1. What is the average salary of a Materials Handler I?
The average annual salary of Materials Handler I is $37,472.
In case you are finding an easy salary calculator,
the average hourly pay of Materials Handler I is $18;
the average weekly pay of Materials Handler I is $721;
the average monthly pay of Materials Handler I is $3,123.
2. Where can a Materials Handler I earn the most?
A Materials Handler I's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Materials Handler I earns the most in San Jose, CA, where the annual salary of a Materials Handler I is $47,028.
3. What is the highest pay for Materials Handler I?
The highest pay for Materials Handler I is $45,663.
4. What is the lowest pay for Materials Handler I?
The lowest pay for Materials Handler I is $31,186.
5. What are the responsibilities of Materials Handler I?
Materials Handler I loads and unloads material within a warehouse or storage facility. Utilizes hand trucks, forklifts, hoists, conveyors, or other handling equipment to move material to and from aircraft, trucks or trains and within the storage facility. Being a Materials Handler I has knowledge of commonly-used practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Additionally, Materials Handler I primary job functions do not typically require exercising independent judgment. May require a high school diploma. Typically reports to supervisor or manager. The Materials Handler I works under the close direction of senior personnel in the functional area. Possesses a moderate understanding of general aspects of the job. May require 0-1 year of general work experience.
6. What are the skills of Materials Handler I
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Life Insurance: Life Insurance can be defined as a contract between an insurance policy holder and an insurance company, where the insurer promises to pay a sum of money in exchange for a premium, upon the death of an insured person or after a set period
3.)
Continuous Improvement: A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Some see CIPs as a meta-process for most management systems (such as business process management, quality management, project management, and program management). W. Edwards Deming, a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management'; but rather merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.