Creating and maintaining order, item activity and planning reports to identify root causes of process impediments and breakthrough opportunities for improvement is the principle of .

   Warehouse performance, practices, and operating infrastructure against world-class standards to determine gaps, to quantify opportunities for improvement, and to estimate the affordable investment in new material and information handling systems is the principle of .

Reconfiguring warehouse processes by eliminating and streamlining as much work content as possible is the principle of .

To computerize and mechanize is the principle of .

By involving warehouse operators in redesigning warehouse processes, by developing team and individual performance goals and by implementing ergonomic improvements in every manual activity in the warehouse is the principle of .

The orderly receipt of all materials coming into the warehouse, providing the assurance that the quantity and quality of such materials are as ordered, and distributing materials to storage or to other organizational functions requiring them is the function of .

When products are received in bulk from a supplier and subsequently packaged singly, in merchandisable quantities, or in combinations with other parts to form kits or assortments is the function of .

The act of placing merchandise in storage, and includes material handling, location verification and product placement is the function of .

   The process of removing items from storage to meet a specific demand and is the basic service of the warehouse to their customers and the function that most warehouse designs are based is the function of .

An optional step after the picking process where individual items or assortments are containerized for more convenient use is the function of .

The process of batch picks into individual orders and accumulation of distributed picks into orders is the function of .

Checking orders for completeness, packaging merchandise in appropriate shipping containers, preparing shipment documents, including packing list, address labels and bills of lading, loading trucks, accumulating orders by outbound carrier, and weighing shipments to determine shipping charges is the function of .

The systematic analysis of item and order activity is .

Activity profiling process is designed to quickly identify of material and information flow problems, to pinpoint major opportunities for process improvements, and to provide an objective basis for project-team decision making.

When material and information flows through a warehouse it will facilitate excellent .

When we are designing a warehouse operations we must understand the profile of .

Three warehousing operation strategies; family mix, handling unit, and order increment are examples of .

When the overall operating strategy of the warehouse is dictated by the order mix, from items from multiple families of items is call .

In some warehouses, pallet and case picking are performed out of the same item location, aisle, and/or area of the warehouse, with full/partial pallet mix we try to determine if we need separate areas for pallet picking and case picking.  This is an example of .

When we determine if we should create separate areas of full and broken case picking, this is an example of .

In the popularity distribution we want our items , .

When 10 percent of the most popular items represent 70 percent of the picking activity we call this .

The most revealing distribution for determining storage mode and space allocation decisions is the or .

The cube movement distribution indicates the that fall into pre-specified cube-movement ranges.

The item-family inventory distribution is not very useful for because the information is not presented in material handling terms.

The peaks and valleys in inventory levels as well as receiving, shipping and returns activity indicates .

Hourly peaks and valleys in receiving, storage, picking, and shipping activity indicates .

Material handling systems should be designed for , and represent opportunities for shift staggering and inter-department workforce shifting.

When we set performance, practice, and infrastructure goals for the warehouse operations we are setting .

When you measure and benchmark warehouse performance you need to set at or above world-class standards.

  Benchmarking and goal setting processes yields an estimate of an annual benefit related to the .

  The process of benchmarking was popularized by the in the late 1980’s and has been successfully applied to a variety of business functions and industries.

External benchmarking the firm’s industry.

Competitive benchmarking looks a firm’s conducting business in the .

The performance of the warehouse operation determines the of the operation.

If the private warehouse is not with potential third-party providers, then the private operator should reconsider its justification for being in the warehousing business.

The most popular and traditional warehouse performance measure is .

The ratio of the output of a resource to the inputs required to achieve that output is the formal definition of .

Labor, space, material handling systems and warehouse management systems are the key assets in the warehouse used to monitor and .

    the ratio of the amount of inventory storage capacity to the square footage in the warehouse.

The best warehouse operators in Japan have an accuracy at or near .