Physical+Distribution

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Richard/Tia

=DOCTRINE= Physical distribution is the set of activities concerned with efficient movement of finished goods from the end of the production operation to the consumer. Physical distribution takes place within numerous wholesaling and retailing distribution channels, and includes such important decision areas as customer service, inventory control, materials handling, protective packaging, order procession, transportation, warehouse site selection, and warehousing. Physical distribution is part of a larger process called "distribution," which includes wholesale and retail marketing, as well the physical movement of products. Physical distribution activities have recently received increasing attention from business managers, including small business owners. This is due in large part to the fact that these functions often represent almost half of the total marketing costs of a product. In fact, research studies indicate that physical distribution costs nationally amount to approximately 20 percent of the country's total gross national product (GNP). These findings have led many small businesses to expand their cost-cutting efforts beyond their historical focus on production to encompass physical distribution activities. The importance of physical distribution is also based on its relevance to customer satisfaction. By storing goods in convenient locations for shipment to wholesalers and retailers, and by creating fast, reliable means of moving the goods, small business owners can help assure continued success in a rapidly changing, competitive global market.

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The application of a systematic, proactive, and well-defined safety program (as is inherent in a SMS) allows an organization producing a product or service to strike a realistic and efficient balance between safety and production. The forecast growth in air transportation will require new measures and a greater effort from all aviation producers—including airport operators—in order to achieve a continuing improvement in the level of aviation safety. The use of SMS at airports can contribute to this effort by increasing the likelihood that airport operators will detect and correct safety problems before those problems result in an aircraft accident or incident.
 * Safety Management Systems (SMS) system for airports**

The FAA is considering requiring airport operators to implement a safety management system (SMS). This is spelled out in advisory circular [|150/5200-37]. They give the definition of a SMS as the “The application of a systematic, proactive, and well-defined safety program allows an organization producing a product or service to strike a realistic and efficient balance between safety and production." What that means is a basic change in how organizations approach each day. It starts with a top down approach and do airport operators encourage tenants to follow a safety culture? Do airports provide workers the resources to enhance the safety of the environment that each of us knows and loves? Do airports review small non incidents with a critical but non judgmental eye? Do airports reward initiative to help develop a safety conscious work environment? It’s not enough to just say that airports require their tenants to start thinking about safety, they must begin with the training and development of the basic skills and questions that the SMS brings to the table.

The IATA e-freight pilot program, while still somewhat limited, is the most comprehensive and coordinated effort to automate air cargo processing. But throughout the world, airlines of various sizes are trying their own programs motivated by the allure of increasing internal efficiency and finding better ways to collect and organize the information necessary to move cargo. In February 2007, Alaska Airlines decided to eliminate paper airwaybills where possible and instead use handheld scanners produced by AirClic along with "smart" labels to process data and transfer it to different players handling cargo within the airline and among relevant outside parties. "When you have a paper process, you're prone to error," Cargo Manager-Business Systems and Strategy Kim Hantz tells this magazine. "Instead of manual entries into our cargo management system, the scanner automatically updates to status [of shipments]. Where possible we automated and eliminated paper." While Alaska Air Cargo still uses hazardous materials documentation that legally must be in paper form, it has eliminated the printed manifest accompanying cargo.
 * Handling of distribution errors or complaints**

AirClic CEO Tim Bradley says his company's handheld scanner is a kind of outsourced version of similar devices used by UPS and FedEx, allowing carriers to automate cargo processing. Alaska "didn't previously have a way to capture all this information [related to a cargo shipment]," he explains. "There was no combination of the right hardware, the right software. Now [information] on each transaction is sent in once and only once. The data is keyed in one time."This enhances, rather than diminishes, security, he asserts. "The challenge of having a manual system has been the lack of accuracy. We've simplified the method of gathering and inputting data. When you're picking up information about a package from a barcode, you're verifying who's touched it, where it's gone, where it's going. All that information is available in real time. The accuracy has gone up dramatically." Says Smith, "The value of electronic documents is you can enter the data at the point of origin and then it can flow across the supply chain. You increase the risk that there will be a mistake when you are manually reentering information [into each handler's system] based on paper documents. The shipper, forwarder, airline and customs all can use data entered at one point." flat

= = = = =ORGANIZATION= The physical distribution function of a firm is a complex process. It consists of all the activities involved in the flow of goods from the raw material supplier to the final consumer and incorporates the major activity centers of purchasing, warehousing, transportation, order processing, and inventory control. The goal of a firm's distribution operation is to ensure that established customer service levels are achieved at a minimum total cost. The degree to which a firm can achieve a balance between some objective service level and its total distribution costs depends, in part, on the type of organizational structure it has to manage its distribution operation and the extent and type of information that is made available for decision making.

