MANAGING AND EFFICIENT DOCK OPERATION

Managing an Efficient Dock Operation

M-46

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TOMPKINS ASSOCIATESSupply Chain Excellence

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EXECUTIVE SUMMARY

Dock operations is an area that service center (terminal) managers often overlook. However,

the efficient operation of the dock is critical to the overall success of a service center.

The dock requires a large amount of resources and is time and customer sensitive. This mono-

graph will clarify the basics of managing an efficient dock operation. It will also provide an intro-

duction to dock work teams and describe the areas in which a dock management system (DMS)

could be effectively utilized. This monograph is intended to increase the service center manager’s

understanding of the dock operation and to act as a guide to improving dock operations in the less-

than-truckload (LTL) transportation environment. This monograph will provide an answer to the

following questions:

n What is the most effective method for dock layout and organization?

n How should the dock be staffed and how should work be distributed?

n How should the equipment be prepared for loading?

n How can a dock supervisor’s performance be improved?

n How can work teams be utilized on the dock?

n How should a DMS be utilized?

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TABLE OF CONTENTS

EXECUTIVE SUMMARY ............................................................................................. i

1.0 Introduction ..................................................................................................... 1

2.0 Effective Dock Layout and Organization ........................................................ 1

3.0 Staffing Requirements and Work Distribution ................................................ 4

4.0 Preparation of Trailers ..................................................................................... 6

5.0 Improving the Performance of Dock Supervision .......................................... 8

6.0 Utilizing Dock Work Teams to Maximize Performance ............................... 12

7.0 Utilizing a Dock Management System to Increase Efficiency ..................... 14

8.0 Conclusion .................................................................................................... 15

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Page 1Managing an Efficient Dock Operation

1.0 Introduction

To gain a competitive edge in the less-

than-truckload (LTL) freight industry today,

a service center manager must be able to har-

ness the power of information and understand

the basics of their dock operation (dock

layout, staffing, etc.). The service center man-

ager must also be willing to move in new

directions with regard to work teams and tech-

nology. In today’s LTL environment, dock

basics, dock work teams and dock manage-

ment systems (DMS) must be fully understood

and utilized if the LTL freight company is to

compete and prosper.

2.0 Effective Dock Layoutand Organization

Dock excellence starts with the dock

layout. An accurate and effective layout is es-

sential to overall dock organization and effi-

ciency. The dock layout process should be

broken into three areas: the number of dock

doors required, the amount of space required

for each area and the actual layout or draw-

ing.

The procedure for determining the num-

ber of dock doors required for the inbound

and outbound shifts follows:

n Determine the number of unload

(strip) and load doors that are re-

quired.

• Inbound (I/B)

– Determine the total number of

city routes. Each route will be

allowed one door. Multiple

routes may be allowed to work

out of the same door if the de-

part times of the routes are stag-

gered. If a route has multiple

drivers the number of doors al-

located will depend upon the

departure times of the drivers.

If two drivers depart at the same

time then two doors will be uti-

lized.

– Unload (strip) doors will be al-

located by determining the to-

tal number of employees on the

dock at any one time. The num-

ber of employees required will

equal the amount of freight (ton-

nage) that has to be worked in a

set time span divided by the av-

erage span (average number of

hours the employee works) of

the employees.

– Determine any additional I/B

door requirements (over, short,

damaged, salvage, etc.)

• Outbound (O/B)

– Determine the total number of

O/B destinations. If the desti-

nation averages at least one pup

(small trailer) per night, a set

door will be required. Destina-

tions that require multiple trail-

ers per night will require

multiple doors. The departure

time of the trailers should be

considered to determine the to-

tal number of doors required.

– Unload (strip) doors will be

allocated by determining the

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total number of employees on

the dock at any one time. The

number of employees required

will equal the amount of freight

(tonnage) that has to be worked

in a set time span divided by the

average span (average number

of hours the employee works) of

the employees.

– Determine any additional O/B

door requirements (I/B trap

doors, etc.).

n Determine the amount of freight that

flows through the load doors. Use

pieces, bills and tonnage for the analy-

sis. The dock should be designed so

the heaviest load lanes are always lo-

cated in the middle of the load area

and closest to the unload (strip) cells.

