36W79719R0001-0003005.pdf

DEPARTMENT OF VETERANS AFFAIRS

DEPUTY ASSISTANT SECRETARY FOR ACQUISITION AND MATERIEL MANAGEMENT

WASHINGTON DC 20420

IL 90-96-4

AUG 0 9 1996

OFFICE OF ACQUISITION AND MATERIEL MANAGEMENT INFORMATION LETTER

TO: Directors, VA Medical Center Activities, Domicillary, Outpatient Clinics; Natiorial Cemetery Service; VA Service and Distribution Center; SomervillE? Asset Management Service; Denver Distribution Center; and Associate Deputy Assistant Secretary for the National Acquisition Center, Hines, IL

SUBJ: Materiel Handlers Training Guide

1. The Materiel Handlers Training Guide, TG-90-1, is intended for u·s~.-as a training and day-to-day reference guide for personnel involved in materiel management: ·shipping, receiving, storage, and distribution. It contains information and procedures relevant to the management and physical movement of supplies and equipment.

2. The manual is the result of collaborative efforts of VA medical center and Central Office personnel experts in the field of materiel management It wascgnqelved with' the purpose of improving efficiency, accuracy, safety, and standardization of rn·ateriel handling procedures within the VA facility environment. It contains a section for insertion of local policies and procedures to allow it to adapt to all types of facilities.

3. Please distribute this copy to the service involved in storage, qistrib~tion, receiving, or distribution functions. Additional copies of this training guide are ·available from the Forms and Publications Depot.

4 Questions regarding the manual should be addressed to Mr. Frederick Martinez at

(202) 273-6119.

Attachment

Distribution: RPC 7060

SS: {97A)

MATERIEL HANDLERS TRAINING GUIDE

Welcome to the dynamic world of modem materiel management, where advancements in technology and techniques are continually changing the logistics environment within Department of Veterans Affairs medical facilities. Warehousing and storage functions (stocking of supplies) are components of the VA logistic (materiel ma1:1agement) system.

Dramatic advancements have affected materiel management; electronic mail/transfers, Haz-mat awareness, OSHA safety requirements, the Federal Acquisition Streamlining Act (FASA), Prompt Payment Act, ergonomic principals and equipment, and scanning systems, not to mention the requirement to provide maximum responsiveness to Veteran's needs.

Today's materiel management operations are far more complex than those of the past.

Contemporary materiel management must incorporate an evolutionary flow-through concept to change the emphasis from inventories at rest to supplies in motion. This concept requires emphatic changes in attitude and procedures to accommodate increased activity.

There will always be a need to maintain inventories at facilities; taking advantage of purchase discounts; avoiding the high cost of freight charges associated with receiving small shipments verses bulk packaging; providing better management and utilization of storage space at the facility. The challenge facing materiel management today is the innovative theory of an accelerated inventory that reduces the capital investment tied up in storing supplies for long periods.

The function of the materiel handler I manager I supervisor has changed to one whose ultimate objective is to place the right merchandise at the right place, in the right quantities, in the right condition, at the right time, for the right price. To be efficient is no longer enough, today the materiel handler /manager must be effective in prompt, systematic inspections of incoming freight, staging, processing, handling, inventorying, space layout planning, distributing of the facilities needed supplies and goods, as well as possess the desire to resolve receipt and distribution discrepancies

This manual is the result of collaboration between several technical experts who unselfishly gave their time and efforts to develop this procedure manual. Their input and expertise have been invaluable. We wish to thank them individually for their participation:

Task Force Members:

Frederick R. Martinez, Chairperson· Storage Specialist Distribution Programs Division VA Central Office

Clarence L. Beck Chief, Storage and Distribution Tuscaloosa, AL

Martin Flaherty Chief, Storage and Distribution Wilkes-Barre, PA

Ronald E. Fleck Chief, Storage and Distribution Minneapolis, MN

Dorothy M. Wells Chief, Storage and Distribution San Francisco, CA

This manual is a collection of fundamental principles, methods, procedures, techniques and operating practices that are currently being applied at VA facilities. The manual is provided primarily as a reference to stimulate resourcefulness and encourage experimentation. It was designed to adapt to new concepts and developments and is arranged to allow room for insertion or removal of pertinent information materiels as required.

Suggestions and comments on covering this manual are welcome for the purpose of enhancing its \'alue. They should be directed to the Office of Acquisition and Materiel Management (90), Department of Veterans Affairs, 810 Vermont Avenue, NW, Washington, DC 20420.

