Actually, when it comes to conveyor safety, the answer is no. Without guidelines from OSHA, manufacturers and users looking to keep workers out of harm's way are on their own.
Drive a lift truck or operate an overhead crane, and there are pages and pages of OSHA safety standards to protect you. The same is true if you're securing trucks or trailers to a loading dock or unloading crates of orange juice in a grocery stockroom. And if "work" means deboning a chicken or sitting in front of a computer terminal, OSHA has rules in place for preventing injuries to your wrists or your eyes. But if you work with or around conveyors, you're on your own.
Conveyors are at the same time one of the most useful and one of the most dangerous pieces of equipment in the DC. Between 9,000 and 10,000 accidents—and 30 to 40 deaths—are attributed to conveyors each year. Even so, OSHA has never enacted its own conveyor safety standards. Instead, the agency relegates conveyor safety to its general duty clause section, a kind of generic section of the Occupational Health and Safety Act that addresses areas not covered by any specific standard.
George Schultz thinks that's unacceptable. "If OSHA had done something in 1970 when it initially considered the issue, it could have reduced conveyor accidents by 50 percent," says Schultz, who is vice president of Siebert Engineers in Lombard, Ill., and the author of a book titled, appropriately enough, Conveyor Safety. Indeed, Schultz has spent the last three decades trying to change attitudes and persuade the industry to adopt professional standards.
Without OSHA's leadership, Schultz charges, what's left is an industry with very little incentive to focus on worker safety. "Presently, there is only one book written on conveyor safety, two videotapes and a limited number of training classes available on the subject," he says. "Never in my 55 years in the industry have I been hired by anyone to look at the safety of their conveyors."
That leadership void has left manufacturers struggling to regulate their own activities. The major manufacturers meet regularly in such bodies as the Conveyor Equipment Manufacturers Association (CEMA) to stay on top of safety trends. "As a member of CEMA, we get an industrywide picture of safety issues associated with conveyors," says Chuck Waddle, executive vice president for FKI Logistex's automation division.
12 simple rules for updating your safety program
Steering clear of belts that buckle is not enough. To ensure safe conveyor operation, the FFVA Mutual Insurance Co., based in Orlando, Fla., has come up with these 12 basic rules for safe conveyor operation:
1. Don't perform service on a conveyor until the motor disconnect is locked out.
2. Service conveyors only with authorized maintenance personnel.
3. Keep clothing, fingers, hair and other parts of the body away from the conveyor.
4. Don't climb, step, sit or ride on a conveyor at any time.
5. Don't load the conveyor outside of the design limits.
6. Don't remove or alter conveyor guards or safety devices.
7. Know the location and function of all stop/start controls.
8. Keep all stopping/starting control devices free from obstructions.
9. Make sure all personnel are clear of the conveyor before starting.
10. Operate conveyors with trained personnel only.
11. Keep the area around conveyors clear of obstructions.
12. Report all unsafe practices to a supervisor.
But the fact remains, all the manufacturers have to fall back on right now is the voluntary ANSI B20.1 "specification" standard, which represents the most comprehensive safety standard available today. Under the standard, the responsibility for safety is divided among the owner, management or engineering consultant, the manufacturer (which must build its equipment to the ANSI specification), the installer and the operator or user of the equipment. As a practical matter, everyone—and no one— is responsible.
Safe at any speed?
In the absence of official standards, manufacturers are doing what they can to ensure safe design. Tom Carbott, senior director of sales at the Material Handling Industry of America, a trade group based in Charlotte, N.C., reports that conveyor manufacturers are trying to "progressively make enhancements that will reduce the risk of accidents posed by conveyors."
Waddle says that so far, it's working. "While there haven't been any recent big leaps in design when it comes to safety, there's been a gradual increase in safety features over the past 10 years," he says. "We have fewer claims and injuries than we did even five years ago."
Certainly, as conveyors become more automated, there's less need for humans to come in contact with the equipment. "Increased conveyor automation can many times eliminate the need for operators to interface directly with conveyor equipment," says Boyce Bonham, manager of the technology center at Hytrol Conveyor Co., based in Jonesboro, Ark.
Another advance in safety has been the introduction of 24-volt-powered conveyors, adds Ken Bobick, global product manager at Interroll of Wilmington, N.C. "The 24-volt product has low power, with a low current, and can be stopped with a hand," he says. The 24-volt models typically compete with mechanically driven equipment (i.e., beltdriven or line-shaft conveyors). The 24-volt equipment works by controlling individual sections of a conveyor. Power consumption is reduced because it's only used when needed.