An unload cell should consist of at

least three unload doors.

n Always provide an open bay adjacent

to the unload area. Empty carts, fork-

lifts, supervisor’s work stand and ad-

ditional tools should be allowed in

this area. Freight should not be lo-

cated in this area.

n Design dock to minimize the transi-

tion from I/B to O/B.

n Use as little of the dock as possible.

Keep the layout condensed. Reduc-

tion of travel is a primary concern.

n Build flexibility into the plan. The op-

timal dock plan may actually consist

of two layouts (e.g. one for Sunday

and one for Monday - Saturday).

n Design space for over, short and dam-

aged freight (OS&D), and on-hand or

refused freight. Each of these areas

should be allocated at least one bay.

n Design space as required for load

stage areas. These areas should be

located as close to their final load

doors as possible.

n Number all doors including ramps.

Begin at the first door to your right as

you enter the dock from the office

area. Number doors counter-clock-

wise inside and out so dock employ-

ees and drivers can read the numbers

whether the door is up or down. Bill

boxes with clips should be mounted

on the inside of all doors (for mani-

fest and bill control).

n Lay out all bays (staging areas). Mark

15' aisles (minimum) from the office

area, outside walls, etc. to the edge of

the bays. Bays should be approxi-

mately 20' deep and as wide as re-

quired. The bays should be divided

into fourths by halving the bay in

both axis. Allow 12' aisles for fork-

lift traffic.

n Letter the bays A, B, C, etc. starting

from the bay closest to the office or

at the end of the building if the office

is located in the center of the dock.

The first bay will be lettered A1 (clos-

est bay on the right), A2 on the left.

The next bay on the right will be

B1and B2 on the left etc..

n Once the plan is determined , the dock

should be permanently striped. Rope

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and other barriers may be utilized to

separate unload from load areas. All

doors should have signs above the

doors that designate the purpose of

each door (i.e. unload door, destina-

tion load door, etc.).

n The supervisor work station should be

located in the center of the unload

area. The work station should include

a telephone, desk, pigeon holes above

the desk and a computer if required.

The supervisor should spend most of

his/her time walking the dock, train-

ing employees and monitoring pro-

duction.

Figure 2.1

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3.0 Staffing Requirementsand Work Distribution

Determining the number of employees

that are required for a dock shift is crucial to

running an efficient dock. The correct num-

ber of employees have to be brought in to work

at the appropriate times. These same employ-

ees have to be monitored and the supervisors

have to make sure the employees clock out in

a timely manner.

n Adjust staffing as required. Plan for

lighter days and supplement for

heavier days. A pool of part-time

employees will be required to facili-

tate this method of staffing.

n Shifting production goals should be

based on bills or pounds per hour. The

average service center (terminal)

should set a goal of at least 7.5 - 8.0

bills/hr or 3,500 - 4,000 pounds per

hour. The actual goal will depend on

numerous factors (size of terminal,

type of freight worked, etc.).

n The supervisor should begin staffing

adjustments several hours before the

shift begins by evaluating :

• Partial loads to be completed

• Floor freight to be picked up

• Returns to be worked

• Schedule of loads due

n Apply staffing formula: Pounds to be

handled divided by production goal

= man-hours needed. Man-hours

needed divided by 8 hours (or unload

span) = employees needed to handle

workload.

A complete staffing analysis should be

performed on a monthly basis. This analysis

will involve determining when all employees

Figure 3.1

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Figure 3.2

become available to work freight (clock in)

and when all freight is available to be worked.

This analysis involves the use of a spreadsheet

and then a graphical analysis of work avail-

able versus employees available. This analy-

sis will determine if the current staffing should

be adjusted. Figure 3.1 shows a current staff-

ing analysis. This graph shows that there were

not enough employees on duty to work the

available freight. The top graph represents the

workload available and the bottom graph rep-

resents the freight that was actually worked.

Figure 3.2 shows the graph after the ad-

justments were made to the staffing. This

graph shows that the employee start and stop

times now better match the availability of the

freight. This analysis is very beneficial in help-

ing dock management determine when their

employees’ shifts should start and end.

n Staff the dock accordingly. Do not

over staff or count on freight arrivals

that may or may not materialize.