TABIE~

CHAPTER 1. STRATEGIC PLANNING PAGE

01. General ....................................................................................................... 1-1

02. Maximizing Production ................................................................................. 1-2

03. Training ..................................................................................................... 1-4

04. Functional Elements ................................................................................. 1-4

05. Motivating Employees ................................................................................. 1-5

06. Customer Satisfaction ................................................................................. 1-7

07. Quality Assurance Program ........................................................................ 1-8

08. Technical Review Checklist.. ...................................................................... 1-9

CHAPTER 2. WAREHOUSE REQUIREMENTS PAGE

01. General ....................................................................................................... 1-11

02. Document Control ....................................................................................... 1-12

03. Warehouse Space and Facilities Data Report ............................................ 1-13

04. Warehouse Space Format. ......................................................................... 1-13

05. Posting Current Space/Floor Load Plans ................................................... 1-13

06. Security Control .......................................................................................... 1-13

07. Deterioration/Infestation Protection ............................................................ 1-15

08. Property Withheld From Issue .................................................................... 1-16

09. Smoking, Eating and Drinking Restrictions ................................................. 1-16

10. Standard Housekeeping Practices ............................................................. 1-17

11. Equipment Maintenance ............................................................................. 1-17

CHAPTER 3. MATERIEL HANDLING TECHNIQUES PAGE

01. Gene~.:::! ...................................................................................................... 1-19

02. Entering Commercial Vehicles ................................................................... 1-21

03. Central Receiving ...................................................................................... 1-22

04. Storage Space Floor Plan/Floor Load ....................................................... 1-22

05. Location Codes .......................................................................................... 1-23

06. Commodity Locations ................................................................................ l-23

07. Functional Space Breakdown .................................................................... 1-24

08. Facility Space Allocations .......................................................................... 1-30

09. Clean Storage Areas ................................................................................. 1-31

10. Storage Aids (Pallets, Skids, and Crates) .................................................. 1-31

11. Diagonal Bulk Storage System .................................................................. 1-32

12. Storage Shelving/Bins ............................................................................... 1-33

13. Material Handling Equipment ..................................................................... 1-34

CHAPTER 4. SAFETY PAGE

01. General ....................................................................................................... 1-37

02. Hazard Assessment .................................................................................... 1-38

03. Hazardous Material Preparedness ............................................................. 1-39

04. Safety Elements .......................................................................................... 1-39

05. Safe Work Practices ................................................................................... 1-40

06. Safety Rules ............................................................................................... 1-40

07. Personal Protective Equipment (PPE) ........................................................ 1-41

08. Proper Lifting Techniques ........................................................................... 1-43

09. Egress (Passage) ....................................................................................... 1-44

10. Spill Kits ...................................................................................................... 1-44

11. Emergency Eye Wash/Shower Units .......................................................... 1-45

12. Hazardous Commodities (MSDS's) ............................................................ 1-46

13. Posting of Emergency Signs, Warning Labels and Markings ..................... 1-47

14. Fire Protection (Flammables/Combustibles) ............................................... 1-48

15. Liquid Gases ............................................................................................... 1-50

16. Forklift Safety/Certification .......................................................................... 1-51

CHAPTER 1. RECEIVING OPERATIONS PAGE

01. General ....................................................................................................... 11-1

02. Obligations/Unloading Trucks and Hours of Operation .............................. 11-2

03. Inspection of Freight (Inbound) ................................................................... 11-2

04. Receiving (lnchecking) Items ...................................................................... 11-4

05. Processing Receiving Reports ... : ................................................................ 11-5

06. Equipment Inspections ............................................................................... 11-6

07. Contingency Plan ........................................................................................ 11-7 ii

08. Discrepancies (OS&D's) ............................................................................. 11-7

09. Processing Freight Claims .......................................................................... 11-10

10. Receipt of Radioactive Material .................................................................. 11-12

11. Receipt of Cytotoxic (Anti-neoplastic) Drugs .............................................. 11-13

12. Receiving Controlled/Sensitive and Perishable Items ................................ 11-15

13. Receipt of Research Animals and Non-VA Property .................................. 11-15

14. Pending Delivery File ................................................................................. 11-16

CHAPTER 2. DISTRIBUTION PAGE

01. General ...................................................................................................... 11-17

02. Rapid Response Plan ................................................................................ 11-18

03. Service ....................................................................................................... 11-18