Organization of the physical distribution function has taken on many different forms. Each company has its own individual organizational structure, developed to meet its specific needs. So, too, with the system providing physical distribution information flows. Some firms have very elaborate systems with their own distinct reports, while others report physical distribution information along with other marketing and sales data.

media type="youtube" key="NGZlKRmmIdg" height="385" width="480" Controlling labor costs remains a primary focus in distribution and warehousing. Many operations view labor strictly in terms of seeking opportunities to reduce head count. But this philosophy is hardly a prudent course given the changing face of distribution. Driven by customer requirements and competition, distribution operations are becoming increasingly complex. They must be more responsive and flexible while striving to be more efficient. This means that warehouse personnel must contend with more complex processes, systems and machinery. The days where meeting service commitments meant throwing enough unskilled or semi-skilled labor at the job are over for most operations. Many warehousing positions are requiring increasingly higher skill levels. Key personnel are also being expected to perform more roles. Software, analytical, and engineering skills play a critical role in keeping many operations functioning at their required service levels. Expectations have not only increased for management and key support personnel, but hourly workers now need to have skill sets that weren't previously required. Being able to navigate through WMS functionality can be just as important as forklift skills in performing many warehousing operations. A more complex distribution environment means that many operations will have to rethink their approach to employee development and retention. Training will become increasingly important. Operations will also have to expend money and energy in retaining key employees. This will be difficult for many who are used to viewing labor as a commodity. But the price of ignoring employee retention and development may be too great for many organizations to bear. Despite the challenges and trends identified above, warehousing still revolves around the same core activities: receive, pick, pack and ship. But there are many agents of change working to shape the way supply chains do business. Though the ways in which enterprises adapt to these changes will vary, inertia will not be a viable response. The real challenge facing logistics operations will be to break out of old habits and thought processes.
 * Cargo Facility Employees**

=TRAINING= Federal regulations require hazardous materials training for every "Hazardous Materials Employee." The DOT requires every "Hazardous Materials Employer" to provide all the necessary information to hazardous materials employees so they can perform their individual job functions in a safe and knowledgeable manner.

The required areas of training include general awareness/familiarization training, function-specific training, security, and safety training. DOT and IATA regulations require that hazardous materials employers train, test, and maintain records for all hazardous materials employees. Training certification must be documented at least once every three years. New employees must be directly supervised by a trained hazardous materials employee until this training has been completed, which must occur within 90 days of employment, within 90 days of change of responsibilities, or within 90 days of a change in the hazardous materials regulations.

The hazardous materials employer is responsible for full compliance with part 172, subpart H of 49 CFR. Failure to train hazardous materials employees appropriately can expose a company to severe civil penalties. Training can be provided by the hazardous materials employer or by other public and private sources. The employer must certify compliance with hazardous materials training requirements.

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= = =MATERIAL=

Aeroterm is currently completing the construction of a new 331,000 square foot state-of-the-art air cargo complex at Montreal-Trudeau International Airport (YUL). The new Aeroterm North Cargo project is part of major changes being implemented by the Aéroports de Montréal airport authority to increase terminal capacity and substantially enhance the quality of passenger service.
 * Distribution Center**

In 2007, the airport authority confirmed its plans to demolish several facilities west of the main terminal building, including Aeroterm’s Building 1, for its expansion of passenger-related activities. The recovered land will be used by Aéroports de Montréal to construct new jetty space for U.S. and overseas flights, as well as a new international arrivals complex.

In order to minimize the negative impacts of this announcement on its air cargo tenants, Aeroterm worked closely with Aéroports de Montréal to relocate affected operations to the new Aeroterm North Cargo complex located on a newly-developed parcel of land north of the airport. Tenants of the new complex will include Air Canada Cargo, Schenker Canada, Excel Cargo Handling and Livingston International, among others.