Another design enhancement that makes the equipment safer is the zero pressure feature. "The advantage to zeropressure conveyors is that they don't run continuously, so there's no motion if none is required," explains Bobick. Reduced motion, he says, means reduced chances for accidents. Zero pressure systems use photo eyes mounted in various places to sense the presence or absence of packages. This allows the systems to keep packages spaced out to avoid collisions.
Hytrol's zero pressure system also includes jam protection, which prevents back pressure in jammed conditions. "This often allows the equipment to clear jams without operator assistance," says Bonham, "and that certainly lessens the difficulty of clearing a jam if operator assistance is needed, making the operation safer."
Manufacturers also offer guards, covers and panels aimed at keeping end users from making contact with moving parts like chains, gears or "nip points." (A "nip point" is the point at which an element of the conveyor machinery moving in a line or rotating meets another element that is moving in a line in a manner that makes it possible to nip, pinch or entrap an object coming in contact with one of the two elements.) They'll also provide warning labels that graphically illustrate hazards associated with conveyors. Most manufacturers encourage their customers to display these labels in a prominent place.
Getting smart about safety
Yet warning labels cannot compensate for unsafe behavior. End users must do their part to keep employees safe. Too often, that doesn't happen. "Very few customers inquire about the equipment's safety features," says Waddle."Buyers just assume we meet 'OSHA requirements' and don't ask anything else."
In some cases, buyers even reject the most basic of safety features, says Waddle. "Many customers don't want emergency stops that turn off the entire system," he says. Without that feature, they cannot react to an emergency simply by hitting a button that shuts down the system. Instead, they have to figure out which emergency stop they need in the heat of the moment.
Schultz adds that very few users install warning lights or buzzers to let employees know when a conveyor is going to start up. "Probably 90 percent of conveyors don't have warnings to alert users about startup," he says.
What Schultz and others would like to drive home to end users is that investing in the many types of guarding systems is essential, as is ensuring they are installed and used properly. Users must also make sure the equipment meets the job requirements. "Only use a conveyor in an application that fits within its specific design parameter," says Bonham.
The bottom line is that while conveyor manufacturers must do their part to minimize potential hazards associated with conveyor operation, in the end, the onus of conveyor safety falls on the user. Until OSHA issues its own specific conveyor safety standards, Schultz says, "the responsibility will never really be pinned down. And safety information will never be passed around as it should be."
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
Keith Moore is CEO of AutoScheduler.AI, a warehouse resource planning and optimization platform that integrates with a customer's warehouse management system to orchestrate and optimize all activities at the site. Prior to venturing into the supply chain business, Moore was a director of product management at software startup SparkCognition. He is a graduate of the University of Tennessee, where he earned a Bachelor of Science degree in mechanical engineering.
Q: Autoscheduler provides tools for warehouse orchestration—a term some readers may not be familiar with. Could you explain what warehouse orchestration means?
A: Warehouse orchestration tools are software control layers that synthesize data from existing systems to eliminate costly delays, streamline inefficient workflows, and [prevent the waste of] resources in distribution operations. These platforms empower warehouses to optimize operations, enhance productivity, and improve order accuracy by dynamically prioritizing work continuously to ensure that the operation is always running optimally. This leads to faster trailer turn times, reduced costs, and a network that runs like clockwork, even during fluctuating demands.
Q: How is orchestration different from a typical warehouse management system?
A: A warehouse management system (WMS) focuses on tracking inventory and managing warehouse operations. Warehouse orchestration goes a step further by integrating and optimizing all aspects of warehouse activities in a capacity-constrained way. Orchestration provides a dynamic, real-time layer that coordinates various systems and processes, enabling more agile and responsive operations. It enhances decision-making by considering multiple variables and constraints.
Q: How does warehouse orchestration help facilities make their workers more productive?
A: Two ways to make labor in a warehouse more productive are to work harder and to work smarter. For teams that want to work harder, most companies use a labor management system to track individual performances against an expected standard. Warehouse orchestration technology focuses on the other side of the coin, helping warehouses "work smarter."
Warehouse orchestration technology optimizes labor by providing real-time insights into workload demands and resource availability based on actual fluctuating constraints around the building. It enables dynamic task assignments based on current priorities and worker skills, ensuring that labor is allocated where it's needed most, even accounting for equipment availability, flow constraints, and overall work speed. This approach reduces idle time, balances workloads, and enhances employee productivity.
Q: How can visibility improve operations?
A: Due to the software ecosystem in place today, most distribution operations are highly reactive environments where there is always a "hair on fire" problem that needs to be solved. By leveraging orchestration technologies, this problem is mitigated because you're providing the site with added visibility into the past, present, and future state of the operation. This opens up a vast number of doors for distribution leadership. They go from learning about a problem after it's happened to gaining the ability to inform customers and transportation teams about potential service issues that are 24 hours away.