04. Delivery Staging Area ................................................................................ 11-18

05. Prioritizing and Loading ............................................................................. 11-19

06. Emergency Deliveries ................................................................................ 11-19

07. Delivery of Sensitive Items ........................................................................ 11-19

08. Executing Delivery ..................................................................................... 11-19

09. Completing the Delivery ............................................................................. 11-20

10. Departmental Rejections ............................................................................ 11-20

11. Assembly of ltems ...................................................................................... 11-21

12. Total Inventory Control .............................................................................. 11-21

13. Controlling Infection Through Distribution ................................................. 11-22

14. Department Identification Listing ............................................................... 11-23

CHAPTER 3. WAREHOUSING PAGE

01. General ....................................................................................................... 11-25

02. Protection of Supplies ................................................................................. 11-26

03. Bulk Supplies .............................................................................................. 11-27

04. Honeycombing ............................................................................................ 11-28

05. Storage of Short and Small (Bulk) Lots ...................................................... 11-28

06. Storage of Loose-Issue Supplies ................................................................ 11-28

07. Basic Stocking Principles ........................................................................... 11-29

08. Efficient Storage ......................................................................................... 11-30

09. Bottom Pallet Rack Storage ........................................................................ 11-31

10. Non-Issuable ............................................................................................... 11-32

11. Stock Picking Methods ............................................................................... 11-32

12. Inventory Principalsn-echniques ................................................................. 11-33

13. Inventory Procedures .................................................................................. 11-34

14. Bar-coding .................................................................................................. 11-36 iii

CHAPTER 1. SHIPMENTS PAGE

01. General ...................................................................................................... 111-1

02. Packing Regulations and Policies ............................................................. 111-2

03. Basic Packing Principles ........................................................................... 111-3

04. Prevention of Common Types of Damage ................................................. 1111-5

05. Packing (Shipping) Containers ................................................................... 111-6

06. Strapping of Shipping Containers .............................................................. 111-8

07. Cushioning Materials ................................................................................. 111-10

08. Packing of Loose Items .............................................................................. 111-12

09. Marking and Labeling Shipments .............................................................. 111-14

10. Girth and Weight ....................................................................................... 111-17

11. VA Form 222 ............................................................................................ 111-17

12. VA Form 134 .............................................................................................. 111-18

13. Shipments Using Government Bill Of Lading ( GBL) .................................. II 1-18

14. Return Authorization .................................................................................. 111-18

15. Labeling and Packing Slips ....................................................................... 111-19

16. Security Shipments .................................................................................... 111-19

17. Shipment Log (Out-bound Register) .......................................................... 111-19

18. Burial Flags ................................................................................................ 111-20

19. How Does Your Shipping Operation Measure Up? ..................... , ............. 111-20

CHAPTER 2. TURN-IN,S PAGE

01. General ....................................................................................................... 111-23

02. Processing Turn-In's ................................................................................... 111-23

03. Property Condition Codes ........................................................................... 111-23

04. Salvage and Scrap ..................................................................................... 111-24

CHAPTER 3. SIL VER COLLECTIONS PAGE

01. General ....................................................................................................... 111-25

02. Central Recovery ........................................................................................ 111-25

03. Electric Plating System ............................................................................... 111-26

04. Protective Attire .......................................................................................... 111-26 iv

05. Special Requirements ................................................................................. 111-27

06. Silver Recovery Unit Operating Instructions ............................................... 111-27

07. Scrap X-Ray Film ........................................................................................ lll-28

CHAPTER 4. GAS CYLINDERS PAGE

01. General ...................................................................................................... 111-29

02. Storage and Transportation ....................................................................... 111-30

03. Gas Product Groups .................................................................................. 111-32

04. Inventory and Demurrage ............................................................. ." ............ 111-34

05. Cylinder Certification ................................................................................. 111-34

06. Cylinder Size/Types/Identification ............................................................. 111-35

07. Gas Characteristics ................................................................................... 111-35

08. Disposal of Gases ...................................................................................... 111-42

09. Equipment. ................................................................................................. 111-43

CONTENTS PAGE

01. Local Policies/Procedures .......................................................................... IV-1

02. Emergency Phone Numbers ....................................................................... IV-3

03. Fund Control Listing ................................................................................... IV-4

04. Frequently Used Telephone Numbers ........................................................ IV-5

APPENDIX A PAGE

Glossary of Terminology ................................................................................... A-1 v

