In parcel operations, automation is often discussed in terms of throughput, capacity and efficiency. Inside the distribution centre however, a vital impact can be how it relates to the people who operate, maintain and improve the system.
As automation becomes more data-driven and robotics begin to enter more parts of the operation, the roles around the automated system change accordingly: floor operators become automation supervisors, O&M technicians handle more digital maintenance tasks, and supervisors, control room operators and managers act on live system signals rather than just floor experience.
A different operating model is built through these developments, as they result in people and automation working together. Training is vital to this new operating model, in order to maximise system performance and ensure teams can make better decisions, respond faster to exceptions and use the sortation system effectively.
Automation changes daily operations due to a parcel flow with higher visibility. The data generated from modern systems allow operators and supervisors a new level of understanding relating to the systems. This includes knowledge about the stability of throughput, the fill level of containers, building volumes, and the ripple effect of various actions.
As a result, shifts are planned and managed differently. Work can be structured more consistently due to a more predictable throughput. This means that teams have a better overview and can act before a system stops, for example. Clearly seeing which tasks should be prioritised, where communication is needed, and which early signals require action all transform the daily operations.
Adequate training is vital for this to happen, as those working with the system need to be trained to understand the machine, including which signals matter and how to respond to data appropriately.
Multiple areas of the organisation have their roles impacted by an increase in automation, with common examples of the transformation including a floor operator no longer manually moving cages or parcels but instead overseeing automated zones and responding to system prompts, supervisors no longer directly observing and coordinating people but instead managing a digital and process-driven environment, and technicians no longer only doing reactive repair but instead utilising data-supported maintenance.
For managers, there must be an understanding that a new system also means new routines and decision-making structures, which includes learning or system understanding.
The same shift applies higher up in the operation. Supervisors and control room operators move from coordinating people primarily through direct observation and verbal instruction to managing a digital, process-driven environment. Technicians move from reactive repair towards condition-based and data-supported maintenance. Managers need to understand that a new system also requires new competencies, communication routines and decision-making structures.
Effective automation training can be commonly considered overly technical or time-consuming, however it is necessary to upskill employee groups for new responsibilities. In order to achieve maximum value, each employee group must be trained with the practical knowledge they need to do their job in a highly automated environment.
For floor operators, this often means scenario-based instruction, such as what to do when a light changes, a scanner does not register, or a container fills faster than expected. It should also involve which priorities to base decisions around, and the relevant physical responses to system signals.
Operational staff need a thorough understanding of flow, prioritisation, and communication. Their training should focus on planning shifts based on volume, available labour, and deadlines. They should also understand the relevant analytics, such as which dashboards or alarms relate to immediate decisions and which are for later analysis.
Service and maintenance staff must be trained on the relationship between system behaviour and maintenance action. This includes how to interpret trends, alarms and data, and the relevant necessary interventions – whether they are immediate or planned.
Where larger or more complex sortation systems are being implemented, simulation or emulation can be a necessary training tool. An emulator acts as a system’s digital twin, allowing teams to practice operational scenarios in a controlled environment. This includes opportunities for supervisors to plan shifts based on various scenarios, floor operators to practice responding to certain indicators, and maintenance teams learning how to respond to system signals.
When employees use these training methods, they practise the decisions, communication and responses that will be required during everyday operations. This helps teams enter go-live with a clearer understanding of how their role fits into the wider system, while also knowing that they have practised for certain situations and can repeat the decision-making and actions when needed.
Alongside training, change management is necessary to prepare an organisation to use a new technology and understand the impact. Within this, leaders must prepare for the move from manual coordination to data-driven operation – and how this will impact decision-making.
Communication is a vital part of strong change management. Relying on just initial classroom training or focusing too much on data can be inadequate or misleading. The new communication model should also be included in training, as automation changes how information flows. In practice, this means instructions might move between screens, handheld devices or system prompts, when staff were used to relying on direct verbal messages.
In order to ensure correct work that is not delayed, training must cover not just the automated system, but also the relationships between the control room, floor and maintenance, and how communication is expected within this.
Another important part of change management is building a champion team in each distribution centre. This does not necessarily mean senior employees or technical specialists. These employees should be the ones who can help their colleagues as automation becomes part of daily practice, which means they should understand the system well, and be willing to learn and communicate.
These teams should include representatives from operations, maintenance and the floor in order to provide full coverage for each of the necessary roles. They should be the link between distribution centre management, system suppliers and employees, which is necessary as they can suggest when additional training is necessary or lead the response when new functionality is introduced. A team such as this is not just valuable for go-live, as they are also important as the distribution centre gains experience and new chances to improve performance arise.
Teams that have been trained effectively for automated solutions will provide a better response to the system, as they understand the automation and signals, and are more confident responding to operational performance.
This translates into more time managing flow and making informed decisions as opposed to reacting to problems, meaning a higher utilisation of equipment and a more resilient organisation. As automation, data and robotics continue to develop, teams that have been adequately trained will be able to confidently adapt, learn and act in light of new information. The long-term value is not only higher utilisation of automated equipment. It is a more resilient organisation.
When training is considered thoroughly, automation can reach its true potential, making distribution centre work easier, more data-driven and valuable, while simultaneously creating a work environment where operators are responsible for supervision, interpretation, and improvement.
