TTGOz
Suitable
- Joined
- Jul 24, 2016
- Messages
- 2,212
The only thing about coaching other TMs or peers is you don't want to come off as cocky. No one likes being told what to do by someone else that isn't in a position of authority. My ETL told me to find a niche, coach TMs if they do something wrong, and just work with my TL. Be original, take the initiative. He added at the end "oh and don't actually coach TMs, just help them."
We deal with the same issue. I was eyeing a PA position until it got voided out with the new starting wages, now I just sort of hover as a "captain", someone that my TL can look to to hold the fort down. What's hard about this is me and my team work so well together as a team, there's really no established hierarchy. We're all individuals with ideas, ways to take the initiative, ways to improve freight push.
All I can really offer is what Humble TL said, organize, prioritize, and execute.
We get Dairy Frozen daily. Milk Mon-Wed-Fri. We get up to eight pallets a day of just frozen and dairy, weekends we can get up to ten a day. Produce usually gets about 3-4 week days, 5-7 weekends. We get meat pallets as well and that's usually three a day. Milk shipments range from 3-6 pallets. The bulk of my team runs 4am-12:30pm shifts. I do a lot of 8am-10am start times and close on the weekends. We use to have a vehicle out on the floor for full case backstock, cart for cardboard, uboat for WACOs, a three-tier for yogurt/creamer backstock, and then the u-boat or pallet of freight. We've refined the process down to just two uboats. Cardboard goes into the appendage on the ends of uboats. Full case goes on top as we work out the top tier of a uboat first. Single stock goes into WACOs on a seperate uboat.
The process works, but the rest of my team doesn't like it. They'd rather have a million vehicles out making the aisle more claustrophobic and tight. We're less in the way, and it's a LOT easier to manage, but the team can't see that, not even our PA in Dairy who's been here for years. I don't get it, but I've decided I need to make it my job to enlighten everyone on why it's better. It's faster because there is less collateral.
We deal with the same issue. I was eyeing a PA position until it got voided out with the new starting wages, now I just sort of hover as a "captain", someone that my TL can look to to hold the fort down. What's hard about this is me and my team work so well together as a team, there's really no established hierarchy. We're all individuals with ideas, ways to take the initiative, ways to improve freight push.
All I can really offer is what Humble TL said, organize, prioritize, and execute.
We get Dairy Frozen daily. Milk Mon-Wed-Fri. We get up to eight pallets a day of just frozen and dairy, weekends we can get up to ten a day. Produce usually gets about 3-4 week days, 5-7 weekends. We get meat pallets as well and that's usually three a day. Milk shipments range from 3-6 pallets. The bulk of my team runs 4am-12:30pm shifts. I do a lot of 8am-10am start times and close on the weekends. We use to have a vehicle out on the floor for full case backstock, cart for cardboard, uboat for WACOs, a three-tier for yogurt/creamer backstock, and then the u-boat or pallet of freight. We've refined the process down to just two uboats. Cardboard goes into the appendage on the ends of uboats. Full case goes on top as we work out the top tier of a uboat first. Single stock goes into WACOs on a seperate uboat.
The process works, but the rest of my team doesn't like it. They'd rather have a million vehicles out making the aisle more claustrophobic and tight. We're less in the way, and it's a LOT easier to manage, but the team can't see that, not even our PA in Dairy who's been here for years. I don't get it, but I've decided I need to make it my job to enlighten everyone on why it's better. It's faster because there is less collateral.