APPENDIX B PAGE

01. Illustration No. 1. Training Attendance Record ..................................... 8-1

02. Illustration No. 2. Materiel Storage Checklist ........................................ 8-2

03. Illustration No. 3. Housekeeping Checklist ........................................... 8-3

04. Illustration No. 4. Materiel Handling Checklist ...................................... B-4

05. Illustration No. 5 Training and Strategy Checklist.. .............................. B-5

06. Illustration No. 6. Space Allotment Format ............................................ B-6

07. Illustration No. 7. Monthly Equipment Maintenance Report .................. 8-7

08. Illustration No. 8. Warehouse Space Layout ........................................ 8-8

09. Illustration No. 9. Pallet Styles .............................................. .' ............... B-9

10. Illustration No. 10. Pallet PlacemenULoad Designs ................................ B-10

11. Illustration No. 11. Bulk Storage Patterns ............................................... 8-15

12. Illustration No. 12. Material Handling Equipment.. .................................. 8-16

13. Illustration No. 13. Packing/Shipping Materials ...................................... 8-24

14. Illustration No. 14. Packing/Shipping Methods ....................................... 8-26

15. Illustration No. 15. Lifting Procedures ..................................................... B-27

16. Illustration No. 16. Lifting Quiz ................................................................ B-28

17. Illustration No. 17. Fire Hazard Concerns ............................................... B-29

18. Illustration No. 18. Receipt Verification Checklist ................................... 8-30

19. Illustration No. 19. Standardized Department Listing .............................. 8-31

20. Illustration No. 20. Cylinders ................................................................... 8-32

21. Illustration No. 21. Completed Purchase Listing ..................................... 8-33

22. Illustration No. 22. Units .......................................................................... 8-34

23. Illustration No. 23. Metric Symbols .......................................................... 8-35

24. Illustration No. 24. Cylinder Demurrage Registers .................................. B-36

25. Illustration No. 25 Calculation Table ...................................................... 8-38

APPENDIX C PAGE

01. H-08-9 Space Criteria ............................................................................... C-1

02. H-08-3 VA Physical Security Requirements and Options ......................... C-13 vi

CHAPTER 1. STRATEGIC PLANNING

Contents para.

General ......................................................................................... ~ ................ 1-01 Maximizing Production ................................................................................ 1-02 Training ......................................................................................................... 1-03 Functional Elements .................................................................................... 1-04 Motivating Employees .................................................................................. 1-05 Customer Satisfaction ............................................ a •••••••• ililli&••aaaaa111a11D•••1111001111a11111• 1-06 Quality Assurance Program ........................................................................ 1-07 Technical Review Checklist ......................................................................... 1-08

1-01. GENERAL

Strategic planning is used to organize and plan daily and long-term activities to maximize production and efficiency. It is the way to communicate expectations of the operation to fellow workers and improve morale and high performance. As in any game plan, the techniques used in engineering the plays, setting goals, mobilizing and motivating the team, and the relentless drive forward are what leads to a win.

All m.:,. ·ariel management personnel should become familiar with the best handling, storing, and distribution techniques to achieve the reputation of being experts in their field. As a materiel manager or handler, you should be able to offer appropriate solutions to users regarding all aspects of the facilities logistics system. The ability to have staff effectively communicate with other employees, top management, and customers can be achieved with a continuous training program.

The ideal situation in any organization is to have thoroughly trained personnel.

Employees need to know the value of their individual jobs and exactly how their position fits into the complete organization. Attaining this goal in today's complicated and changing environment is very difficult, yet l1 is one which we must constantly strive for if we are to have an efficient, flexible, and successful organization. To stay abreast, we need to encourage new ideas.

1-1

MATERIEL HANDLER TRAINING GUIDE

\1\1/1;;

~~ Ideas can flow up as well as down and very often do, as the person doing the _..:::.-\ /'- work is perhaps in the best position to develop improved methods or see the c~ necessity of a change in procedures.

Stimulate interest and encourage employees to participate in management discussions.

It is a means of providing individuals an opportunity to suggest improvements in procedures. It invites the attention of supervisors to employees who are constantly striving to increase the efficiency of the organization. It is a morale builder of major importance.

The suggestion program should be brought to the attention of every employee, and participation should be encouraged. Their ideas must be treated expeditiously, fairly, and without prejudice. It may be necessary to explain to employees the type of subject matter that should be submitted, but they should always be encouraged to submit suggestions.

1e02. MAXIMIZING PRODUCTION

1. Production Standards. Production is contingent upon the establishment of standards of periormance. The following basic criteria are essential to achieving maximum productivity in any operation:

a. Select qualified workers.

b. Train all workers.

c. Keep all workers informed of established production standards.

d. Provide adequate leadership for every operation by keeping abreast of who knows their job and by teaching them how to instruct others.

e. Use standardized methods as the best way to accomplish a job by applying the simplest, easiest, and most economical means from the standpoint of man-hours and equipment.

f. Reduce operations to routine, where practicable.

g. Use statistics, charts, and graphs to show daily work accomplishments, operational trends, and work goals at both the functional and individual employee levels. Visual aids give information quickly, foster competition, and point out weak spots and deficiencies that require attention.

h. Discuss with employees their production goals versus the established standards.

