheduled deadlines, each part of the process must be efficient and planned. Deadlines are part of providing good quality products or services to both internal and external customers. Your workplace will gain a good reputation for being reliable and well-organised if it adheres to promised deadlines. 14

6 Element 1: Planning and organising dispatch operations Planning and scheduling work Every organisation has a different system of planning and scheduling their work; however, most are similar. Each system has a way to bring resources (such as people, materials, equipment, etc.) together to ensure the goods or products are delivered to meet customer needs. Scheduling includes a process for: tracking goods reporting progress successful completion of tasks. Reporting is used to develop systems and improve overall management of dispatch operations. Scheduling must also include maintenance programs for machinery and equipment. Programming these events keeps normal operations on track. With any scheduling process, follow your workplace policies and procedures including all legislative requirements such as occupational health and safety. Find out more Mind Tools Effective scheduling Resource Quintiq Supply chain planning solutions aspx Why it is useful This website provides information about how to manage time and learn about scheduling. This website provides examples of how one company provides solutions in the transport and logistics industry. Section task 1.3 Create a schedule for an event in your workplace, or one you have researched. 1. Describe the event and the resources required for the event to take place. 2. Explain how you would track the progress of the event to ensure it is going to plan. 3. Explain how you would you report the progress to your supervisor. 4. List the legislation, codes of practice or work procedures that may apply. 5. Describe the safety considerations required for this event including licences, procedures and PPE. 15

7 Section 1.4: Planning work processes to meet deadlines To meet deadlines, work procedures and processes must run smoothly. Good planning ensures all resources (people, materials and equipment) are available and ready when required. Equipment and machinery must be maintained so malfunctions do not impact safety or productivity. Scheduling of maintenance programs for machinery and equipment ensures normal operations are not disrupted. The next example is of a customer order process. Example Customer order process Customer order is placed. Details are comfirmed and time frame set up. Order is sent to supplier for filling. Resources are checked. Items placed on back order if unavailable. Advise customer. Change details as required. Items are checked to meet quality standards. Errors or defects are recorded. Goods are prepared or packaged to meet requirements. Transport is arranged. Goods are loaded. MSDS is organised and provided if required. Details and destination are confirmed. Loaded in line with work procedures and processes. Customer is advised of any delays or problems in the process. Items are transported. Alternate or linked operators handle goods. Customer receives ordered goods. (Reproduced with permission of Five Star Safety and Training) 16

8 In ACTION Graham s story Graham has been working at Western Pack and Travel for three months as the warehouse co-ordinator. The company deals mainly in spare parts for machinery but other freight items pass through the depot. It is Graham s job to look after all stock movements and keep accurate records. Graham s co-worker, Jack, has trouble reading labels because they are worn. He often places items in the wrong place or wherever there is free space. Graham then needs to work out what the items are and then store them in the correct location before they are transported out. Graham keeps a notebook with common product characteristics, so he can easily identify and analyse the stock. Sometimes Graham has trouble identifying the stock and has to ask Jack where the stock came from. But Jack often forgets. It s Graham s responsibility to schedule goods for transport after the client orders have been filled. It has been taking him extra time to fill and organise the orders before he can package and send them because stock is often in the wrong place. One day, while looking for parts, Graham found a box with an oily liquid leaking from the carton. The box label had been torn and damaged and he could not read it. Several other boxes on the pallet were damaged from the liquid. To clear the undamaged stock, they had to move the pallet but the forklift wouldn t start. Now Graham was running behind schedule. Graham and Jack go to see their site supervisor, Abe, to explain the problems. Abe looks at the damage and asks Graham to record all the damaged items, then pack the order to go out as soon as possible. Abe calls the delivery driver and asks for a later pick-up. Graham put on his PPE, checks and then records the damaged items. This record is passed on to Abe. Abe contacts maintenance to fix the forklift. After the forklift is fixed, Jack moves the pallet to clean up the spill. He places signs around the spill area to warn others of the hazard. By luck, the goods are dispatched on time. Abe decides to hold a debrief session after the incident. The staff gather and make suggestions to prevent the situation from occurring again. Jack suggests colour coding the racks and the stock parcels so staff with reading difficulties can store the stock accurately. Graham suggests the labels should be repainted to make them easier to read. Demi, the dispatch organiser, suggests a checklist for all incoming items that lists damaged items. The forklift must have regular maintenance so it s ready to use when it is needed, says Jack. I ll set up a maintenance schedule, says Demi. And I ll write a procedure for spills and contact our OHS rep so all warehouse and depot staff can be trained in the use of spill kits, says Graham. Abe and the staff all agree that this is the best way forward. 18

9 Element 1: Planning and organising dispatch operations Revision A dispatch operation relates to the sending of goods, cargo or products from one business to another or to the person who will use the items the consumers. The characteristics of stock items determine the handling requirements. You need to be familiar with all legislative requirements in relation to storage, labelling and use of goods. Workplace policies and procedures help you identify stock-handling requirements. Using the wrong resources, including equipment, for tasks risks injury to yourself (or others) and damage to tools, property or other items in the workplace. Manual handling is one of the biggest causes of injury to workers. It is important to have the correct equipment for use in packing, loading or unloading goods. Be aware of the appropriate personal protective equipment for specific dispatch operations. Good planning ensures all resources (people, materials and equipment) are available and ready when required. It is necessary to have a backup or contingency plan and to understand how changes in the schedule impact on the work. Communication is a vital part of any scheduling or planning process. Are you ready? Use this checklist to assess if you are ready for assessment activity 1. I understand how to: Analyse stock Identify resources to match stock characteristics Schedule deadlines Plan work processes to meet deadlines 19

10 Assessment activity 1 Planning and organising dispatch operations The following table maps the assessment activity for this chapter against the element and performance criteria of Element 1 in TLIA3018A Organise dispatch operations. Part Element Performance criteria Whole activity 1 1.1, 1.2, 1.3, 1.4 Use your workplace, or one you have researched, to complete this activity. 1. Explain where you would find information about product storage requirements. 2. Describe why planning is an important part of all storage and dispatch operations. 3. List three methods for reducing manual-handling problems. 4. List four products that have different storage requirements. What are the requirements? 5. Describe how your workplace determines and records stock characteristics. 6. Explain how your workplace uses different storage areas for specific goods? Record your employability skills When you have completed the assessment activity, make sure you record the employability skills you have developed in the table at the end of the learner guide. Keep copies of material you have prepared as further evidence of your skills. 20