TMs could do a lot to better execute to company standard to the best of their abilities and not be so anti-change.
TMs would be open to change if the process had streamlined the workload to justify the hour cuts. It hasn't.
The unload process is basically the same it has been for at least 20 years. The only major change I can think of is that they no longer have to scan in trucks piece by piece and mark "push/backstock" as they go. This was changed several years before E2E.
Sorting by department is basically the same. You still have to take the case off the line and place it on the designated cart. Since the process was moved to dayside, pallets have been replaced with flats and uboats. This means there's more carts to put cases on to and more tracking required. This also translates to more time spent as running freight to the floor takes MANY more trips.
As stores transition to receiving more repacks of individual pieces, this process will take much longer as the stores will now have to either:
a) Sort those repacks in the backroom by aisle (or 2-3 aisles) so they can stock them more quickly on the floor.
b) Attempt to take a flat of repacks on the floor and work them out there. This means FAR more steps as you might have items from different ends of toys in the same repack.
In my opinion, this part is the worst for Modernization. It's basically turning half of the truck into a giant autofill and has the added bonus of making the DC end take much longer.
Moving almost all flow processes to a daytime shift and eliminating standard salesfloor TMs means all of this now has to be done at the same time as helping guests, backup cashiering, cleaning spills, etc.
Removing the backroom team means too many hands are now involved in the stockroom. This results in a far higher error rate in BRLA and makes any process for finding stock for the floor and SFS take significantly longer. And you can't pin it on the Backroom TL (if the store still has one) because you can't hold a single person responsible for the actions of every idiot with a PDA that walks back there. A dedicated backroom team is a necessity.
The concept of "everyone owns an area" like it's a new thing is laughable because any flow and sales floor ETL/TL who was halfway smart kept dedicated people in each area LONG before Modernization. You don't want a person to go from stocking toys one night to HBA the next to furniture the next and so on. You want your teams to know their assigned areas inside and out. Done right, they develop a sense of pride over time. It also makes accountability far easier. If bedding is consistently stocked wrong and only 1-2 people do bedding, it's easier to figure out who's messing up than if you have a revolving door of people every night.
That's enough for now and I didn't even address how badly this effects pricing and planogram teams too; not to mention fixtures and signing.