1-2

i. Provide incentives.

j. Provide proper equipment.

2. Performance Measurements. Production records are essential as a management tool. They should be designed with a view to obtaining the following types of production information without burdening personnel disproportionate of the benefits to be derived:

a. Total pieces and tonnage received during day or month.

b. Total line items received.

c. Total line items shipped.

d. Total documents processed.

e. Total line items issued.

f. Total amount of tum-ins processed.

g. Customer feedback.

h. Timeliness (on-time deliveries, receipts, etc.)

3. Production. Periodically analyze production records to determine efficiency of current operations. The review should cover such basic factors as:

a. Where do backlogs exist?

b. Where is work load light in terms of assigned personnel?

c. Which individuals are failing to meet production standards and why?

d. Which individual employees are not meeting their work performance standards?

e. When did production start falling behind schedule, and were there any personnel changes at the time?

f. Where has production adversely changed or declined sharply?

1-3

1-03. TRAINING

All managers, as well as every employee in the organization, should assume direct responsibility for participating, initiating, directing, and conducting training that pertains to the operation and function of the facility.

Training is more effective when it is performed as part of operations and not considered as being disconnected from the job. Personnel responsible for operations must have the confidence of their associates and subordinates. Training should be considered by supervisors as an integral part of the daily work load. If left to one's own devices, each person learns something each day and develops a little more in the abilities required to do the job. However, learning by "chance" or development by trial and error is costly both in time and mistakes made.

Systematic training organizes the learning and development processes and reduces learning time, accidents, and wasted material. The following topics are recommended training programs:

01. Safety

02. Receiving

03. Shipping Methods

04. Storage Techniques

05. Distribution Techniques

06. Tum-In Procedures

07. Silver Recovery

08. Demurrage

09. Computer Skills (GIP)

10. Infectious Control

11. Security

12. Customer Satisfaction

13. Inventory Management

14. Materiel Management Manual

15. Packaging Calculations (See Illustration No. 23)

Illustration No. 1, Training Attendance Record is provided to use to record all training as outlined in VA Handbook 7128, Storage and Distribution.

1-04. FUNCTIONAL ELEMENTS

1. The following principles of materiel handling govern any organization, regardless of its size:

a. Specific functions should be assigned to each operating activity.

b. Responsibilities of assigned personnel must be clear-cut and well understood.

In order to avoid dissension, misunderstanding, and loss of efficiency, a printed outline of the various organizational functions should be distributed to those concerned. It will

1-4 provide a direct line .::f authority and responsibility indicated by·classification, employee responsibilities, and reporting obligations.

c. Authority should be delegated, commensurate with responsibility, to unit teams and individuals performing the actual work, but only to the extent that policy and procedure control remain unhampered.

d. Comprehensive supervision should be maintained.

e. All instructions and information should be channeled through organizational lines.

2. Although assignment of personnel to functional areas and related ·units may be on a temporary basis, each employee should be trained in all phases of activities and operations to provide sufficient flexibility during peak loads, absenteeism, etc.

Efficient and economical storage operations can be maintained only through intelligent and well-planned use of both labor and equipment. Due to the daily fluctuations in the facility logistical environment, it is essential that all functional elements under direct control of the manager or supervisor ensure equitable distribution of labor and equipment required by the operation. They should also establish methods for alternate resources or labor pool, e.g., contract labor services, student (stay-in-school) programs, Compensated Work Therapy (CWT).

1-05. MOTIVATING EMPLOYEES

Within every successful person, self motivation is the driving force behind their success.

Sometimes, we may find it difficult to identify self motivation within ourselves, yet most of us seem to come through when we need to.

Usually the most difficult motivation to find is in others. Millions of dollars have been invested in behavioral research to motivate others.

Methods vary, but to inspire others or to get things done through others is an art.

A SUCCESSFUL

PERSON IN AN

ORGANIZATION

IS MOTIVATED

A SUCCESSFUL

ORGANIZATION '

IS MOTIVATED

PEOPLE

The art of motivating people requires tact, psychological insight, and correctly applied manipulation skills. By following these simple rules, it is easier to motivate others whether it is someone you work with, a family member, or someone on your softball team.

1-5

• Use appropriate methods of reinforcement.

People will modify their behavior in anticipation of positive and rewarding consequences.

• Ensure thev have both responsibilitv and accountability.