The first phase of construction, situated on approximately one million square feet of land, commenced in January 2008 under a long-term lease with Aéroports de Montréal. This initial phase is comprised of two buildings totaling 331,000 square feet, as well as parking for approximately 550 cars and 20 trailers. The first phase will be completed by October 15, 2008, respecting both the allotted time and budget. The second phase of the project consists of a 53,000 square foot 2-story office and warehouse building designed specifically for the Canada Border Services Agency and other cargo-related users. This second phase of construction is anticipated to begin in the spring of 2009.


 * Shipping Materials and Containers**

While major airlines use containers that are custom designed for their aircraft and associated ground handling equipment the [|IATA] has created a set of standard container sizes, the LD-designation sizes are shown below: LD-1, -2, -3, -4, and -8 are those most widely used, together with the rectangular M3 containers
 * Air freight containers **
 * ~ Designation ||~ Width (in) ||~ Height (in) ||~ Depth (in) ||~ Base (In) ||~ Max load (lb) ||~ Max load (kg) ||~ Shape ||
 * LD-1 || 92.0 || 64.0 || 60.4 || 61.5 || 3500 || ~1588 || Type A ||
 * LD-2 || 61.5 || 64.0 || 47.0 || 61.5 || 2700 || ~1225 || Type A ||
 * LD-3 || 79.0 || 64.0 || 60.4 || 61.5 || 3500 || ~1588 || Type A ||
 * LD-4 || 96.0 || 64.0 || 60.4 || n/a || 5400 || ~2449 || Rectangular ||
 * LD-5 || 125.0 || 64.0 || 60.4 || n/a || 7000 || ~3175 || Rectangular ||
 * LD-6 || 160.0 || 64.0 || 60.4 || 125.0 || 7000 || ~3175 || Type B ||
 * LD-7 || 125.0 || 64.0 || 80.0 || n/a || 13300 || ~6033 || Rect. or Contoured ||
 * LD-8 || 125.0 || 64.0 || 60.4 || 96.0 || 5400 || ~2449 || Type B ||
 * LD-9 || 125.0 || 64.0 || 80.0 || n/a || 13300 || ~6033 || Rect. or Contoured ||
 * LD-10 || 125.0 || 64.0 || 60.4 || n/a || 7000 || ~3175 || Contoured ||
 * LD-11 || 125.0 || 64.0 || 60.4 || n/a || 7000 || ~3175 || Rectangular ||
 * LD-29 || 186.0 || 64.0 || 88.0 || 125.0 || 13300 || ~6033 || Type B ||


 * Replacement parts

(Lighting)** In the fall of 2002, LED airfield lighting products began appearing on taxiways around the world. These products emerged because a new class of very high intensity Light Emitting Diode (LED) light source had been developed. Initially, products were only available for elevated taxiway edge lighting applications. Next, products appeared for in-pavement taxiway centerline/edge and obstruction lighting applications. Not long after, heaters were added to LED products for those airports where snow and ice are a concern. Research is now being conducted to push the envelope using the latest generation of high-intensity LEDs. Elevated L-804 Runway Guard Lights, Medium-Intensity Approach Lights (MALSR), and other applications have all seen various levels of LED development and testing in recent years.

LEDs used in airfield lighting applications, however, are subject to a different, and we think, more difficult environment. Vibration, controlling electronics powered by series circuits, and lightning, all put additional stress on the LED, but these robust, high-intensity light sources are unfazed. The single LEDs used in Siemens Airfield Solutions' (SAS) airfield lighting products have a theoretical average LED life of 100,000 hours under high-intensity conditions and more than 200,000 hours under actual operating conditions. This is because under actual operating conditions, taxiway circuits are most often operated on one of the Constant Current Regulator's (CCR) lower intensity step settings. The mean time between failure (MTBF) of the entire LED fixture with a heater is at least 180,000 operating hours ... more than 20 years if the fixture is operated 12 hours per day.

Therefore, the current conventional lighting systems in many airports cost more than is necessary. Operational costs, maintenance costs, and replacement costs could be lowered by as much as 25% if conventional lighting systems were replaced by LED lighting systems. The implementation of LEDs is a reliable, energy efficient, and cost efficient way of improving and updating airfield lighting. LED lights have a duty life as long as 100,000 hours (compared to 10,000 hours for more conventional light filaments) and can not only reduce replacement costs, but also reduce airport operational delays. The reliability of LED systems will reduce maintenance costs considerably.

