How an expert in Warehouse managing can prove his role/efficiency in a manufacturing firm as a successful production controller?

If you can not measure perfectly you can not manage successfully

Warehouse managers know all too well that the task of managing operations for a warehouse facility. Warehouse operations managers are tasked with ensuring the efficient flow of products in and out of the facility, optimizing the building’s layout, making sure orders are fulfilled and products are in stock, but not overstocked. He should ensure profitability and minimizing overhead and labor costs to the mix, and warehouse operators have their work cut out for them.

He/She understood the demands of  company  customers today and how they affect the supply chain management. He is equipped with the latest techniques that will position your organisation to be competitive.  Able to  increase and maximize the utilization of the manufacturing facility through a more effective and efficient production planning and control. Able to show his/her creativity in planning and implementing cost improvement and problem solving programs and have shown a positive working relationship and had garner better support internally and externally through a better appreciation of the human factor.  Always carry his/her "WHAT IF" question? or PRO-ACTIVE in every situation.

 

 

In plain English.. Never be short on row materials. Always be ten steps ahead on the stock-on-hand. Supply reports even before asked for. Follow up the staff, since confedace is needed, but never never give up controll.

We miss the rule that measure the performance in the store .in my opinion the loss and benefit from the warehouse is unseen and un-direct , and how managed the warehouse he will face a big challenge to prove his performance and best way for that is using numbers

The main key is the reduction in lead time between the SCM operations by improving the efficiency right from material receipts to on time material delivery to production.
Stores being a support function and the primary aim is to serve the Internal and external customers.
Periodical review with the customers by taking a survey and take a current status of operations and set a target for key areas for improvement which can satisfy the customers needs.
some examples are1.
Reduction in document processing times2.
Unpack the materials and keep it nicely as a kit required for production and place it in the production area at the right time3.
Collection of rejected materials from the production area and sort it as materials which needs to be returned to the suppliers for deficient quality or to move to scrap due to our own mistake4.
Implement5S in the stores area (japanese terminology - Seiri, seiton, seiso, seiketsu, shitsuke - meaning Sort, Sraighten, Sweep, Standardise and Sustain ) which will help in housekeeping, improved storage mechanism, fast retrieval of goods etc., To be precise Production has to concentrate on the production and should not concentrate on the trivial things such as Material follow up,Material replacement due to rejection, Material collection from stores (stores has to deliver in their place).