Most people will welcome accountability as long as it corresponds with their responsibility.

Empower them to be responsible.

• Make sure that thev are aware of how their tasks relate to your goals.

A few extra minutes of explanation can increase productivity tremendously.

• Clarifv your expectations and make sure that they understand them.

If your expectations are unclear, others can easily become frustrated.

• When designing tasks, always keep in mind the working environment of the employee you are trying to inspire as well as their needs.

You should make sure that their working conditions reflect their basic needs for affiliation, approval, and achievements.

1-6

• Help eliminate barriers thev encounter.

Many who are labeled "failures" or "incompetents" have been hindered by relatively minor obstacles that have not been recognized.

• Display confidence.

A measure of faith in their potential usually pays off in positive performance.

• Let them participate in decision-making that affects them.

Nothing tends to inhibit motivation like a feeling of "inadequacy." People who are not given the opportunity to decide issues for themselves tend to become passive and lethargic.

• Serve as an example.

Your behavior and attitude should exemplify an optimistic approach to anything.

• Recognize improvements in performance no matter how small.

This is especially important when the person that you are trying to motivate is tackling new tasks.

• Provide immediate and appropriate performance feedback.

Negative feedback should never be given unless accompanied by suggestions for improvement.

• Handle problems and complaints before thev get blown out of proportion.

Others often feel slighted when their problems are not taken seriously.

• Last. but most important, eliminate threats and unnecessary punishments.

Deserving compliments and honest praises bestowed by someone in authority is carried twice as far.

Can your department uee a litUe motiYation?

1·06. CUSTOMER SATISFACTION

If you wish your merit to be known, acknowledge that of others.

1. Customer satisfaction is the key element to the success of any organization. The service provided is constantly evaluated by customers. While customers may not always be right, they are always the customer. It is imperative that a organization continually provide good customer service.

Gen~rally, customer satisfaction is not thought of until incidents of a negative nature arise. It is said that a satisfied customer shares their satisfaction with 8 others while a unsatisfied customer tells 22 others. This condition can be reversed with an aggressive program of customer satisfaction techniques that includes periodic and regular customer surveys.

2. Customer surveys provide an excellent line of communication necessary to identify areas that may pose a problem. Materiel management personnel should always maintain an open line of communication with customers and generate corrective action as soon as possible to ensure that the needs of customers are met.

Customer surveys should determine if existing instructions, regulations, and customer principles are in place. Surveys should involve the manager as well as those who come in constant contact with the customers. They should not be complicated or time consuming but focus on specific data that will improve negative situations, reinforce commitment to customer satisfaction, and improve methods and procedures while

1-7 ensuring customers do not take advantage of your purpose. The following are customer satisfaction techniques that everyone can use:

a. Maintain a positive and pleasant personality.

b. Answer the telephone promptly.

c. Make an honest effort to answer questions, even if they seem trivial. If you do not have an answer, let the customer know you will get back with them as soon as you can. When you tell someone you will get back with them, make sure you do it. It is frustrating for a customer to call and be told that they have to call someone else within the service to get help.

d. Assume responsibility and avoid passing the buck or using the phrase "It's not my job." Help guide them in the right direction.

e. When making deliveries, do not linger in the area. Never become a nuisance.

f. Conduct yourself professionally.

g. Maintain a professional appearance by being well groomed. While at times this may be difficult depending on the current job being performed, keep an extra set of clean clothing available. Even if we believe it is no one's business how we look, we are part of an organization and must take pride in ourselves. Remember, the first impression made is the lasting impression.

h. Use good etiquette.

i. Share customer issues with fellow workers.

j. Handle unpleasant situations tactfully and promptly.

1-07. QUALITY ASSURANCE PROGRAM

Periodic onsite technical reviews of operations should be conducted as a management tool for ensuring quality assurance. Managers can determine the extent to which instruction, regulations, and operational procedures are being carried out. Inspections performed by managers and/or supervisors should be conducted frequently and detailed to ensure deficiency reviews are rapidly corrected with appropriate follow-up actions taken.

Managers and supervisors should conduct monthly reviews of all segments of the operation on a cycle basis and establish benchmarks. In this manner, at the end of a specific period, all phases of the operation will have been covered. All reviews by

1-8 management personnel include, directly or indirectly, administrative and operational functions that encompass:

1. Application of established operational policies, procedures, and instructions.

2. Application of the most economical administrative and technical methods for the utilization of personnel, equipment, and storage space.

3. Suitability of space, material handling equipment, and operational methods as applied to a specific facility and the type of material stored or handled therein.

