Warehouse and Operations as a Career

About Warehouse and Operations as a Career

Sharing job and career experiences through discussion & participation

Publisher

Warehouse and Operations as a Career

Category

business · education

Language

en

Explicit

No

First episode

9 Oct 2016

Latest episode

8 Oct 2026

Latest episodes

381 episodes in the feed.

1. 

   8 Oct 2026

   When Warehouses Looked Up

   Today, let’s talk about a piece of equipment that, depending on how long you’ve been in the light industrial world, you may remember being a pretty significant part of the daily operation. The order picker. Or, as most of us have called it for years, the cherry picker. Now, if you’re picturing the kind of cherry picker the electric company uses to work on power lines, we’re not talking about that one.  I’m talking about the powered industrial truck designed to elevate an operator alongside warehouse racking, allowing that individual to physically select merchandise from elevated storage locations. And I’ve got to say, in my opinion, the cherry picker has an interesting place in the history of modern warehousing. Let’s go back a few years. Back when building up made a lot more sense than building out. If you worked in distribution during the late 1990s or early 2000s, you probably remember how important warehouse space was becoming. Real estate wasn’t cheap. Leasing additional square footage wasn’t always an option, and relocating an entire operation could be an expensive undertaking. Companies needed additional storage capacity, but they didn’t necessarily have additional floor space. So, what did we do? We started looking up. Instead of spreading thousands of individual SKUs across additional floor locations, we began utilizing more of the vertical space already available inside our buildings. High-rise shelving and narrow-aisle configurations allowed operations to store merchandise at several levels above the warehouse floor. And the cherry picker became an important part of accessing those locations. You might walk into a distribution center and see entire departments dedicated to high-rise picking. Long, narrow aisles with bin locations reaching well above your head. Automotive parts, hardware, replacement components, retail merchandise, and in my personal experience Food distribution, where these industries allowed for thousands of smaller items to be organized vertically. The operator would enter the aisle, identify the pick location, raise the platform to the appropriate level, select the required quantity, and place the merchandise onto a pallet or designated load platform traveling with the machine. Then, on to the next location. It was a pretty ingenious use of available space. Instead of paying for additional square footage, we were making better use of the cubic footage we already had. And that distinction is important. Warehouse space isn’t just what’s available from wall to wall. It’s also what’s available from the floor to the ceiling. Of course, whoever came up with the idea of putting that one little replacement part or that dozen pack of silverware on the very top shelf probably wasn’t the person operating the cherry picker! For those entering the industry today, let’s spend a minute discussing the equipment itself. A cherry picker, or high-level order picker, is a powered industrial truck designed to raise the operator along with the picking platform. Think about a traditional counterbalance or sit-down forklift. Generally speaking, the operator remains seated while the forks and the load are raised or lowered. With the cherry picker, the operator actually travels upward with the platform to access the merchandise. Depending on the model and application, these trucks can operate at some pretty impressive heights. The equipment may incorporate narrow-aisle capabilities, wire guidance, rail guidance, specialized controls, and different load-handling configurations. And remember, the purpose of this equipment is generally to allow an operator to retrieve individual items or cases, rather than simply move an entire pallet from one storage location to another. The cherry picker was designed around the person making the selection. And a good operator needed more than the ability to move or operate a machine. They needed location accuracy, inventory awareness, equipment knowledge, excellent depth perception, and the ability to work productively while elevated. And not everybody is comfortable with that last part! Something interesting happened as distribution continued to evolve. We weren’t just asking ourselves how much merchandise we could fit inside the building anymore. We began asking how quickly we could get that merchandise out of the building. Productivity, travel time, touches per case, replenishment, order accuracy, and labor utilization became increasingly important considerations when designing a picking operation. Think about a traditional high-rise cherry-picker aisle. An operator might need to raise the platform fifteen or twenty feet for one selection, move to another location, reposition, retrieve another item, and continue repeating the process. Now multiply that activity by hundreds of selections throughout a shift. All those movements take time. The equipment was doing exactly what it was designed to do, but depending on the volume and velocity or movement of the merchandise, there might be a more efficient method. That’s where some other storage and selection systems really began finding their place. Let’s talk about a few of those real quick now that I’ve thought about them. Carton flow came to mind so we’ll start there.  