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www.foodlogistics.com FOOD LOGISTICS • MARCH 2015 35 precision. (Our LMS- enabled facility managers couldn't praise this granu- larity or the additional insights it gave them highly enough.) More important than that, most other sys- tems and processes can't measure a workforce's unpro- ductive time, and that's something LMSs can do in spades. Considering that this time may represent as much as 15 percent per shift, it could open the door to countless previously untapped cost- cutting and efficiency-enhancing opportunities. Another issue: "It won't go over well with our workforce." It's not difficult to understand why the thought of an LMS might cause ripples of pre- adoption anxiety. But contrary to what you might think, LMS-related employee pushback isn't inevitable – especially if your company is careful to avoid confusing the S in LMS with "surprise" or "strong-arm." Once our company decided LMSs were a go at several of our facilities, we immediately began interacting with those facilities' person- nel about everything from what an LMS was and why it worked to how we'd be rolling it out at their operations. We also engaged the help of HR and communications professionals to make sure we were doing it in a diplomatic and people-centric way. Ultimately, it played a huge role in ensuring that these personnel were fully prepared to support an LMS by the time it went live. Although your employees will probably never want to do handsprings at the thought of additional scrutiny and supervision, a proactive approach to keeping them in the loop and the perspective of professionals who have strong people skills can make a world of positive differ- ence. So can the promise (if sincere) of a formal gainsharing initiative that will eventually allow employees to be the beneficiaries of some of the improvements that an LMS yields. Still another objection: "Considering everything, it seems like more trouble than it's worth." Implementing an LMS isn't a walk in the park. Among other things, it takes considerable time, teamwork and brainpower – not to men- tion a fairly steady supply of Tums. But ultimately, those are small and predomi- nantly temporary prices to pay in exchange for all the potential rewards: improved operations, better-running pick lines, more accurate budgeting, the enhanced ability to forecast day- to-day staffing, greater insights about which employees need mentoring, and bet- ter morale, just to name a few. I can honestly say that if our company had it to do all over again, we'd do it again in a heart- beat, except this time we'd do it sooner. And I don't believe we're an anomaly. So if your organization hasn't considered an LMS lately, maybe it's time to revisit the subject. Get some updated research. Request some system demos. Run some new ROI calcula- tions. And see for yourself whether or not the reservations you once had about these robust systems still apply. You may discover that it still isn't right for you. Or you may find out that it's time to move forward. Either way, you'll be glad you checked. ◆ David Frentzel is senior vice president of global consumer industry at APL Logistics, a Singapore- based supply chain solutions provider with an office in Scottsdale, Ariz. Register Today at www.UnitedFreshShow.org SUPER SESSIONS United Fresh will host super sessions that address specifc issues and needs within your sector and give you the opportunity to interact with your peers. No matter which part of the industry you're in, these sessions ofer education designed specifcally for you! · Consumer Trends and Their Impact on the Produce Industry · Disruptive Technology & the Farm of the Future · Social Responsibility in a Global Produce Industry · State of the Industry: Today's Trends and the Future of Floral · Strategic Planning for Family Businesses