The New Warehouse Worker: Preparing People for Automation
We spend plenty of time talking about the robots coming into warehouses. Kevin has a question about the people working beside them: What are we preparing them to do next?
In this solo episode of The New Warehouse Podcast, Kevin Lawton draws on his operations experience and recent talk at ASCM’s CHAINge Conference. He focuses on workers whose jobs are changing and whether leadership is helping them keep up.
What Happens When Someone Gets Stuck?
A new hire finishes training, heads to the floor, and runs into something nobody covered. They could find a supervisor, ask a colleague, or wait for someone to notice.
Kevin explains that the last option can turn into 20 minutes of doing nothing. Guessing could create downstream problems for everyone.
That’s where he sees a practical role for AI: helping workers access procedures and escalate problems without searching for help.
“AI allows them to address it in the moment, whether someone is around or not around, and then make sure action is taking place as well.”
His example involves reporting a damaged pallet and alerting a supervisor. It’s an everyday situation, with consequences for safety and productivity.
Your Next Robot Supervisor May Already Work There
During a Manifest.eco, Kevin met an employee who had moved from retail outbound and compliance into supervising automation. Robotics was new to him. Now he watched for exceptions and addressed equipment problems.
That’s a more useful picture of the new warehouse worker than a prediction about jobs disappearing.
“So we start to shift more into a technician-type role.”
But that transition raises a purchasing question. Can your existing team learn to operate the system? Will they recognize when to intervene?
Kevin’s point puts equipment selection and career development in the same conversation. The technology you choose helps shape the opportunities you can offer people already on the floor.
What Does Turnover Cost the Business Case?
Kevin keeps returning to container unloading for a reason. In his operations experience, it was one of the hardest roles to keep staffed.
Think hundreds of boxes, weighing 20 to 40 pounds, handled repeatedly.
“It’s a good workout, but it also becomes pretty straining too. It’s very hard to keep people in that environment.”
Throughput belongs in an automation calculation. Kevin argues retention belongs there, too.
He doesn’t offer a turnover savings formula. He does give leaders something to consider before their next investment: How might changing the work affect people’s willingness to stay?
That question runs through the episode. If moving boxes becomes supervising robots, what needs to happen between those two jobs?
Key Takeaways
- Everyday exceptions reveal gaps in frontline support.
- Existing employees can bring valuable operational knowledge to automation roles.
- Retention deserves a place in the automation business case.
Listen to the episode below and leave your thoughts in the comments.
For more information about the new warehouse worker, check out the podcasts below.
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