With carton-flow racking, merchandise can be replenished from the rear while gravity advances the cartons toward the selection face. The selector doesn’t have to travel twenty feet into the air to retrieve every case. The merchandise is presented at an established picking location. You can have many pick faces per bay. An aisle like that can hold several hundred items. Then we have pallet flow, which can help organize and present palletized inventory, supporting different replenishment and case-selection applications. Oh, and how about mezzanines? Rather than elevating an individual operator repeatedly throughout a shift, a mezzanine or multilevel pick module establishes additional working levels within the existing warehouse footprint. Employees can work from designated walking surfaces, often alongside shelving, carton flow, conveyors, and other material-handling systems. We’ve also seen carousel systems, vertical lift modules, and more recently, automated goods-to-person technology become part of the equation. Instead of sending the employee to every storage location, some of these systems bring the required merchandise to the employee. Imagine explaining that to somebody who spent an entire shift going up and down a cherry-picker aisle back in 1998! They’d probably ask where they could sign up. Now, none of these technologies automatically makes the others unnecessary. Every system has its advantages, limitations, equipment costs, and application requirements. But collectively, they’ve given warehouse operators more options when deciding how merchandise should be stored and selected. And I think that’s one of the most interesting things about our industry. We’re constantly finding different ways to accomplish the same fundamental responsibility. Getting the correct merchandise to the correct customer, safely, accurately, and on time. So does the cherry picker still have a place in the industry? Absolutely. The cherry picker hasn’t disappeared, and I certainly wouldn’t suggest that high-rise order picking is a thing of the past. Plenty of operations still utilize high-level picking as a primary fulfillment method. However, depending on the operation, the equipment may now serve a more specialized purpose. Think about slower-moving inventory. Not every SKU justifies a dedicated, easily accessible ground-level picking location. A distribution center may carry thousands of replacement parts or specialty products that are ordered only occasionally. Utilizing elevated storage for those items can free up valuable floor-level space for faster-moving merchandise. The important question isn’t whether the equipment is old-fashioned. It’s whether we’re utilizing the correct piece of equipment for the application. Sometimes a pallet jack is the answer. Sometimes it’s a reach truck, a dockstocker, an order picker, or an automated picking system. And sometimes it’s simply reorganizing the inventory, so we’re not traveling halfway across the building to select three items that probably should have been sitting next to each other! That’s warehouse management, folks. Now, I don’t think we can have an episode about cherry pickers without spending some time discussing safety. One of the most important considerations with this particular piece of equipment is that the operator is working from an elevated platform. Fall protection is critical. Operators must utilize the appropriate manufacturer-designated fall-protection system, which generally includes a properly fitted full-body harness connected to an approved anchorage using the specified lanyard or self-retracting device. And let me emphasize something. Having a harness hanging on the back of the machine doesn’t count as wearing it! Operators should be trained in its correct use, inspect their equipment, and understand the facility’s rescue procedures before operating at height. Platform gates and other safety devices must also be properly secured. Never climb the racking, reach excessively outside the platform, bypass a safety device, or step onto a pallet unless the equipment and application have been specifically designed and approved for that activity. Another concern is travel. Some order pickers are designed to travel while elevated under specific operating conditions. Others have different restrictions. Know the equipment. Follow the manufacturer’s operating instructions and your facility’s established procedures. And, of course, don’t forget the daily pre-operation inspection. Controls, steering, brakes, hydraulic components, warning devices, platform conditions, and the applicable safety systems should all receive the attention they deserve. And of course the standard 1910.178(l) also apply. Operators must receive appropriate formal and practical training and have their operating performance evaluated. That includes an evaluation at least once every three years, along with refresher training when required. And as we all know, or better know by now, that being qualified on a sit-down forklift doesn’t automatically qualify somebody to jump onto a cherry picker. Different equipment presents different operating characteristics and hazards. You know I’m going to mention to never ever get on a piece of equipment or operate a machine unless you’ve been trained and certified to operate it.  Oh, there’s something else worth mentioning. When you’re elevated twenty or thirty feet, that person walking below you deserves your attention, too. Falling merchandise, protruding product, damaged storage locations, and improperly secured loads can create serious hazards for everyone working in the area. As we’ve discussed many times here on WAOC. Safety doesn’t become less important because we’ve performed the same task a thousand times. If anything, that experience should make us more aware, not more comfortable with taking shortcuts. Let me touch on one more thing before we wrap up. If you’re an associate looking to develop your career in warehousing or distribution, learning to safely operate additional types of equipment can create opportunities. We talk quite a bit about cross-training on the show. Knowing how to operate a manual pallet jack is valuable. Learning an electric pallet jack adds another skill. A sit-down forklift, reach truck, and order picker each introduce additional knowledge and responsibilities. That doesn’t mean you need start working on getting certified on every piece of equipment in the building tomorrow. It means remain interested in learning. If your facility has cherry pickers, ask about the training process. Learn what departments use them and why. Understand the inventory and storage systems that support their operation. The more we understand how the entire warehouse works, the more valuable our knowledge becomes. And who knows? That  associate learning to operate a cherry picker today may eventually be the supervisor, operations manager, or facility manager making decisions about tomorrow’s storage configuration. There’s a career hidden in almost every aisle of a warehouse! So, the next time you see somebody operating a cherry picker, remember there’s more to that machine than just going up and coming down. It’s part of the continuing story of warehouse efficiency, space utilization, safety, and technology. I’m Marty and I appreciate you listening to Warehouse and Operations as a Career. Remember, our industry is full of opportunities. Keep learning, keep growing, and never underestimate the value of another skill. Until next time, stay safe, stay productive, and spend time with your friends and family!