Monitor production throughout the

shift to determine if additional staff-

ing is needed (breakbulk / hub could

send load that was not projected).

n Plan for a smooth shift start-up. Be-

fore the shift begins:

• Sort all bills

• Pre-open all trailer doors

• Have work ready at doors

• Evaluate work assignments and de-

termine if work is distributed

equally. “Cherry pick” loads if ex-

cessive pallets are noted to be as-

signed to one unloader.

n Assign work in a timely fashion. Em-

ployees should not have to come look-

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ing for the dock supervisor. The su-

pervisor should have the employees

next assignment ready and should

approach the employee with this as-

signment before the employee has

completed his/her current assignment.

n Get employees on and off the clock

efficiently. The most unproductive

time is usually at the beginning and

end of a shift.

n Make work assignments effectively:

• Assign employees to loads for

which they are most qualified. Use

past experience to help make this

determination.

• Vary the assignments to keep work

interesting. Do not allow employ-

ees to bid on jobs unless required

by unions. Job bidding reduces

workforce flexibility.

• Employees with productivity issues

should be assigned work close to

the supervisor work station.

• Do not allow employees to double

up (two employees working the

same load). Unless very closely su-

pervised, doubled up employees

will yield only 75% of the normal

production of two employees work-

ing separately. Doubling up can

work if each employee is given a

specific assignment. One employee

performs the paper work while the

other employee loads the trailer.

The concept of doubling up can be

made very effective if a team struc-

ture is introduced. Dock work

teams have been used with very

positive results.

4.0 PREPARATION OFTRAILERS

All trailers must be inspected and pre-

pared before employees are given access.

Many items are damaged from debris left in a

trailer. Trailers must be swept and any nails

must be removed. All available trailers should

be prepared before the first employee arrives

for work. Dock levelers should be properly

positioned and adjustable dock lights should

be turned on and pointed inside the trailer.

n Inbound Operation (I/B)

• Preplan workload. A well organized

supervisor will know the projected

outcome of the I/B operation prior

to the clocking in of the first em-

ployee.

• Trailer preparation

– Trailers must be prepared to re-

ceive freight. All returns must

be reworked and the trailer con-

dition must be deemed accept-

able (nails pulled, trailer swept,

etc.).

– Set up the correct trailer for the

job. Volume loads (truck loads)

should be loaded into larger

trailers (45'). Loads that have

multiple stops should be loaded

on smaller trailers (pups), city

trailers or straight trucks.

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• Loading techniques

– Use the N, L, R, T technique. If

the dock routing system allows,

code all city freight to Nose (N),

Left (L), Right (R), or Tail (T).

This system promotes

crossdocking of freight. All N

& L freight is immediately

loaded. The R freight is loaded

next-to-last (this allows a path-

way) and the T freight is loaded

last. Supervisors should insist

that all freight be loaded imme-

diately unless the freight is

“right” freight or “tail” freight.

– Establish a deadline (cutoff) to

be finished (prior to arrival of

city drivers) and enforce it. If a

deadline is not set, shifts will

tend to run longer than required.

n Outbound Operation (O/B)

• Plan to load the heaviest bill count

trailer sets first. This will reduce

dock handled freight and reduce the

amount of freight that is staged.

• Load early sets at the I/B strip doors

(freight is reversed from I/B flow).

• Practice good trailer preparation.

Be sure the trailer is ready to re-

ceive freight before loading (nails

pulled, swept, taillights work prop-

erly, etc.).

• Set goals throughout the night for

load completion. Talk to the em-

ployees and set a goal for the

completion of a load. The goal

could be that the employee will

complete his/her current trailer in

thirty minutes. The supervisor

would set this goal based on expe-

rience or with the use of a DMS that

calculates the allowable time for

each load.

• Maximize trailer utilization. All

loads should be loaded as effi-

ciently as possible. The goal should

always be 100% trailer cube.

• Plan loads to reduce freight rehan-

dling. Use “headloads” when pos-

sible. A headload is freight that

does not have to be unloaded from

the arriving trailer. The amount of

freight is large enough that it can

be left on the trailer and the load

can be started from this initial

headload.

• Periodically inspect the loads to en-

sure proper loading and good cube

utilization. Don’t allow a load to

close unless it has been approved

by the supervisor. (A supervisor

may not be required for approval if

a dock team process is utilized.)

