- Joined
- Mar 21, 2019
- Messages
- 30
At our store some people because of her so she created her own problem.What's that doing to the store, I wonder...?
Bet the STL isn't happy
At our store some people because of her so she created her own problem.What's that doing to the store, I wonder...?
Bet the STL isn't happy
Just curious, is there a way to tell what store the district office is in? Thinking of the stores around here, I think it would be in the highest volume store
Actually the modernization process calls for HBA repacks to be on a separate U boat on the PP2 side of the line. The thought process is that you are only slowing one tm down that way. I have 3 HBA tms and 2 work cases while the third works repacks. I would love to be able to further sort HBA repacks also until modernization catches up in the DCs. Just have to keep working on how best to do it...we'll see. I'm old school and my team is motivated so I know we can do it if it's possible.Someone should tell my store then, because we're not doing this yet.
I wonder when this will all be put into practice. First I was told March, then April--and now I'm hearing about May and August. What's the holdup, I wonder?
I have 13.5 hours this week and got lectured about how my area is behind in signing. There are maybe 4 people in all of softlines who've even been trained to do signing. And when we ask if we could maybe get some training, they say sure, and it never happens, and then they continue to complain that it isn't getting done. Modernization is working out really well for us, I think.
Modernization = Brian cutting payroll and costs to drive up profits and thus stock prices. Then take the money and bail.
Maybe that GSA isn’t on the bench anymore and no one informed her?So today, the new org chart was posted by the time clocks (for reasons unknown, we currently have two). Apparently, we have gone from a C to B volume store, resulting in three new TL positions being created. Since I am still not on the bench, or even under serious consideration for being on the bench, this is mostly moot for me. But one of the soon to be former GSAs I know has been on the bench for over a year, and she was not even spoken to about them. One was filled with a transfer from the next closest store. As for the other two, the promoted who they promoted.
Ours are labeled too. However, say the middle shelf is the heaviest push, as it fills, the cases for the middle will be put on the top or bottom shelf. Then add repacks. So while being able to keep the uboat at arm's length is nice in theory, it doesn't always work in practice.From my own personal experience, our Uboats are labeled to say what goes where. For example: Let's say it's a three shelved uboat and A11-A12 would be on top A13-14 and so on. I like having my uboat next to me which helps, only time it doesn't help is when doing repacks and you have stuff from all over mixed in, especially when they are #4 repacks.
I wish he would hurry up and bail. Maybe then we can get rid of this Modernization crap.Modernization = Brian cutting payroll and costs to drive up profits and thus stock prices. Then take the money and bail.
I wish he would hurry up and bail. Maybe then we can get rid of this Modernization crap.
staffing levels vary for sureee. i’ve worked in two metropolitan markets and my previous store struggled to keep JAS applicants in “pending” to below 50, compared to my current store where applicants (let alone qualified ones) are difficult to come by.ASANTS. Maybe the rest of us have more employees than hours to go around. 🤷🏽♀️
Can't say I blame you. I had to do a bunch of pulls for carseats for those pallets we're supposed to put out today. Took me hours, most of which was rearranging the full uboats, softlines racks, and other miscellaneous crap in the way every single time I needed to move the wave 3 feet to the next location. Getting the 2 full pallets of 2 particular car seats with the stacker was even better.
I should set up a camera in the backroom and figure out how many man hours are wasted in a day from just rearranging the crap to get through to do what should be a simple task. I bet it's easily enough to pay for a backroom person to help clean it, or a stocker to help push it.
More than likely ultra low. No way UHV stores can do 10 am unloads
We piloted the process last year and fourth quarter was a complete disaster. I get Target was doing good sales wise, but when we pull 30 flats of 90% off seasonal/salvage due to logistics neglect I feel we could have made more money. Not to mention all other pull/backroom processes were completely neglected. Nothing came out of the back until January when no one was buying.
There was no ownership. It was always put out this fire or put out that fire. We robbed Peter to pay Paul. It was knee jerk reactions to everything everyday. We hid truck freight in empty trailers to make it appear like the process was working. No one wanted to hear constructive feedback.
Every day I said "This can't get any worse, can it?" but to my amazement it did. It's not even forth quarter here, or even BTS season, and it is already a complete shit-show. It will be interesting to see how bad it gets this year. Especially since we lost most of our good people during the pilot period. I feel bad for the new employees who have the experience the chaos come fourth quarter.
The photo below is a normal day.
You and me both, although I do health & personal care. There's no way I can move my u-boat from one aisle to the next, moving through my whole area just one time.
Also, I'm on the part of the line where soft lines repacks are opened to see what stack they go in. Had a couple of green repacks today with shoes AND hanging AND folded in it. Really?! Not sure if that's better or worse than a green repack with exactly 1 item in it.
I wish we could all see a video of a shift at the DC that sends us stuff; seriously, I'd really like to see how it works so I could better understand why we get repacks like we do. There has to be a reason, right?
I remember when Flow team owned the unload, the bowl, the stock. Green by eight. Backroom was Clean. We owned the Store. Every. Day. Clean.
I was told not to talk about the old process any more, that modernization is here and not to question it and if we weren't onboard with it to find another job. So I did.
I remember when Flow team owned the unload, the bowl, the stock. Green by eight. Backroom was Clean. We owned the Store. Every. Day. Clean.