Airport ground support equipment (GSE) comprise a diverse range of vehicles and equipment necessary to service aircraft during passenger and cargo loading and unloading, maintenance, and other ground-based operations. The wide range of activities associated with aircraft ground operations lead to an equally wide ranging fleet of GSE. For example, activities undertaken during a typical aircraft gate period include: cargo loading and unloading, passenger loading and unloading, potable water storage, lavatory waste tank drainage, aircraft refueling, engine and fuselage examination and maintenance, and food and beverage catering. Airlines employ specially designed GSE to support all these operations. Moreover, electrical power and conditioned air are generally required throughout gate operational periods for both passenger and crew comfort and safety, and many times these services are also provided by GSE.
 * (Ground Support Equipment)**

When properly maintained and operated, GSE equipment should provide many years of trouble free service. Proper operation should be according to the OEM manual. Longer equipment life, less frequent unscheduled maintenance, and lowest life cycle cost are three good reasons to properly maintain GSE equipment. GSE equipment that hydraulically interfaces with the aircraft, if not properly maintained, could contaminate the aircraft hydraulic system and damage sensitive hydraulic aircraft components. All hydraulic systems require regular maintenance; some only call for checking fluid level and seal integrity. A comprehensive contamination control program should be the foundation of any hydraulic GSE maintenance plan. Development of a contamination program can be broken down into six major steps: 1. A company wide agreement to support this program (financial, training, equipment, material, manual labor). 2. Training for personnel involved (possibly supplied by the equipment manufacturer, Hydraulic Training Center, or School of Engineering). 3. Standards for acceptable level of fluid contamination (airframe manufacturer's recommendation). 4. Baseline testing of all GSE equipment (fluid sample sent to an analysis laboratory, or using a contamination monitor). 5. Equipment or materials acquired to implement program (contamination monitor, sample analysis bottles, improved filtration, contamination removal equipment). 6. Maintenance and testing scheduled (specific intervals for testing and filter replacement, regular evaluation of the program).Many closed systems (no interface with the aircraft hydraulic systems) only require checking fluid levels, inspection for fluid leaks, and visual or infrequent laboratory fluid analysis. Contamination problems in hydraulic GSE fluid can be separated into four major categories: 1. Particles (solid foreign material in the fluid). 2. Water (either in solution or free water). 3. Air (either dissolved or entrained). 4. Chemical (foreign or fluid deterioration). The best offense is a good defense - prevent contaminants from entering the system. Make sure the fluid filler cap is in proper operating condition, and only is removed for servicing the reservoir. Change filters often enough to maintain the required contamination level of the system (or annually as a minimum, more frequently depending on usage). Ensure that the air filter/desiccant is not saturated which could either limit air from exchanging with the reservoir, or allow contaminates to enter the reservoir.
 * Contamination**
 * Particles:** Can cause many types of wear in a system which can lead to component failure. Tight operating clearance components and orifices can stick or plug because of particle contamination - abrasive wear on moving components, edge, or critical surface deterioration.
 * Water:** Moisture can react with almost anything in hydraulic fluids, causing chemical reactions, which can lead to an increase in wear and interference. Water in hydraulic fluids can also promote rust or corrosion through galvanic action. Corrosive wear degrades the surface, bearing fatigue.
 * Air:** Undissolved air can cause premature wear on equipment and pressure changes that compress the air and produce a large amount of heat. Efficiency levels can drop due to the work required to compress the air, and oxidation of metal parts and additives - increased operating temperature, increase in noise level, loss of transmitted power.
 * Chemical:** Incompatible fluids entering the hydraulic system, cleaning solvent residue not removed during component maintenance, or chemical reaction with components (hose material, plated component, elastomer material). Thermal damage, excessive mechanical shear, and additive deterioration are other examples. - viscosity variance, fluid additive breakdown.
 * Prevention**

As airlines continue to go through a very challenging period; they are faced with many cost pressures, compliance issues, and operational challenges caused by competition and growth in the industry. Ground support equipment (GSE) operations are an area impacted by these challenges, including the rising cost of fuel and pressure to reduce air pollutants in many of the cities airlines operate in. This is especially true in Environmental Protection Agency (EPA)-designated non-attainment cities. Many airlines, power utilities, and other GSE industry stakeholders are examining the cost-effectiveness of utilizing electric ground support equipment (eGSE) versus gasoline and diesel-fueled internal combustion engine (ICE) alternatives.
 * Adapting to New Engine Technology**

