How to strengthen warehouse management and improve the management status of the company's warehouse?

In order to effectively improve the management of the company's warehouse, this paper talks about how to strengthen the warehouse management and discusses it with colleagues.

First, the warehouse frequently asked questions:

Poor warehouse management, on the one hand, thousands of materials, hundreds of suppliers, a big warehouse, on the other hand, a few mediocre warehouse keepers, basically no system and process. In the final analysis, the warehouse problem basically comes from poor on-site management.

For example: 1, the principle of first-in first-out is not observed, and the remaining materials are not reported to the early warning in time, resulting in sluggish materials and waste of materials.

2. The materials are not placed according to the location, or after the materials are moved, the materials in the new location are not marked in time, which makes it impossible to find related materials.

3. The warehouse keeper didn't send the bill to the statistician in time, and the statistician didn't input the bill into the computer system in time. The data of computer system is out of touch with reality, which affects the accuracy of computer system data and finally affects the implementation and execution of production plan.

4. The identification is not uniform and standardized, or there is no material code, or the material name is wrong, or there are several names for one material.

5. Some warehouse keepers are not responsible enough, procrastinating, inaccurate inventory and inaccurate manual document information (mainly due to mistakes in copying and typing).

6. The handover of the old and new warehouse keepers is unclear, and there is no real handover procedure. If the materials in charge of the original warehouse keeper are in an unknown state, they will simply be sealed up and not managed, only saying that they can't be found, resulting in undue sluggishness and waste.

7. Vehicle delisting does not produce materials, and it is not submitted for digestion or resale in time.

Second, how to manage the warehouse: first of all, we must clear our minds and clarify several basic issues.

1, what is a "substance"? What is a "warehouse"?

"Matter" covers everything and exists objectively, but that is only its manifestation. In fact, material is money, materialized money, and warehouse is the pocket for putting money. Money can't be added at home, but can only be used or invested to generate value. Similarly, the rapid flow of materials produced and sold can also create benefits. Of course, money may be lost or stolen. Similarly, materials may be wasted, damaged and stolen. Any act of wasting, destroying and stealing materials is an infringement on the interests of the company and all employees!

2. What does material management care about? Any management activity will involve time, quality and cost, which are interrelated and restricted, and material management is no exception. ① Time: refers to delivery date, warehousing date, use time, warehousing time, material return time, etc.

② Quality: refers to the quality of the material itself, the storage quality, and the handling of materials with quality problems.

③ Cost: refers to material price, storage cost, sluggish cost, shutdown cost caused by shortage, excess storage cost and capital turnover cost caused by capital occupation.

3. How to manage materials?

1) FIFO principle.

2) The principle of locking position. A material is fixed in a certain position, and the position of the physical object must be consistent with the position in the computer system. The location code is as important as a person's home address. Without a fixed location, it is impossible to find relevant information quickly.

3) The principle of special materials, and the materials corresponding to the order shall not be misappropriated at will.

4) ABC management principles for inventory:

The quantity of Class A materials may only account for 10~ 15% of the inventory, but the value of goods may account for 60 ~ 70% of the inventory value;

The quantity of Class B materials may only account for 20~35% of the inventory, but the commodity value may account for15 ~ 20% of the inventory value;

The quantity of Class C materials may account for 50~70% of the inventory, but the value of commodities may account for 5~ 10% of the inventory value.

Therefore, we must strictly control the key minority and the minor majority, that is, strictly control the materials of Class A and Class B..

5) The principle of "five don't advance":

(1) There is a bill of lading, but there is no physical object, so it is impossible to go through the warehousing formalities; (2) If there are physical objects without delivery notes or related bills, the warehousing formalities cannot be handled (relevant information can be temporarily filled in for emergency material procurement);

(3) The quantity, specification and model of incoming materials are inconsistent with the delivery note, so it is impossible to go through the warehousing formalities; (4) If (4) ④IQC fails to pass the inspection, and there is no leader to sign and agree to use it, the warehousing formalities cannot be handled; ⑤ If the collection is made before receipt, the receipt procedure cannot be completed (documents can be entered and issued together);

6) The principle of "five no-hair":

① There is no picking list, or the picking list is invalid, so materials cannot be distributed; (2) procedures do not meet the requirements, can't distribute materials;

(3) Unqualified materials shall not be distributed unless approved by leaders;

(4) Materials with incorrect specifications and irregular accessories cannot be distributed; ⑤ Materials that have not gone through warehousing formalities cannot be distributed.