2. 

   1 Oct 2026

   Showing Up, It’s More Than Being There

   Showing up. Now, when I say showing up, I’m not just talking about clocking in on time or about making it to the interview. I’m not just talking about being at the startup meeting, standing on the production floor, sitting behind a desk, or walking into the warehouse every morning. I’m talking about really showing up. Showing up for your career, for your family, for your responsibilities, and your own growth. Showing up when things are going great. And maybe more importantly, showing up when things aren’t going so great. There is a big difference between being somewhere and showing up. You can be standing right there on the floor and mentally be a hundred miles away on a beach somewhere. You can attend every meeting and never contribute to it or participate in it. We’ve mentioned before how some people have ten years of experience and stop learning after year two. And how you can hold the title of lead, supervisor, manager, director, or vice president and still fail to show up as a leader. Or how about going to work every single day while never really showing up for your career. So today, here on Warehouse and Operations as a Career, I want us to think about those two words a little differently. I think showing up starts with being present. We’ll start with the obvious one. Work. We accepted the job. We agreed to the schedule. The operation is counting on us. Our coworkers are counting on us. Production expectations, shipping schedules, receiving appointments, staffing plans, and customer commitments may all depend on people being where they said they would be when they said they would be there. Of course, attendance matters. But showing up is more than attendance. You can have perfect attendance and still bring very little to the operation. Showing up means arriving ready. Ready mentally. Ready physically. Ready to participate, to contribute, to learn. Ready to solve problems instead of just pointing them out. When I was coming up through operations, there were always people you knew you could count on. Not necessarily because they were the fastest, or because they had the most experience. You could count on them because they showed up. If something needed to get done, they were there. If another department needed help, they were willing to learn. When there was a challenge, they didn’t disappear. Those are the people managers remember. And those are often the people who eventually get another opportunity. Here’s another Marty opinion. One of the biggest career mistakes we can make is believing that somebody else is responsible for our development. Yes, companies should train us. And I want good, strong, supervisors to coach me and communicate expectations clearly for me. Organizations should absolutely provide opportunities to us whenever possible. But somewhere along the way, we have to show up for our own growth. Nobody can learn for us. Nobody can ask questions for us. And nobody can make us be curious. And with all that being said, nobody can force us to care about where our career goes next. Maybe you operate a pallet jack today. Great. Have you asked how the forklift works? Maybe you’re selecting orders. Have you asked about learning receiving? Maybe you work in sanitation. You’re around production all shift, do you understand it? And if you’re a lead. Are you learning how labor is scheduled? How productivity is measured? How safety investigations work? How your WMS works? Or how inventory moves through the building? The person who keeps showing up to learn knows more than the person who only shows up to work. That difference can become huge over five, ten, or twenty years. We’ve talked about it many times over the last 8 years here on WAOC.  Learn the operation. Not just your job. Our job may be where we are today. The operation can teach us where we might go tomorrow. But we have to show up for the lesson. Ok, here’s another part of showing up that we don’t talk about enough. Who are you showing up with? Look at the people around you. What are they talking about? What are they encouraging, and where are they headed? Now, I’m not saying we abandon friends because somebody hasn’t reached a certain level professionally. That’s not the point. I’m talking about influence. If everybody around you complains about work, eventually complaining starts sounding normal. If everybody around you says management is against them, every coaching conversation can begin to feel like an attack. If the group spends every break talking about how little they can do without getting in trouble, eventually the goal becomes doing the minimum. However, spend time around people who talk about learning something new. Getting certified, moving into leadership, saving money, improving their health, becoming better parents, being better spouses, reading, learning, growing. And something happens. Our conversations begin to change and then our thoughts start changing. And eventually our actions can change. There’s an old idea that we tend to become like the people we spend the most time around. Whether we want to take that literally or not, I think we can all agree on this. Energy is contagious. And negativity can spread across a warehouse floor quicker than almost anything. But so can enthusiasm, pride, professionalism, and a desire to improve. Ask yourself occasionally, are the people around me helping me show up as the person I’m trying to become? And just as importantly, am I helping them show up too? Ok, Now, nobody walks into work fired up every single morning. I certainly try.  