4. Training of personnel to operate all equipment involved in day-to-day operations.

5. Information with respect to methods and procedures that do not conform to agency regulations.

6. Labor difficulties being experienced either within the operation or from an outside source.

7. Excessive operational cost pertaining to personnel, space, equipment, and storage.

8. Inaccurate, superfluous, or insufficient documentation for required recording and accomplishment of operations.

9. Review of management indicators.

10. Customer feedback.

1-08. TECHNICAL REVIEW CHECKLIST

Illustrations No. 2, Materiel Storage Checklist, No. 3, Housekeeping Checklist, No 4, Materiel Handling Checklist, and No. 5, Training and Strategy Checklist are designed for all types of materiel management handling operations. They may be reproduced for use as tools to identify and report deficiencies, safety hazards, inconsistencies, and potential malfunctions. Be sure to exclude items that do not apply and include additional items that are relevant to the particular operation at your local facility.

1-9

1-10

CHAPTER 2. WAREHOUSE REQUIREMENTS

Contents para.

General ........................................................................................ : ................. 2-01 Document Control ........................................................................................ 2-02 Warehouse Space and Facilities Data Report ........................................... 2-03 Warehouse Space Format ........................................................................... 2-04 Posting Current Space/Floor Load Plans ................................................... 2-05 Security Control ....................................................... lilil lilillillil•lil lillUll II llCICI CICICI II Cl Cll!l 1111el!ll!l1!111119" 11 • •• • 2-06 Deterioration/Infestation Protection ........................................................... 2-07 Property Withheld from Issue ..................................................................... 2-08 Smoking, Eating, and Drinking Restrictions .............................................. 2-09 Standard Housekeeping Practices ............................................................. 2-1 O Equipment Maintenance .............................................................................. 2-11

2-01. GENERAL

It is the obligation of every employee who uses, supervises the use of, exercises control over, or has custody of Government property or documentation in their personal possession to be responsible for that Government property. An employee is pecuniary liable for the loss, damage, or destruction of Government property or documentation .

when the loss, damage, or destruction is not authorized or is due to the employee's negligence, dereliction of duty, or to dishonesty or willful destruction of the property.

The following extract from Pub. L. 722, aoth Congress (18 U.S.C. 641) will be posted on bulletin boards and other conspicuous places for information and guidance of all concerned.

"Whoever embezzles, steals, purloins, or knowingly converts to his/her use or the use of another, or without authority, sells, conveys or disposes of any record, voucher, money, or thing of value of the United States, any Department or agency; or whoever receives, conceals, or retains the same with intent to convert it to his/her use or gain, knowing it to have been embezzled, stolen, purloined, or converted will be fined not

1-11 more than $10,000 or imprisoned not more than ten years, or both; but if the value or such property does not exceed the sum of $100.00 he/she will be fined not more than $1,000 or imprisoned not more than one year, or both." The word "value" means face, par, or market value, or cost price, either wholesale or retail, whichever is greater.

2~2. DOCUMENT CONTROL

1. Materiel management employees who receipt for and accept supplies, equipment, or services on behalf of VA do so as representatives of the contracting officer.

Delegations are provided in writing from the senior contracting officer. Duties covered by the delegation include, but are not limited to, inspection and certification of goods- or services as to compliance with the quality and quantity requirements of a purchase order or contract. ·

2. Materiel management personnel should obtain a copy of each "Delegation of Authority'' for the facility that lists officials who are authorized to incur expenses and receipt for supplies and services in accordance with VAAR 872-002(a) and VA Handbook 7127.5102-4. It should also be a routine topic at all staff meetings.

Delivery personnel should relate any current changes as they occur.

3. In keeping with the Paperwork Reduction Act while maintaining auditable records, it is recommended that the receiving unit also be equipped with an image scanner for recording of invoices, freight bills, freight damage inspection reports, delivery tickets, packing lists, signed receiving reports, etc. Electronic signature boards (similar to those used by RPSI and UPS) may also be used to obtain required signatures when requested supplies and materials are delivered. If electronic signature boards are unavailable, the following should be closely adhered to:

a. Under no circumstances will any document(s) used for the delivery of supplies or services be left with the using services for a signature. A using service may ask you to do so because they are too busy. When an authorized delegated signature is unattainable at time of delivery, then a recognizable initial or preferably a signature of an applicable employee of that service is obtained at time of delivery. The delivery document can be returned for the authorized delegated signature at a later time.

b. Delivery personnel should inform their immediate supervisor or manager of any unnecessary detainment, discrepancies, or any problems incurred while making deliveries.

