I agree! The only thing different at our store from what you said is we used to only have 2 people sorting and got done before 10am, now we have 2-6 people at once and it started piling up so bad, even at 6 TM, we can't get it finished and are lucky if we get today's softlines from the truck done. Since our store is a pilot store, the apparel super sort doesnt really benefit anyone at our store. The sorting process is considered hardlines because we are handling the truck so none of the HLTM (besides me who was hired as an Apparel TM but got moved to hardlines and another TM who used to do the apparel sort before the modernization changes) that got "nominated" to do this know anything about apparel. Basically, I had to train many HLTM for weeks because they have not even been on the soft lines side of the store other than shortcutting through the fitting room. Our back room is smaller than most, and since our softlines repacks, metro racks, and Z-Bars have lined up cluttering about half of our entire backroom it ends up hindering everyone..and i mean everyone. It's not just us or the flow team who can't properly get things done because of all the repacks that we have no space for; it effects the apparel team when they need fitting room zbars but all of the ones in the store are being used for the sort -that most likely will be backstock. The SFS team has it bad also, when they need an article (or multiple) of clothing for OPU and they have to basically go on a safari through the repacks until their RFID finally finds it. It effects every HLTM
when they need to push a U-boat or vehicle and can't get through because of our "mess." They don't want us to put the full Zbars or Metros on the floor. They don't want us to put the empty ones out either. The apparel TMs can't push them because they have other projects, manning the FR, reshop calls, helping guests and zones to complete. Bringing it back to the OP topic, if i could talk to the corporate, id ask them to please spend a morning either observing or maybe completing one of the tasks they assign us, or really anyone in the store, and seeing how difficult it is for us and try to find a working solution eventually. We are willing to try new things and we did but this isn't working out for us. Sometimes, the ideas and policies work in theory but don't work when the circumstance becomes reality.