Some mornings the coffee has to show up before I do. But energy doesn’t always mean bouncing off the walls shouting motivational quotes. Energy can simply mean engagement. Things like eye contact, participating in the startup meeting, greeting my coworkers. And a big one, listening when someone is speaking. Taking an interest in the work. Helping somebody without being asked. And Walking into a problem thinking, how can we fix this? Instead of immediately saying, that’s not my job. I’ve always felt that your energy announces you. People, leaders, our coworkers, and customers notice it. And, unfortunately, the opposite is true too. The person who constantly walks in angry, complaining, rolling their eyes, arguing about every assignment, finding something wrong with every change. That person is showing up too. Just maybe not in the way they realize or want to be. I like to think, every day you show people who you are becoming. You know growth isn’t only learning another piece of equipment or earning another certification. Some of the most important growth is maturity. Things like how we respond when corrected, and how we react when someone disagrees with us? Can you say, “I was wrong” or apologize, and can you listen? Can you watch somebody else get the promotion you wanted and still congratulate them? When we get to that point, well, in my humble opinion, that’s growth. Early in our careers, we often think advancement is mainly about learning to do more. And yes, skills absolutely matter. But as responsibilities increase, how we handle ourselves becomes increasingly important. A supervisor cannot spend the entire shift reacting emotionally. A manager cannot make every disagreement personal. A leader has to be able to hear things they don’t want to hear. Maturity is learning that correction isn’t always criticism, and a different opinion isn’t always disrespect. Sometimes showing up means showing up as the adult in the room. Alright, now on to showing up when no one is watching. This one matters. What kind of employee are you when the manager leaves the floor? What happens to your production when nobody is standing nearby? Do you follow the safety rule because it’s a rule, or because you understand why the rule exists? Do you wear your PPE because management is walking through, or because protecting yourself matters? I guess I’m saying that character shows up when supervision walks away. Showing up means maintaining your standards when nobody is there. And I want to throw in that this idea, or concept, isn’t just meant for our professional side. We have to show up in life. Put the phone down occasionally. Listen. Attend the event. Make the call. Keep the promise. Check on somebody. Say thank you. And say congratulations. Tell somebody you appreciate them. Our careers matter. But someday every one of us will clock out for the last time. And when that happens, our title won’t matter nearly as much as the relationships we built while we were earning it. I’ve talked a lot over the years about careers. Growth. Leadership. Operations. Productivity and Safety. Careers are part of life. They aren’t supposed to replace it though. But success at work doesn’t mean much if we continually fail to show up everywhere else. Let’s see, what else did I note here. Showing up after failure.  This here may be the hardest one. Show up again. You didn’t get the promotion? The interview didn’t go well? You made a mistake? Own it, learn from it, and show up. You were coached on something? Somebody underestimated you? Show up. Life didn’t follow the plan you had written in your head? Show up anyway! One bad day doesn’t define our career. One mistake doesn’t erase years of good work. One rejection doesn’t determine your value. Just show up and come back tomorrow. One last thought. Stop waiting until you feel completely ready. You probably won’t. Sometimes an opportunity appears before confidence does. Take the class. Apply for the position. Ask the question. Volunteer for the assignment. Or learn the equipment. You don’t have to know everything before you start. You just have to be willing to show up and learn. So this week, I want you to think about two simple words. Showing up. Show up physically, mentally, and professionally. Show up curious, willing to learn, with good energy. Show up with people who challenge you to grow. And show up mature enough to accept feedback. Show up when nobody is watching. And when you stumble, show up again. Ok, enough of all that, I’m Marty and I appreciate your time spent here with us today! Until next time, keep growing and do everything the safe way. And remember. Opportunity can’t do much with us if we don’t show up to meet it.

