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in the warehouse. Appropriate actions have been taken to ensure the facility has adequate <br /> housekeeping staff to maintain improved performance (e.g., adding 6 positions to the <br /> housekeeping department and training Associates throughout the facility to recognize and <br /> properly handle potentially hazardous product. Effective source reduction requires individual <br /> effort and commitment but is maintained only with consistent and highly visible management <br /> support and accountability. All associates and managers must understand this is as much a job <br /> responsibility as moving freight. <br /> 5. OPERATIONAL FACTORS INFLUENCING HAZARDOUS WASTE GENERATION <br /> a. With performance and incentives tied to the number of cartons moved, associates <br /> typically focus on moving freight, rather than taking time to right a falling carton or <br /> remove loose or damaged product from the queue. We need to identify <br /> processes/practices that will support both needs. <br /> b. Over the last two years, the DC has become a 240 facility. More work time, more <br /> associates, and more opportunity for waste generation. It's especially critical that <br /> associates on the PM shifts (having less direct contact with most of DC leadership), <br /> understand and execute their source reduction responsibilities effectively, with highly <br /> visible support from PM leadership. <br /> c. In 2017, most of the potentially hazardous consumer commodities were moved to the <br /> far-end of the warehouse (away from the busiest areas) in an effort to better manage <br /> product, minimize movement, and decrease damages. Initially this did have a positive <br /> impact, but potentially hazardous product has appeared to creep back into the rest of <br /> the warehouse and these waste streams continue to increase. This effort needs to be <br /> revitalized. <br /> 6. CERTIFICATIONS <br /> Management Performance Report 2018/2019 pg. 2 <br />