4. It is recommended that materiel management's receiving unit be equipped with a copy machine, minimum of two DHCP receiving terminals, computer printer, and bar code printer/scanner( s).

NOTE: Bar code scanner(s) should be used in all inventorying phases of materiel management.

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MATERIEL HANDLERS TRAINING .GUIDE

2-03. WAREHOUSE SPACE AND FACILITIES DATA REPORT. Warehouse space is determined by the requirements of the space planning criteria outlined in VA Manual H- 08-9, Chapter 291,(see Appendix C, 01 ). It is used as the basis for the design of warehouse facilities. A current space data sheet should be on file in the office of the manager or supervisor of the warehouse or storage area. The report covers such areas as receiving, shipping, areas designated for distribution activities, areas assigned to stock, and excess property holding areas assigned to the operation. (If applicable, include space required for VBA, DoD and other Government facilities serviced.)

2-04. WAREHOUSE SPACE FORMAT. The space data sheet should be in the format shown in Illustration No. 6, Space Allotment Format. It must be reviewed and updated yearly by March 1st.

2-05. POSTING CURRENT SPACE/FLOOR LOAD PLANS. A current Floor Layout Plan of the materiel handling operation in accordance with VA Handbook 7128, Paragraph 5001 b. must be posted at various strategic locations within the area for easy viewing and updated with changes as needed (see Illustration No. 8). The plan indicates floor load capacities, aisles, doorways, utility closets, offices, lunchrooms, bat':rooms, physical barriers, dock facilities and all inventory stock storage areas to include bins, racks, vaults, and hazardous/flammable areas. The storage areas identified should coincide with the location codes used in the IFCAP/GIP inventory software program.

2-06. SECURITY CONTROL. One of the first considerations in any warehousing or storage operation is the matter of security. Government buildings and property should be protected in proportion to the value involved. As operations vary from small to multi-facility support, so must the security measures vary.

1. Guards, night watchmen, and automatic alarm systems should be used depending upon the scope of the operation. Arrangements with local police officials for surveillance by squad cars and officers on their rounds should be considered when there exists a need for such protection and VA Police are not available.

Protection of property is one of the functions of the materiel handler. It includes protection of supplies and equipment, both in storage areas and while they are in transit. An aggressive security education program will enhance the overall materiel management operation and performance. Security protection measures as outlined in H-08-3, VA Construction Standard CD-49, must be considered (see Appendix C 02).

These may include:

a. A secure warehouse perimeter which meets the defined specifications for window screens, wall constructions, access barrier, door, and door locks.

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b. A motion intrusion detector alarm system which meets H-08-3 specifications.

c. Flammable items, including bulk stock of ethyl alcohol (5 gal. or 55 gal. drums), cartridges, and alcoholic preparations fit for beverage purposes, will be stored in areas provided with adequate safeguards against pilferage and fire hazards.

d. When making deliveries to more than one service, ensure that items are not left on carts unattended. Items such as needles, syringes, small tools, etc., should be placed under protection with limited personnel access.

NOTICE ~

/"ii\ ·· e. Access to warehouse and storage areas is limited to designated ~ ·. authorized personnel only. All other individuals are to be escorted while

___ , in these areas. · Pw.anr-' Only £

f. Before closing shop for the day, double check all entrance/exit doors to ensure that all areas are secure.

g. Pilferage is devastating to a warehouse/storage operation. It can be minimized by:

(1) Proper selection and the assignment of only qualified and responsible personnel.

(2) In addition to regular vault items, other sensitive supplies such as drawing instruments, lettering sets, pocket knives, small tools, etc., may require special protection.

(3) Enlisting the cooperation of key personnel in the apprehension of offenders and prompt disciplinary action should materially reduce pilferage.

(4) Periodic talks to all personnel to solicit their assistance in eliminating pilferage also should be of material benefit.

2. Unloading, checking, and storage of security or sensitive item shipments, such as alcohol, precious metals, etc., require special handling and the application of protective measures. Handling and protection should be prearranged by the supervisor or manager. Shipments should be properly safeguarded after delivery by the carrier, prior to and during the unloading operations. Ample protection of the load should be provided, regardless of size.

3. In addition to routine checking by assigned checkers during unloading and processing operations, security or sensitive items should be rechecked by delivering personnel by verifying the checker's receiving report with signature and date before items are delivered. All inbound and outbound security items should be recorded in a register and maintained in the area.

1-14 items are delivered. All inbound and outbound security items should be recorded in a register and maintained in the area.

2-07. DETERIORATION/INFESTATION PROTECTION. Precautionary measures must be taken to safeguard all items which may be subject to infestation and deterioration.