3. 

   24 Sept 2026

   Horseplay, Drama, and Standing Around, What Are They Costing Us?

   Welcome back to Warehouse and Operations as a Career. I’m Marty and today, I thought we’d talk about three things that we see in just about every warehouse, manufacturing facility, distribution center, and production environment at one time or another. Horseplay. Drama. And standing around. Now, individually, they may not sound like the biggest workplace problems in the world. Somebody jokes around a little too much. Two people are talking about what somebody else said. A couple of associates are standing at the end of the aisle talking when there isn’t anything happening for a moment. No big deal,  right? Well, maybe it is. Today I don’t want to look at these three things only from the perspective of safety or productivity. I want to talk about what they can do to our reputation, opportunities, and ultimately our career. Let’s start with horseplay. I’ve spent a lot of years around warehouses and operations, and one thing I’ve learned is that people like to have fun at work. And I believe we should. There’s nothing wrong with laughing and enjoying the people you work with. There’s nothing wrong with having a little personality. We’re going to spend a lot of hours with the people around us, and nobody wants to work someplace where everybody walks around looking miserable. But there’s a difference between having fun and horseplay. Horseplay in a warehouse can turn serious very quickly.  Think about our environment. Forklifts, pallet jacks, conveyors, dock plates, trailers, pallets, racking, knifes, strapping, machinery, heavy products, blind spots. We’re surrounded by things that don’t care whether you were just joking. Push somebody jokingly and they can fall into a piece of equipment. If we throw something across an aisle and someone may instinctively step into traffic. Or sneak up behind somebody and startle them while they’re using a knife or operating equipment. Suddenly, the joke isn’t funny anymore. And the important thing is. When leadership sees you participating in horseplay, they’re not just thinking those guys are having fun. They may be thinking, can I trust this person? We know that safety and responsibility go together. If you want to become a trainer, lead, supervisor, or manager someday, people need to trust your judgment. And every day we’re building that reputation. Now let’s talk about something that can spread through a warehouse faster than almost anything else. Workplace drama. Who said what? Who doesn’t like who? Who moved to another department? Who got written up? Who got promoted? Who didn’t get promoted? Why did the supervisor talk to them? Why does she always get that assignment? Why does he get to leave early? Before you know it, five people are involved in something that originally concerned two people. And nobody is talking about today’s production numbers anymore. Drama is distracting. And distraction in an industrial environment can become a safety problem quick.  But drama also damages teamwork. I’ve watched small misunderstandings become department wide problems simply because everybody wanted to participate in the conversation. Sometimes the smartest thing we can say when somebody brings us workplace gossip is I don’t know anything about that. And then get back to work. We don’t have to attend every argument we’re invited to. That little piece of advice can save you a lot of headaches in your career. Here’s what leadership notices. They notice the people who calm situations down. And they notice the people who stir situations up. They see the person who says “Hey, let’s get back to what we’re doing.” And they also notice the person walking from department to department making sure everybody knows the newest piece of gossip. Which one do you think they’re considering when they’re looking for their next lead? And then there’s just standing around. This one can be tricky, because sometimes there really isn’t something happening for a moment. The conveyor may be down, or you’re waiting on product, or a trailer hasn’t backed in yet, or our machine is being adjusted. There’s a difference between waiting on the operation and developing a habit of standing around. I think, or hope, we’d all agree there’s always something to do in a warehouse. Housekeeping, straightening pallets, cleaning your area, maybe checking equipment or machine, restocking supplies. And of course a couple of my favorites, how about learning another position, helping another associate, or asking your lead what needs to be done next. And here’s a sentence I want everybody to remember. We are being observed even when we don’t realize we’re being observed. Your supervisor may walk by. The facility manager may be on the floor. The customer may be walking through. Even a visiting corporate manager may see us. And they don’t know that you’ve been working hard for the previous three hours. They only know what they see right now. You’re leaning against a pallet talking. Perception becomes reality very quickly. And standing around doesn’t just affect your reputation. It affects the operation. If ten people waste ten minutes, that’s 100 minutes of labor. That’s more than an hour and a half of paid labor time. Those little periods add up. Here’s one we’ve all heard or maybe even said. “But everybody else was doing it.” Maybe they were. That doesn’t change the conversation about you. Here’s one of those opinions of mine. One of the biggest lessons we can learn in our careers is to stop measuring our behavior against the lowest standard around us. Instead, ask yourself.  