• Avoid having multiple trailers (for

same destination) at the dock at

same time. Load one trailer as

freight will permit. Multiple trail-

ers for the same destination pro-

motes poor cubing.

• As with unloading (stripping),

don’t allow employees to “double

up.” Two employees at the same

trailer should always result in one

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leaving freight for the other to load.

(Dock work teams will make mul-

tiple employees working at one

trailer more effective.)

5.0 Improving thePerformance of DockSupervision

Dock supervisors set the standard for

expectations. Dock supervisors must know

what is expected of them by their service cen-

ter managers and dock supervisors must be

trained to effectively execute the service cen-

ter managers plan. Dock supervisors must

understand the power of performance man-

agement (goal oriented positive reinforce-

ment).

Dock supervisors should utilize perfor-

mance logs or a DMS to monitor bill & ton-

nage production per hour. The logs or DMS

should be monitored every hour and perfor-

mance management techniques should be uti-

lized to achieve desired bills/hr production.

Dock supervision should establish the

safety rules and dock methods. Make sure all

employees have a copy of the safety rules and

dock methods. Make sure these rules and

methods are understood and utilized.

n Loading “Rules of Thumb”

• Heavy freight on the bottom, light

freight on top.

• Stage freight behind the trailers as

necessary. The amount of freight

loaded on a trailer should be maxi-

mized (increase load average).

• 1,000 pounds per foot rule. Make

sure freight is evenly distributed.

• Use rope or load bars to secure

freight. One or more employees

could be trained in the proper tech-

niques and these employees could

then train the remaining employees.

• Stack boxes in jigsaw puzzle tech-

nique (crisscross or horizontal) ver-

sus vertical stacking.

• Verify piece counts.

• Know and adhere to the rules for

handling hazardous materials.

• 100% cube all units (this includes

top two feet of trailer).

– A well cubed trailer prevents

damage

– A well cubed trailer saves equip-

ment

– A well cubed trailer reduces dis-

patches

– A well cubed trailer reduces cost

• Check weight and loading tech-

nique after every quarter of the

trailer is loaded. This avoids poor

loading and trailer overload.

• If a mistake is made on a trailer

(poor loading technique, misload,

etc.), locate the employee who

made the mistake and have him/her

correct the mistake.

n Trailer preparation

• Dock employees should perform

the following functions:

– Pull nails

– Remove blocking

– Sweep

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– Visual inspection - When a su-

pervisor has signed the manifest

he/she has approved the trailer

for loading.

n Dunnage

• Apply dunnage (cardboard) under-

neath pails and drums, where metal

meets metal, around sharp or

jagged edges and on top of plastic

bags or other freight that might

damage easily. Cardboard acts as

a cushion and will also help absorb

liquid should there be a leak. Pal-

lets may also be used as dunnage

to help keep the load from shifting.

n Pup and Cube awareness

• Pups (26' trailers) have 15% more

cubic capacity than the standard 45'

trailer. Pups should be used for

bulky carton type freight while

loading more dense freight onto

conventional units.

n Load freight with labels out.

• This assures freight has been

checked

• Makes off loading at destination

easier

n Keep shipments together for ease of

unloading at destination.

n Save a cartload of small freight on the

dock to aid in closing the load. This

cartload will help the employees to

fully cube the trailers. Down stack the

last freight so that tiers are created to

keep the freight from toppling.

n Promote the “cartload factor”

• Use “double sized” carts or encour-

age employees to push/pull two

carts. Remember, always consider

safety first. An employee should

only utilize this technique if they

are physically able.

• Always encourage employees to

load carts to capacity.

• Combine (batch) orders on one cart

when possible.

n Use the correct tools

• Strive to reduce palletized freight.

The palletization of freight requires

double handling and the increased

utilization of forklifts.

• Never use Pick Up and Delivery

(P&D) handtrucks on the dock.

These trucks are not designed for,

or intended to be used, on the dock.

• The dock cart should be the primary

tool for moving freight on the dock.

The carts are pushed/pulled by the

employee or connected to a towline

(conveyor).

n Control the docking (staging) of

freight. Dock only as a last resort.

• Excessive docking of freight is usu-

ally an indicator of weak or

uninvolved supervision.

