On July 1, a week before Prime Day, Amazon workers at the vast RDU1 warehouse south of Raleigh returned from half-hour shift breaks and listened to a pep talk. Called “stand-ups,” these routine huddles are where site leaders emphasize daily goals before shifts resume.
“We actually had a really great quality for P1,” a manager projected, referring to the first period at the 24/7 facility. “So fantastic job team, overall. We actually landed below 4,000 defects, which is insane. You guys did a phenomenal job. I really want to challenge everybody to try and hold this down.”
He then counted down workers in a series of stretches.
Metrics are top of mind — and often right on workers’ screens — at the Amazon Robotics Fulfillment Center in Garner, a four-story hive of robots, conveyor belts and staff, each performing discrete, rote tasks that conclude in customers getting their deliveries within days.
Corey Stewart, a 23-year-old from Goldsboro, explained his part. As a stower on the 2nd floor, he organizes recently arrived items. “The highest rate is like 10 seconds,” Stewart said as a screen timer at his standing station reset with each product he stored. “So, you try to get in that range. You should have a successful rate throughout the whole day.”
Opened in August 2020, RDU1 is the second-largest of Amazon’s 13 fulfillment and sortation centers in North Carolina. Across four shifts, around 4,300 employees and an expanding lineup of robots unload, stow, pick, pack, prepare and ship. The process is broadly divided in two: Inbound teams organize items that enter the facility — many from docking sites in Smithfield and Fayetteville — while outbound teams prepare items to leave for stations closer to customers.
At any moment, RDU1 contains millions of smaller products, each 18.5 inches or less. Toys, shoes, pet foods, shampoos, energy drinks. Larger items and same-day deliveries are handled elsewhere. Time is emphasized. The Garner fulfillment center, Amazon says, can ship up to 600,000 packages daily, more during peak periods. Yellow and grey trays whiz past on raised conveyor belts throughout the open main floor, while in the center of the upper floors, circular robots resembling Roombas ferry product pods in a kind of programmed waltz.
Ahead of Prime Day, which this year was four days of online discounts, Amazon gave The News & Observer its first tour of RDU1 since the warehouse opened five years ago.
“Yes, we do a ton of volume, but our main thing for Prime Day is, How do we have fun” said Kristen Tettemer, site lead at the fulfillment center. “We’ll have music. We’ll have DJs, giveaways throughout the week.”
Of course, efficiency is also a core objective for the $2.4 trillion company that employs more North Carolina residents than all but a handful of businesses. Metrics were on display throughout the guided tour and also during the overheard “standup” huddle.
Amia Clopton of Angier shared how her strategy for bagging products is shaped by speed: When in doubt about which size packaging to use, go a bit bigger. “I have a really high rate, and I don’t want to struggle with (getting items into smaller bags),” she said.
Anna Power, a 42-year-old item picker from Raleigh, estimated she handles 3,500 items during a standard 10-hour shift, a number tracked on her station screen. “I’ve gotten faster,” she said, comparing her rate to when she began at RDU1 four years ago. “My quality is better.”
This work can be physically taxing, hence the stretching. Doubling the length of 30-minute shift breaks was one demand made by the RDU1 unionizing campaign, which lost its February election by a vote of 2,447 to 829.
“It’s absolutely brutal,” said Duke anthropology professor Orin Starn, a union organizer who worked at RDU1 for about six months. “The first few weeks, a lot of people quit just because they can’t handle it physically.”
Automation, Amazon says, is designed to ease workloads. “How do we bring the product to our associates?” Tettemer said, noting that transport robots helpdecrease the steps workers take by thousands. On June 30, Amazon announced it had deployed its 1 millionth robot companywide, and the same day, The Wall Street Journal reported the business was close to having more robots than humans in its warehouses.
At RDU1, the Roomba-like transporters (called “Hercules”) carry tall yellow shelves along a floor map. On the first level, a large mechanical arm grips and rotates products destined for other fulfillment centers while an automated line nearby boxes items without human hands. Robotic beeps and screeches are ubiquitous.
In a June memo to employees, Amazon CEO Andy Jassy said generative artificial intelligence will likely shrink the company’s corporate workforce over the next few years. And according to a 2024 internal document obtained by Business Insider, the e-commerce giant perceives robots as “critical to flattening Amazon’s hiring curve over the next 10 years” in its fulfillment operations.
What does Amazon’s automation push mean for warehouse staff in Wake County, where the company is the fifth-largest employer?
“Our robotics solutions are designed to automate tasks in an effort to continue improving safety, reducing repetition and freeing our employees up to deliver for customers in more skilled ways,” Amazon spokesperson Greg Rios said in an email. “Since introducing robots within Amazon’s operations, we’ve continued to hire hundreds of thousands of employees to work in our facilities and created many new job categories worldwide, including positions like flow control specialists, floor monitors and reliability maintenance engineers.”
Robots also don’t need breaks — either 30 minutes or an hour — nor can they make a unionization push. And their productivity can still be measured.
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