If your goal is simply to get through today’s shift, that’s one thing. But if you want more responsibility, better opportunities, higher pay, leadership positions, or a career, then your standard has to be different. And this may be the most important part of today’s episode. Let’s say your supervisor walks over and says: “Guys, quit standing around and get back to work.” How do you respond? Option one. “We weren’t doing anything!” “We’ve only been standing here for a minute!” “What about those guys over there?” “Why are you always saying something to me?” Now we’ve taken a simple coaching moment and turned it into a confrontation. Option two. “Got it.” And you go back to work. Which employee do you think is easier to coach? Which employee would you trust with additional responsibility? I understand that none of us enjoy being corrected. I don’t care if you’re 18 years old or 65 years old. Nobody wakes up in the morning hoping somebody points out something they did wrong. But being coachable is a career skill. Your supervisor shouldn’t have to debate with you every time they give you direction. And here’s something I’ve seen happen throughout my career. Sometimes the original issue wasn’t that serious. Maybe somebody was standing around for a couple minutes. The supervisor says something. Instead of simply correcting the behavior, the employee becomes defensive, argumentative, or disrespectful. Now the problem isn’t standing around anymore. The problem is behavior. A ten-second coaching conversation has turned into something much bigger. Sometimes we’re responsible for escalating our own situation. I’ve shared many times, I believe any way, that our reputation is being built every shift. Here’s something I wish every new associate was told or understood on their first day. Your reputation isn’t built when a promotion becomes available. It’s built months before the promotion exists. Every shift you’re answering questions people may never ask you directly. Are you dependable? Are you safe? Do you work without somebody constantly watching you? Can you handle correction? Do you bring solutions or problems? Do you stay out of unnecessary drama? Can you work with different personalities? Can you be trusted? That reputation follows us ladies and gentlemen. Let’s look at this scenario. One day a lead position opens. The manager walks into the office and asks his or her supervisors. “We need another lead on second shift. Who do we have?” And names start being mentioned. That’s when your previous six months start talking for you. Someone might say, “He’s productive, but he’s always involved in drama.” Or, “she’s a good worker, but we’ve had to talk to her several times about horseplay.” Or, “He knows the job, but every time you walk through his area he’s standing around.” I feel we need to remember, Yes, those may sound like little things day to day. But, like in this scenario, they can become big things tomorrow. So, with all that being said. The message I want to leave you with today is, don’t let little things cost you big opportunities. Horseplay, drama, and standing around. Three things that can seem small. But they can become habits. And they are three things that can keep you from becoming the person management looks at when opportunity knocks. I’m not saying we have to be perfect. None of us are. You’re going to make mistakes, going to have conversations, and going to joke around. And every once in a while you’re probably going to get called out for something. The important part is what happens next. Can you accept the coaching? Can you correct the behavior? And can you move forward? Because sometimes career growth isn’t about learning one more piece of equipment or increasing our cases per hour. Sometimes it’s about, lets see, what word am I looking for, lets use maturity. Knowing when to joke and when to work. When to walk away from drama, knowing when to find something productive to do, and knowing how to respond when someone tells us we’re falling short of the expectation. So tomorrow when you walk through those warehouse doors, ask yourself. What reputation am I building today? Because somebody is noticing. And that little decision we make today may have a lot to do with the opportunity we’re offered tomorrow. Until next time, stay productive, keep learning, and keep building that career. And above all else, be safe in all that you do.

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