• Docking of freight always results

in double handling, double check-

ing and increased cost.

• Unnecessary and uncontrolled

docking of freight is a primary

cause of poor dock production.

n Establish and demand that good

housekeeping rules be followed.

• Dock aprons should be swept ev-

ery shift.

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• Trash containers should be emptied

every shift.

• Dock or stage freight in an orderly

manner.

• Stage empty carts and tools in an

orderly manner in a striped bay. Full

carts should always be staged with

handles out to the aisle.

• Keep all aisles open.

• Orderliness breeds orderliness.

n Minimize the number of carts on the

dock. A rule of thumb is seven carts

per unload area.

n Keep the work in front of the employ-

ees.

• Pre-plan all assignments before the

employees punch in.

• Have trailers up to dock, doors

opened, bills sorted and tools ready

at start of shift.

• Always maintain backup assign-

ments.

n Do not allow coffee, food or bever-

ages on the dock. Do not allow smok-

ing on the dock. Smoking is a safety

hazard and a productivity killer.

n Establish and follow a set procedure

for supervisor changeover. The pro-

cedure should involve the following:

• Dock walk - The current supervi-

sor and the new supervisor walk the

dock and determine the status of all

staged freight.

• The current supervisor provides a

list of all employees on the dock

and their current assignment.

n Organize supervisor responsibilities.

Each supervisor should be given spe-

cific responsibilities. Avoid situations

involving “dual” responsibilities for

duties. Each supervisor should know

exactly what is expected of him/her

each day. The supervisors should

know which employees report to

them.

n Set up and coordinate an orderly bill

flow from office to dock. Encourage

the office (or rate department) to re-

lease bills to the dock, as soon as they

are completed.

n Weed out the production killers. Some

examples are:

• Misuse of check stands. Check

stands should always be moved into

the trailer as the load is being

worked.

• Employees should not be away

from assigned work area unless su-

pervisor has approved.

• Make sure employees are not leav-

ing for lunch early and returning

late.

• Insist that dock employees and

switchers (yard mules) punch in/out

for lunch periods.

• Place time clocks and time cards in

the immediate work area. Do not

pay for the walk to and from the

break area.

n Watch for employees that “thumb” the

paperwork.

• Some employees will rehandle the

same paperwork over and over

without ever working the freight.

• Instruct employees on what is ex-

pected and enforce it.

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n Watch employees to ensure that un-

necessary conversations do not take

place.

• Excessive conversations detract

from both employees performance.

n Maximize utilization of forklifts

• Assigned forklift operator

– Operators should constantly be

moving. Operator should al-

ways be loaded when moving

toward a load area. Reduce the

amount of time that an empty

forklift moves. A dock manage-

ment system will help plan

moves to reduce the amount of

empty move time.

– Assign an area to park the lift

that is near the supervisors

workstation. This assigned area

will help the supervisors control

and monitor forklift utilization.

This area is only used when no

work is available for the forklift

operator.

– Assign forklift operator loads of

empty pallets or docked freight

to move during slow periods.

• No assigned forklift operator

– Ensure that loaders are not wait-

ing for forklifts.

– Require use of pallet jacks

whenever possible.

– Make sure forklift work is not

being created by unnecessarily

palletizing freight or moving

light pallets (pallets under 200

lbs).

n Use good leadership techniques

• Address poor performance or bad

habits when they are noted.

• Utilize performance management

(goal oriented positive reinforce-

ment) techniques. Compliment

employees on a job well done.

• Always set high standards by pro-

moting quality and quantity. Do not

compromise on either area.

• Understand your employees. What

are their goals? What motivates

them?

• When confronting, always attack

behavior and not the individual.

When complimenting, praise the

individual.

• Learn how to use progressive dis-

cipline. Apply this concept when

the following is noted:

– Work rule violation (always be

consistent)

– Employee misconduct

– Employee negligence

– Insubordination

• Encourage feedback and sugges-

tions from all employees.

n Communicate with employees

• Have regular shift meetings. These

meetings should be conducted by

supervisors and service center (ter-

minal ) managers. These meetings

should address productivity goals,

dock methods, safety and quality.

Management should conduct the

same type meeting with supervision

prior to the employee shift meet-

ings.