7) One-time outbound principle:

The distribution of materials must be completed accurately, timely and at one time, and the materials received by the production line must be pulled back to the position where the production line belongs, and can no longer be stacked in the warehouse to avoid confusion and mistakes.

8) Access control principles:

(1) No one is allowed to enter the warehouse material area except the warehouse management personnel, handling personnel and material fetching personnel designated by the workshop due to work needs;

(2) It is forbidden for anyone to carry materials in and out of the warehouse without formalities;

(3) When guests visit, they must be accompanied by personnel at or above the competent level to enter the warehouse.

9) The principle of "the day is clear and the day is high":

① After each day's work, each warehouse keeper shall self-confirm and check the relevant dynamic accounts of the day to ensure the balance of the accounts, and make timely improvements if any deficiencies are found.

(2) Inspect the material warehouse 1~2 times a day at least to ensure that all materials are correctly identified, and the returned materials should be put back to the factory to avoid being sluggish.

(3) The warehouse keeper's documents of the day must be sent to the statistician according to the time requirements, and the statistician's documents of the day must be entered into the computer system on the same day.

10) Trade-in principle: The designated materials shall be handled in strict accordance with the principle of "only trade-in with the old and trade-in with the new".

Three, warehouse controller's job requirements:

Generally speaking, the daily work of the warehouse keeper can be summarized as: receiving goods, delivering goods, returning goods and preparing goods; Material identification, placement and classification of account books (computer system data); Reporting and management of "accident materials" (when the supply of materials is delayed due to non-compliance with the delivery date, it will cause shutdown events, and the materials at this time are called "accident materials"). We often see that warehouse keepers need to spend a lot of time and energy looking for lost goods. We also know that if the inventory information is inaccurate, materials may be ordered in advance or not in time, or the increase in inventory may occupy funds, or the order may be postponed or even cancelled due to shortage. These problems are actually related to personal responsibility. The sense of responsibility is a kind of work mentality and a kind of work style. The sense of responsibility mainly depends on the influence of personnel quality and working environment. The warehouse keeper is the housekeeper of the warehouse, with little power and great responsibility. Warehouse keeper's sense of responsibility can be manifested in:

1. Confirm and reconfirm daily accounts and events to ensure consistency;

2, after completing a job to do (do) self-examination, found the problem and solve it in time;

3. Summarize and reflect on daily work to improve the quality of work;

4. Have a strong sense of time, handle everything in time, and don't say "wait";

5, active work, rather than passively waiting for arrangements;

6, job site management should be "eye to eye", according to the requirements of 5S management.

Unfortunately, few warehouse managers can insist on doing this day after day.

Requirements of warehouse keeper's job specification:

1. warehousing acceptance: on the premise that the materials are correct, three inspections should be done when warehousing:

① Quantity clearing: the quantity should be cleared when warehousing; ② Quality control: IQC inspects and controls the quality of incoming materials;

(3) Clearance of documents: incomplete documents will not be accepted and formalities will not be handled. Check whether the received documents are in conformity with the incoming materials and send them to statisticians in time.

2. Storage: ① scientific placement: reasonable and tidy placement, clear identification and convenient access; ② Quality assurance: rust-proof, dust-proof, moisture-proof, pressure-proof, deterioration-proof and falling-proof; ③ Safety guarantee: anti-mildew, anti-damage, anti-sluggishness and anti-scrapping; (4) accounts, cards and objects are consistent (quantity, location and status must be consistent with the computer system).

3. Inventory: it is equivalent to summarizing and standardizing the system of material write-off, preventing waste and eliminating bad materials and bad debts.

4. Distribution: According to different production needs, determine the specific distribution mode to ensure timely supply of production.

Strict system, repeated training and immediate reward and punishment mechanism have well standardized the behavior of warehouse managers, promoted the continuous improvement of warehouse management and provided data guarantee for the efficient operation of computer systems.

I suggest that the warehouse keeper of the company fill in the "self-inspection form" before work.

1. Are there any unfinished receipt/issue documents today? How many copies are still unfinished? Is it sorted and handed in in order and explained clearly?

2. Did you make a dynamic inventory of the day?

3. Are all the materials and tools in place? Has the garbage been cleaned up?

4. Are there any materials and instruments that can be applied for?

5. Are the doors and windows closed?

6. Have you finished the task assigned by your supervisor?

7. Is there anything you need to take care of your colleagues or report to your supervisor?

8. What are the shortcomings of today's work? What improvements need to be made?

9. What should I do first when I come tomorrow morning? Can you do it in advance today?