Stock says yes. The bin says no.
- Underneath
- Receiving, putaway and counts drifting from the system, until despatch fails.
- What changes
- Slotting, scan discipline and exception counts that close the gap.
Stories from the floor
Pick a problem. Watch where it really starts.
Damaged in transit · One broken parcel
Everyone sees a symptom. Nobody sees the bench.
- 01
It arrives broken.
It was a gift. The parcel opens, and the lamp is in pieces.
- 02
Customer service does the right thing.
An apology and a full refund, in one chat.
- 03
The refund leaves with the customer.
It’s spent with a competitor. Customer service takes the next call.
- 04
Cut to the warehouse.
An awkward item, and nothing at the bench that fits it. The right boxes are up high, and the forklift driver is off sick.
- 05
So it goes in the nearest box.
Too big, overfilled, taped until it holds. More packaging, more freight, more time.
- 06
Out the gate.
A loose load moves. Every speed hump counts.
- 07
Meanwhile, upstairs.
Finance can’t explain the packaging bill. Customer service says the warehouse keeps damaging this product. Both are right. Neither can see the bench.
- 08
The fixed point.
Every symptom comes from one place. Found by watching the pack and listening to the packer.
The range of fixes, worked back to the cause
- Best · holistic
Packaging designed with the supplier for the product, and every damage claim traced to its cause.
- Better
A pack spec for every awkward item, with consumables replenished by tracked usage.
- Good · simple, today
Move the right packaging to the bench, and train the pack.
Like a hierarchy of controls, every rung is a real option. Which one fits depends on the operation’s maturity: ambition balanced against cost, disruption and readiness.
The urgent order that missed · The 100% day
Every order due out shipped. The one that mattered was never on the list.
- 01
The promise.
Her wedding is on Saturday. Customer service promises the dress will ship today.
- 02
The email.
An urgent note to the warehouse: please put this one away first. It’s how urgent things have always been asked for.
- 03
Nobody is watching the inbox.
The inbox has a desk, but nobody’s at it. It’s nearly cut-off.
- 04
Chasing the last exception.
The team leader is across the floor, hunting down one more urgent request before the trucks leave.
- 05
100% shipped.
Every order due out today has gone. The board is green, and the team has earned the high-five.
- 06
Still in receiving.
The dress was never due out, because it was never put away. It’s hanging in receiving.
- 07
Friday.
No parcel. Tracking says it hasn’t shipped. The apology is real, and it’s too late.
- 08
The fixed point.
The order screen already had a priority override. Nobody knew to use it, because everyone sends an email.
The range of fixes, worked back to the cause
- Best · holistic
Customer service only promises what the system can see and protect, and misses are counted instead of hidden by 100%.
- Better
Priority orders show on the floor screen, and the shared inbox has a named owner at cut-off.
- Good · simple, today
Use the override field that’s already there. Stop asking by email.
Like a hierarchy of controls, every rung is a real option. Which one fits depends on the operation’s maturity: ambition balanced against cost, disruption and readiness.