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• Post memos/communication docu-

ments. The postings should include:

Job postings, company perfor-

mance, promotions, etc.

• Council employees

– For good and poor performance

– Document in employee file

• Instruct employees of exactly what

is expected in their job assignments.

6.0 Utilizing Dock WorkTeams to MaximizePerformance

In the past, all dock work has been per-

formed by individuals and a work team con-

cept has been discouraged and looked upon

negatively. Other industries have proven the

merit of work teams while the freight indus-

try has lagged behind in this important area.

n What is the goal of dock work team

implementation? To improve perfor-

mance, improve quality and better

utilize equipment by maximizing the

underutilized skills of employees.

This system will free up dock super-

vision to concentrate on more value

added activities (training, coaching,

etc.).

n What areas could the work team posi-

tively effect?

• Improved customer service (office)

• Improved service (operational)

• Improved acceptance by employees

of company goals and decisions

• Maximized utilization of planning

information

• Improved employee commitment

and involvement

• Increased employee development

• More effective decision making and

problem solving- problems and de-

cisions are made at a lower level

• Increased communications

• Greater innovation and creativity

• Less workplace stress and conflict

n How does the team concept work?

• The dock operation is made up of

teams as well as individuals. A dock

team consist of three to six employ-

ees.

• Work assignments are distributed in

prioritized order according to which

side of the dock the individual

worker or team is assigned.

• Each team is assigned a specific un-

load (strip) area of three to four

adjacent doors that the team is re-

sponsible for working. Each team

normally works the same set of

doors consistently. Team unload

areas are located next to heavy load

areas to provide for the increased

output.

• Each team is assigned at least one

forklift to use as the team deter-

mines. Team members rotate jobs

as they feel necessary. Teams work

multiple trailers to enhance freight

mix availability and to increase

batching.

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• Each team has a leader. The leader

is responsible for:

– Opening trailer doors in the un-

load area

– Removing plastic, dunnage and

empty pallets

– Coordinating the flow off the

trailers

– Removing carton freight

– Coordinating service sensitive

freight (hot freight, etc.)

– Coordinating volumes and

headloads with load side

– Batching carton orders together

or on top of pallets for the fork-

lift operator.

– Preparing empty trailers for

loading (remove nails, sweep,

check for damage, etc.)

– Turning in paperwork to dock

supervision and return with new

assignments

• Team employees should:

– Keep the forklift in continuous

motion to maximize the effi-

ciency of equipment. The fork-

lift operator should not have to

get off of the forklift to check

freight or record bills.

– Train pallets when possible

(push multiple pallets together).

Be careful to not damage

freight. Employees should only

utilize this method after proper

training.

– Crossdock as much freight as

possible.

– Batch orders. Move multiple or-

ders down the dock in a single

trip. This includes pallets and

cartons.

– The load teams should commu-

nicate with the unload teams

when the teams are working in

overlapping areas.

n Dock supervisors should:

• Have the teams load/unload areas

properly set up before the shift be-

gins.

• Make sure the team has a good mix

of pallet and carton freight.

• Assist the team with planning is-

sues (sensitive freight, etc.).

• Communicate any operational

changes that might affect the team.

• Avoid tying up a team’s forklift

with lengthy projects.

• Provide leadership and guidance to

the team to help improve their skill

and knowledge.

• Provide the team with feedback re-

garding their performance.

• Discipline when appropriate. Re-

member to always utilize positive

reinforcement.

n Team performance measurement:

• The team should be measured as

one unit.

• Individual production should be uti-

lized as a benchmark for the team.

• Utilize a DMS to gather and calcu-

late this information. The DMS

could gather information based on

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the team code that each team mem-

ber entered into mobile data termi-

nal (MDT).

n For teams to be effective the follow-

ing must take place:

• Team members must be willing to

openly communicate with each

other.

• Trust among team members and

their supervisors must exist.

• When problems and conflicts arise,

team members must be willing to

work together to find solutions.

• Everyone must realize it is in the

best interest of the employees and

the company to work together.

• Management must take the long

term approach when responding to

problems.

It is recommended that a cross functional

work team be put into place before the func-

tional work teams are introduced. The cross

functional team will address many of the cur-

rent service center issues and allow the ser-

vice center and dock personnel the ability to

become proficient with the team process be-

fore functional work teams are introduced.