Continental Airlines (CAL), the fifth-largest U.S. airline, began testing electric ground support equipment (GSE) in 2000 and introduced the technology to its fleet in 2001 in southern California and Houston (IAH). CAL’s decision to introduce electric equipment was prompted by its commitment to efficiency, environmental regulations, and employee health and workplace concerns. Like all U.S. airlines, CAL must meet environmental and air quality regulations and is seeking strategies to reduce emissions from its operations around the country. Electric GSE reduces the airline’s overall emissions profile. Additionally, the airline sought to reduce employee exposure to fumes from diesel bag tugs, propane forklifts and other gasoline powered equipment that operates in the bag room and cargo facilities. By replacing much of the diesel and propane equipment with electric GSE, the airline has minimized emissions in these enclosed employee work areas. Noise from internal combustion engines in the bag room and other operating areas was another employee workplace concern, and the quiet operation of electric GSE is a positive attribute.
 * Utilization of Electric GSE**

Interest in using radio frequency identification (RFID) technology in warehouse and distribution operations is at an all-time high.Wireless identification and tracking with RFID represents a new way to conduct operations, which creates new benefits and challenges. RFID is wireless technology that links "tags" (transponders) with "readers" (receivers). The tags contain information that can be read by a reader in range. For example, if you flip through a new book, a small, shiny square may fall out from between the pages; were someone to walk out of the store without paying, that little square--an RFID tag--could alert the staff. media type="youtube" key="4Zj7txoDxbE" height="385" width="480"
 * New Technology - Radio Frequency Identification (RFID)**

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= = =LEADERSHIP= Facility Operations director [|**1 of 2 »**]
 * BUILD-TO-SUIT & SPEC BUILDINGS - ON AIRPORT PROPERTY**
 * PHASE 1:** 72,000 SF Spec Building - Runway Access
 * Location:** Chicago Rockford International Airport Rockford, Illinois
 * Total Building Size (Phase 1):** 72,000-SF
 * Clear Height:** 28' clear
 * Electrical:** 1200 Amps, 480/277 volts
 * Parking:** 100 cars - Expandable
 * Drive-In Doors:** 4 grade level 16' x 20' doors
 * Exterior Truck Docks:** 20 Exterior, fully equiped
 * Aircraft Parking:** To suit

=PERSONNEL= There are a myriad of personnel that work full time, part time, temporary, or contractual at airports both large and small. Each position fills a service needed for the day to day and long term operations. Some of the varied positions include director level jobs or appointments: Airport, Marketing, Maintenance, Safety and Security, Operations, and Finance. All of these positions will mainly have a staff that reports directly to them. Each job field is no important than the other. Rather, each brings its own specialties, and combined, provide a synergistic approach to the overall operations. flat

= = = = = = =FACILITIES= Technological changes impacted over the location, design and operation of distribution centers; the facilities handling the requirements of modern distribution. They tend to consume more space, both from the site they occupy and the building area. From a locational standpoint, distribution centers mainly rely on trucking, implying a preference for suburban locations with good road accessibility supporting a constant traffic. They service regional markets with a 48 hours service window on average, implying that replenishment orders from their customers are met within that time period. They have become one story facilities designed more for throughput than for warehousing with specialized loading and unloading bays and sorting equipment. Cross-docking distribution centers represent one of the foremost expressions of a facility that handles freight in a time sensitive manner. Another tendency has been the setting of freight distribution clusters where an array of distribution activities agglomerate to take advantage of shared infrastructures and accessibility. This tends to expand the value-added areas performed by logistics.

