Ive been a Sr TL for 3 years so i know what im talking about. I took over the new sort process back in october, and I was right there with everyone in this thread. My store was not ready for the changes, alot of people refused to buy in and our results showed. Our BRLA was at a 85%, trucks werent getting done, workload wasnt getting done... you get the point. It literally took us 4 months of HELL to iron out all the kinks and it took alot of converstations and turnover before any progress was made. The past 1-2 month has been a total 180 across the store. BRLA is at 97% with a few opps, trucks are getting done majority of the time (domestics is still struggling), our backroom stays clean since all owners are held accountable, and the floor looks great most of the time. I really do feel everyones frustrations and can see where you dont think any of this can work. But trust me it works as long as you have the right people in place and are holding people accountable.
It took you a 1/3 of the year to implement a year long piloted program. You shed a lot of good and bad Team Members. It only came together after peak.
Success is not attained now, but at the minimum, a year from now given how long and where you were at the transition time.
Fatigue will be an issue going forward that you can't escape without internal controls such as continuous improvement programs supported by legitimate process measuring and audits. This is from a formerly registered ISO, QS, and MMSA Auditor. What and how we currently audit is crap at best as it serves no purpose other than to correct data errors. We solve no problems as we rinse and repeat the same things over and over.
You could not pull it together by no fault of your own when it was needed the most. No matter how much success you have now, it could not be done at the time of implementation. This should be the red flag that puts everything on hold until the implementation can be revamped for seamless implementation and/or implementation time.
I worked for a company that had four hours to supply a moving assembly line with various models and configurations. We had to do entire line changes at the end of model with a build out. We only had the time between shifts to convert an entire assembly facility of 8 lines. I've been part of a good transition. By the way, if the line shut down, it cost us 10K/minute.
This transition is horrible and until we can all do this within a day/shift, it's just a poor plan period.
Target is a 70+ Billion Dollar a year company. It is inexcusable for what has taken place and what is about to take place.
Now that I got that out,
good job in hanging in there and getting it to work at your store. Hopefully your efforts will not be in vain as time go on.