7.0 Utilizing a DockManagement System toIncrease Efficiency

Many docks are currently managed uti-

lizing data that is outdated before the super-

visor ever receives the information. A DMS

could facilitate real-time data capture with

mobile data terminals (MDT). Data would be

transmitted utilizing wireless radio frequency

communication with a local server.

The following are some of the areas that

would be enhanced through the utilization of

a DMS.

n Manifesting

• Electronic manifests will be avail-

able for viewing as the work is tak-

ing place.

• A supervisor will have the function-

ality to view what volume of freight

has moved from unload to load.

• A supervisor will be able to view

how much freight is left to be

loaded for a specific route or desti-

nation.

n Employee performance

• An employee will log on to a

mobile data terminal (MDT) and

every portion their activity will be

recorded.

• All errors will be recorded for ev-

ery employee. These could include:

manifesting, missorting, creating

exceptions, unproductive staging of

freight and missload attempts.

• The errors could be given a rating

and combined with productivity to

provide an overall performance for

each employee.

n Cube information

• An inbound shift could know how

many cubic feet are scheduled for

a route.

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• A breakbulk shift will know how

many loads the incoming volume

will consist.

n Hazardous materials

• A placard message will appear

anytime an employee scans a haz-

ardous materials shipment. The

message will direct the employee

as to what placard to attach or re-

move.

• The system could also warn of any

incompatible shipments on a trailer.

n Over, Short and Damaged Freight

• An electronic inventory list of all

OS&D shipments will be created.

• All OS&D issues could be resolved

during the current shift. This could

involve EDI and/or fax for off busi-

ness hours and by phone during

business hours.

n Reweigh

• Employees will change the weight

of a shipment through the mobile

device.

• The weight updates would take

place immediately.

n Planning tools

• Load priority sequencing - Unload

trailers are run through an algorithm

which prioritizes the unloads in

ranking order. The ranking order is

determined by taking into account

route/outbound cut times, a.m. de-

liveries, priority customers, volume

of unload, etc..

• Step saver - The system will

provide the best door available to

unload the freight. The system

determines the best door based on

the reduction of walking distance.

The system could also provide the

standard time allowed for that un-

load.

• Driver ETA - The supervisor will

be provided with a display by the

system that details the number of

trailers and shipments arriving. This

could be provided in half hour in-

crements. The system could also

utilize this information to determine

the number of employees that

would be needed to work the avail-

able freight in the required time

frame.

• Load accountability - This func-

tionality will allow the supervisor

to examine total shipments for a

specific lane or route. The display

could show how many of those

shipments are loaded on the appro-

priate trailer and how many ship-

ments have yet to be loaded. This

tool should help prevent trailers

from departing without all desired

freight on board.

8.0 Conclusion

The dock is a complex area of any ser-

vice center. It is where many decisions are

made that effect productivity, customer ser-

vice and much more. The decisions made will

effect the short-and long-term profit and ulti-

mately the survival of the company. Success

begins with understanding and practicing the

basics of the business: What is the most ef-

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fective method for dock layout and organiza-

tion? How should the dock be staffed and how

should work be distributed? How should the

equipment be prepared for loading ? How can

a dock supervisor’s performance be improved?

Understanding the basics of the business is

crucial. However, we have to move beyond

basic survival techniques. In today’s less-than-

truckload environment, dock work teams and

dock management systems must be fully un-

derstood and utilized if the LTL freight com-

pany is to continue to compete and prosper.

TOMPKINS ASSOCIATES: Supply Chain Excellence

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Tompkins Associates understands your unique needs. Tompkins’ supply chain expert-ise helps clients work seamlessly with their supply chain partners to provide the servicethey need to satisfy their customers. No other firm has the capability to melt the links inyour supply chain-taking you from business as usual to collaboration to velocity.

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ers need. Tompkins consultants have written more than 500 industry articles and givenmore than 3,000 presentations worldwide. As a result, Tompkins Press has the insidetrack on the supply chain issues facing businesses today as well as the issues they’lldeal with tomorrow. We're an aggressive publisher of leading edge, pro-technical, user-friendly books and audio products.

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MANAGING AND EFFICIENT DOCK OPERATION

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