3. REASSESS
• Review Progress, the negative and the positive, to help
develop an approach that will work better
• Compare already established programs to what is being
done within our warehouse
• Utilize those tools to make improvements in areas that
are having the consistent issues

4. REBUILD
• Implement changes to improve the processes that are not working/ are
not as productive
• Change the precedent: there is always room for improvement
• Create standards, set goals, exceed expectation
• Better foundation, better production, better business

5. RENEW
• Change the working environment, produce a better outcome
• With New people come new perceptions, produces a new atmosphere
• What worked with one set of people may not work as well with a new set
of people
• Change the way we operate, utilize the people you have to their fullest
potential, create a better atmosphere for increased productivity

6. REAFFIRM
• Validate all the processes
• Confirm the step by step procedures for each transaction
• Create consistency across the board- make sure everyone performing
each transaction performs it the same way every time.
• Create Accountability: Make a hard copy / digitized copy for system
transactions, or physical moves

8. EFFICIENCY
I D E N T I F Y
Problem: currently
there are several
missing pallets in
the warehouse;
there are also
pallets in
locations not
verified in the
system and Cycle
count as well as
Put-A-way
personnel are
having a difficult
time locating
assets and fixing
bin locations.
R E S O L V E
 Perform a warehouse bin-row maintenance. The
cycle count personnel, for a 2-3week period can
take the last hour (after 2 pm break) until 3:30 to do
a maintenance check. They need to print out a full
warehouse bin location inventory (so it can show
all the bins, what’s empty and what has pieces),
Then perform a physical look, not counting every
item but verifying that the PID in the system
matches the PID in the location and annotating on
the master inventory list any discrepancies.
 Also labeling every pallet physically so once it is
verified (named and dated) it can always be
located by the hard copy master sheet even if the
system is not updated. This should be done
quarterly to maintain accuracy.
 Labeling every location with PID and date of
maintenance check. This creates verifies accuracy
so team member can verify when physical
maintenance was done against what is updated in

9. QUALITY
I D E N T I F Y
Problem: Team member
training; currently,
several personnel have
been quickly trained to
help the warehouse
catch up on back log
RMA and IR receiving.
The issue is that b/c
training is rushed, all
assets received are
being input differently,
the quality of the asset
is moved for put-a-way
differently; While others
have started training in
1 area and before
completing that training
are tasked to learn
something and there
isn’t any consistency
with how training is
R E S O L V E
 Create a continuity training guide that will stay in
the warehouse as a reference for team members.
The guide will never leave the warehouse for any
reason and all members can sign a disclosure to
ensure confidentiality of Iqor warehousing
procedures of cisco products.
 The guide will have the procedures for receiving
RMA’s, IR’s RF, DLP, FA, and expedites, shipping,
put-a-way, and how to navigate through the
various systems needed for asset transactions.
Also assignment of an On-the Job trainer, so
hands-on for on-the job- training is done by the
same person for each team member doing that
specific job to increase consistency (everyone
doing the same procedure following the steps the
same way) increasing quality and reducing errors.
 Set aside time for proper training sessions so that
quality performance can be confidently
guaranteed. Personnel who feel confident in their
training feel confident performing those tasks
successfully (also reducing error and in most

10. PRODUCTION
I D E N T I F Y
Problem: Supervisors
have stated team
members should
remain busy,
constantly
questioning what
tasks are being
performed, and
constantly
assigning new
tasks before 1 task
is completed.
R E S O L V E
 Have a weekly and a daily Task schedule; If you don’t
know what to do or who to ask, you can refer to the
schedule and highlight/initial the tasks you are
currently doing , that way no 2 people are working on
the same thing (unless needed) and every task can be
seen. Team members can see the goal that needs to
be reached and pace themselves to reach that goal
daily and throughout the week. Supervisors can see
what goals have been done, are being worked on, and
what’s left to do and move team members around as
needed based of priority.
 Daily tasks should be a set routine goal (for example
receivers 150 item goal) while weekly tasks can be
what needs to be met for the company/ customer
goals (for example standardizing areas, utilizing
space efficiently, and maintaining safety (cleanliness)
in the warehouse.
 Update tasks with verbal and written direction. This
gives team member something to refer to without
having to go to the supervisor constantly seeking
confirmation that tasks is being done correctly or
completed.
 Plan and keep track of the priorities, stay on tasks,
and log assignments to be able to confirm who is

11. MORALE
I D E N T I F Y
Warehouse
personnel
potential/
capabilities are
not being fully
utilized causing
frustration among
team members.
R E S O L V E
 Utilize team members to full potential to meet and
exceed warehouse needs and company
requirements. The warehouse is currently stocked
with under-utilized skill sets from several team
members. A lot of them, myself included, are able to
multi-tasks and handle certain jobs better than
others but we are not being used for those specific
duties. Instead others who aren’t as efficient but may
be better at another tasks are in place and constantly
trying to meet standards that is slowly attainable.
 Several team members have been leaders and
supervisors before, can handle more responsibility
and thrive in a less micro-managed environment. If
used to their potential, the supervisor could
maximize the use of the personnel and increase
production in those needed areas decreasing tension
between team members and team supervisors.
 If the morale is increased amongst team members,
work ethic, value and quality will increase, attitudes
will improve and overall work environment will
become more positive
 Continue to create incentive, lead by example, and
promote commonwealth and respect among team
members and team supervisors.

12. CONCLUSION
• Strive for obtainable goals
• Reach for new heights
• Exceed the expectation
• Raise the standard
• Commit to overall customer satisfaction