Logistics has a distinct geographical dimension, which is expressed in terms of **flows**, **nodes** and **networks** within the supply chain. Space / time convergence, a well known concept in transport geography where time was simply considered as the amount of space that could be traded with a specific amount of time, including travel and transshipment, is being transformed by logistics. Activities that were not previously considered fully in space / time relationships, such as distribution, are being integrated. This implies an organization and synchronization of flows through nodes and network strategies: Since cities are at the same time zones of production, distribution and consumption, the realm of city logistics is of growing importance. This issue is made even more complex by a growing dislocation between production, distribution and consumption, brought by globalization, global production networks and efficient freight transport systems (increasingly by logistics).
 * Geography of Freight Distribution**
 * **Flows.** The traditional arrangement of goods flow included the processing of raw materials to manufacturers, with a storage function usually acting as a buffer. The flow continued via wholesaler and/or shipper to retailer, ending at the final customer. Delays were very common on all segments of this chain and accumulated as inventories in warehouses. There was a limited flow of information from the consumer to the supply chain, implying the producers were not well informed (often involving a time lag) about the extent of consumption of their outputs. This procedure is now changing, mainly by eliminating one or more of the costly operations in the supply chain organization. Reverse flows are also part of the supply chain, namely for recycling and product returns. An important physical outcome of supply chain management is the concentration of storage or warehousing in one facility, instead of several. This facility is increasingly being designed as a flow and throughout-oriented distribution center, instead of a warehouse holding cost intensive large inventories.
 * **Nodes and Locations**. Due to new corporate strategies, a concentration of logistics functions in certain facilities at strategic locations is prevalent. Many improvements in freight flows are achieved at terminals. Facilities are much larger than before, the locations being characterized by a particular connection of regional and long-distance relations. Traditionally, freight distribution has been located at major places of production, for instance in the manufacturing belt at the North American east coast and in the Midwest, or in the old industrialized regions of England and continental Europe. Today, particularly the large-scale goods flows are directed through major **gateways and hubs**, mainly large ports and major airports, also highway intersections with access to a regional market. The changing geography of manufacturing and industrial production has been accompanied by a changing geography of freight distribution taking advantages of intermediary locations.
 * **Networks.** The spatial structure of contemporary transportation networks is the expression of the spatial structure of distribution. The setting of networks leads to a shift towards larger distribution centers, often serving significant trans-national catchments. However, this does not mean the demise of national or regional distribution centers, with some goods still requiring a three-tier distribution system, with regional, national and international distribution centers. The structure of networks has also adapted to fulfill the requirements of an integrated freight transport demand, which can take many forms and operate at different scales. Most freight distribution networks, particularly in retailing, are facing the challenge of the "Last Mile" which is the final leg of a distribution sequence, commonly linking a distribution center and a customer (store).

=(Physical) Distribution= flat

= = =DISCUSSION:Chicago Rockford Air Cargo Center=

Physical distribution is the activities concerned with efficient movement of finished goods from the end of the production or sorting operation to the consumer. Physical distribution takes place within numerous distribution channels, and includes such important decision areas as customer service, inventory control, materials handling, protective packaging, order procession, and transportation. Physical distribution is part of a larger process of integrated logistics which includes inbound logistics and material management.
 * //General Background What is the subsection of logistics?//**

//**How does it relate to the other two subsections?**// Physical distribution can be viewed as a system of components linked together for the efficient movement of products, and is the final process in the integrated systems chain. These components are customer service, packaging, material handling, and transportation.

//**Specific details How do the concepts relate the Air Cargo Center in terms of Airport Safety and Certification?**// Physical distribution ends when the unit or parcel being delivered has been processed through the logistics chain and arrives with the consumer. Safety should be the primary goal of any facility engaging in the various logistics function and therefore, should have a system of processes and improvements for complying with all OSHA and company safety rules and regulations. Signs, lighting, cleared areas, and defined movement/non-movement areas are just a few when looking at just the ramp. Eye and ear protection would be the basics for any employee working at an air cargo facility, and involved with the packing, sorting, material handling, and transportation within the ream of physical distribution. Certification looks at the requirements for the physical structures (buildings), roads, security gates, and commercial drivers certificates for land-side operations. Airfield side would consist of proper lighting, striping, signage, and pilot certificates for air-side operations.

Since much of physical distribution involves accuracy and time-management, regular maintenance and software updates on the scanner system should be done in order to reduce the possibility of down-time and the need to enter data manually. Another system that could be utilized is a system that can be used plant-wise as well as any other production units in the world. This system, such as Lighthouse Systems Shopfloor Online, would incorporate manufacturing operations as well as customer complaints/concerns, all in an effort to reduce spoilage and downtime, and improve performance and on-time delivery. A reminder system of when each employee received their specific training could also be put into place. This could then provide employer/employees a sufficient window so that the employee is able to get recertified or retrained when needed and not allow their certification to lapse because should it lapse, that person may be removed from the manufacturing floor/operations until proper documentation is obtained, which could then contribute to down-time, performance, or on-time delivery.
 * Recommendations What recommendations can be made from the research?**