Cannabis course · packaging and fulfillment · scorecard
Count it the same way.
The walk sheet shows you the waste. A scorecard tells you whether it's shrinking. These are nine packaging and fulfillment measures, each defined so two people would count it the same way, with where the data already lives and what to watch for. Put three on a board first. The rest can wait for the weekly review.
Safety · Quality · Delivery · Cost
Nine measures, grouped the way a board is
Safety always goes first on the board, measured the way your site already measures it. After that, these nine. None of them needs new software: the weights, orders, manifests and times are already in your check-weigher records, the tracking system and your ordering platform.
Quality
| Measure | How to count it | Where the data lives | How often |
|---|---|---|---|
| Label error rate Watch for: counting only what a store catches. Count what your own check catches too, or the number looks better the less you check. | Packages with any label error, out of all packages labeled. An error is anything on the label that doesn't match the batch record or the package tag. | The final check tally, the relabel log, store returns | Daily, by line |
| Fill-weight accuracy Watch for: treating overfill as fine. Overfill is product given away. Track under and over separately. | Units inside your weight spec at the check-weigher, out of units weighed. | Check-weigher or scale records | Every run |
| Pick accuracy Watch for: mixing it up with fill rate. Fill rate asks whether you had it. Pick accuracy asks whether you grabbed the right one. | Order lines picked with the right product, package and quantity, out of lines picked. | The pre-load check, the package list against the order | Daily |
| Manifest discrepancy and rejection rate Watch for: logging the fix and not the reason. Write down why each one got kicked back. A tag that doesn't match is a common one. | Manifests rejected or corrected, in full or in part, out of manifests sent. | Manifest records in the tracking system, driver notes | Every manifest, reviewed weekly |
Delivery
| Measure | How to count it | Where the data lives | How often |
|---|---|---|---|
| Order fill rate Watch for: counting units instead of lines. A big line that ships full can hide the small one that didn't. | Lines shipped complete, divided by lines ordered. A line is one product on an order, and it counts only if the full quantity shipped. | Orders in the ordering platform, against manifests | Daily, for orders shipped that day |
| Order cycle time Watch for: starting the clock when the pick starts. The store's clock starts when it places the order. | Time from order received to delivered and accepted, for each order. Split it by step when it runs long: pick, manifest, load, transit. | The ordering platform, manifest times in the tracking system | Every order, reviewed weekly |
| Co-pack turnaround Watch for: blaming the client without logging it. Split time waiting on the client, like a late spec, from time waiting on you. | Days from the client's material received to packed product returned, for each co-pack job. | Receiving and return records for the client's lot | Every job |
Cost
| Measure | How to count it | Where the data lives | How often |
|---|---|---|---|
| Units packed per labor-hour Watch for: comparing formats or ranking people. A jar and a bag pack at different speeds. Compare a format to itself, count only good units, and use it to plan, not to blame. | Good units packed and labeled, divided by labor hours on the line, by format. | Packing records and the time clock | Daily, by line |
| Finished-goods days on hand Watch for: the total hiding the mix. Plenty of days on a slow weight can hide none on the one stores are out of. Look by SKU and weight. | Packed units in the vault, divided by average units shipped per day, for each SKU. | Inventory in the tracking system, shipping history | Weekly |
The daily board
Start with three
A board with nine numbers on it gets read by nobody. Start with one measure for quality, one for flow and one for cost, under your safety measure. Add a fourth only when the team asks for it.
- QLabel error rate, by line, every day. It's the error a store sees, and the crew can count it at their own final check. When it goes red, the first question is where the wrong data came from.
- DOrder fill rate, for orders shipped that day. Lines shipped complete, out of lines ordered. When it drops, check the vault first: was the product there and not picked, or never packed?
- CUnits packed per labor-hour, by line, every day. For planning the line and spotting a setup or changeover problem, never for ranking people. When it drops, ask what got in the way.
Ten minutes, standing up
Run the huddle
- 1Same time, same place, every day. At the board, at the start of the shift. Ten minutes, standing.
- 2Safety first, always. Anything that happened or nearly happened since the last huddle.
- 3Green or red, against a target the team set. No speeches about green. Every red gets the same three questions: what happened, what's one action, who owns it and by when.
- 4Write the action on the board. Tomorrow's huddle starts by checking yesterday's actions.
- 5Send up what the team can't fix. If a red needs another department, it goes to the next level's huddle that day, with a name on it.
If you want help designing the tiers above this one, my free daily management skill walks through it. Once a measure has a few weeks of data, the control chart skill tells you whether a bad day is noise or a real change.
Free · one page · print it
The packaging huddle board
One printed page for one week: safety, the three starter measures with room for one more, a green or red box for each day, and a log for every red: what happened, the action, the owner and the date. Pin it where the huddle happens.
Packaging and fulfillment