Doing Pulls for a POG

Dream Baby

Dream Baby

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May 6, 2020
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Who is actually responsible to do the pulls for a POG?

Twice in the past week I had a whole bunch of OOS and Pulls drop into my batches.

The first time my TL pulled then and there were about a dozen DCPI that were also OOS.

It happened again yesterday but there were about 20 OOS and 150 items.

I went into the POG and then set that capacity to ZERO.

Here is an idea maybe ask me to pull (but not push) them instead of assuming I would do it.
 
Dream Baby said:
Who is actually responsible to do the pulls for a POG?

Twice in the past week I had a whole bunch of OOS and Pulls drop into my batches.

The first time my TL pulled then and there were about a dozen DCPI that were also OOS.

It happened again yesterday but there were about 20 OOS and 150 items.

I went into the POG and then set that capacity to ZERO.

Here is an idea maybe ask me to pull (but not push) them instead of assuming I would do it.
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Why would you set capacity to 0? If there's space on the floor, it will never come out in a pull.

They can see who set the capacity to 0 and would be an easy conversation for them to document.
 
The hours are included in the set time. Presentation team technically earns the time if scheduled appropriately but it depends on how your leaders schedule it and what their expectations are.
 
HInbound said:
Why would you set capacity to 0? If there's space on the floor, it will never come out in a pull.

They can see who set the capacity to 0 and would be an easy conversation for them to document.
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I realize that but it is just lazy that they didn't do their job and dumped it on me with no warning.

I am usually the only one who does pulls in my department and doing that just makes my pull percentages that much worse.

I did tell my Closing TL about this since it has happened twice in four days.

Finally the majority of these items were ten feet off the ground in multiple locations.
 
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BKop16 said:
The workload calendar days that pulls, pushing those pulls, backstocking from pog and managing clearance/NOP is not included in times.
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I promise you it is. Look up best practice for setting a pog. They clarify pull the pog batch and pushing transition pallets is included.

Stock POG
  • Start with carryforward items to free up vehicles and clutter on the sales floor.
  • After carryforward product is stocked, work new or incremental product from the POG batch. If transition was pre-tied, work staged product.
  • It is important to have accurate capacities and SFQs to replenish the sales floor appropriately. Upon filling the POG, check SFQ and Capacity accuracy on:
  • Any item that came from a pull and has backstock.
  • An item that is low or out on the floor and didn't pull with the POG fill batch.
  • Any item where there is an obstruction (i.e., power pole) that may not be accounted for in the POG.
  • Items that are in shippers, displays or have zone assist. Follow the POG to determine where to put zone assist fixtures. If you've added your own, you will need to update the capacity on these items.
 
While I agree that presentation is responsible for all those things. Lately the hours given for pushing transition pallets is inaccurate because it doesn't take into consideration the port strike and the extra freight we've been given. The last 3 weeks have been a struggle when you have multiple transitions going on and they expect us to push 10+ pallets of dec home/domestics with a 3 TM crew.

Other then that, the hours are fairly accurate for the most part.
 
TargetsDaddy said:
While I agree that presentation is responsible for all those things. Lately the hours given for pushing transition pallets is inaccurate because it doesn't take into consideration the port strike and the extra freight we've been given. The last 3 weeks have been a struggle when you have multiple transitions going on and they expect us to push 10+ pallets of dec home/domestics with a 3 TM crew.

Other then that, the hours are fairly accurate for the most part.
Click to expand...
These were likely revisions, and spls mixed in too which should have been backstocked. Only pretied transitions should be trapped.
 
The port strike - is that why we got numerous pallets of Christmas trees yesterday? So many and Seasonal is still pretty full with Halloween merch.
 
gsa4lyfe said:
I promise you it is. Look up best practice for setting a pog. They clarify pull the pog batch and pushing transition pallets is included.

Stock POG
  • Start with carryforward items to free up vehicles and clutter on the sales floor.
  • After carryforward product is stocked, work new or incremental product from the POG batch. If transition was pre-tied, work staged product.
  • It is important to have accurate capacities and SFQs to replenish the sales floor appropriately. Upon filling the POG, check SFQ and Capacity accuracy on:
  • Any item that came from a pull and has backstock.
  • An item that is low or out on the floor and didn't pull with the POG fill batch.
  • Any item where there is an obstruction (i.e., power pole) that may not be accounted for in the POG.
  • Items that are in shippers, displays or have zone assist. Follow the POG to determine where to put zone assist fixtures. If you've added your own, you will need to update the capacity on these items.
Click to expand...
I wish upon Brother Brian's saintly eyebrows that what ever failed biomass has been setting and forgetting PoGs for [undetermined amount of time] would have this branded on the inside of their eyelids. routinely walking into a 200+ (1500+) batches is getting a little tiresome
 
balthrop said:
I wish upon Brother Brian's saintly eyebrows that what ever failed biomass has been setting and forgetting PoGs for [undetermined amount of time] would have this branded on the inside of their eyelids. routinely walking into a 200+ (1500+) batches is getting a little tiresome
Click to expand...
I feel like most store's issues are a lack of communication between leadership. If a department sets and doesn't have time to pull here, their leaders send an email to the Closer/Inbound leaders asking for support in pulling.

9/10 times, it gets pulled and life carries on as usual.

If people would just do what's required to keep a functioning store, things would be a lot better at other stores imho. People would rather complain about doing their job though. Blows my mind.

Edit: Not singling you out, just a general theme I see around here.
 
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It's really hard to have the want to do the job when you don't have enough people and when you DO they steal them for other departments, then tell you who has 4 things to do that you need to move faster. I am not breaking my neck and giving 110% EVERY SINGLE DAY. I am not burning myself out when the most I am getting come review time is 30 extra cents. Target is creating this problem - you stop working hard because there is no reward for it but more work. What benefit is there, really, to busting your ass? An 'attaboy' from your TL and that's it. Meanwhile if you slip up even a little you get a 10 minute condescending lecture about how you need to do better, we're a family, all that bullcrap.

We have TLs leaving because it's toxic here. We have a hard time keeping new people because management doesn't want to work with college students' schedules, and we're a college town so this is a pretty bad idea. The front end no longer has cart guys all day. There are some days we don't have them at all. They keep cutting hours and wondering why we don't make plan.

This skeleton staff crap has to stop before the store completely collapses, and the 'you just don't want to work' attitude needs to stop too. No, I don't want to work, not if this is how it's going to be EVERY SINGLE DAY.
 
flow4areasonuno said:
It's really hard to have the want to do the job when you don't have enough people and when you DO they steal them for other departments, then tell you who has 4 things to do that you need to move faster. I am not breaking my neck and giving 110% EVERY SINGLE DAY. I am not burning myself out when the most I am getting come review time is 30 extra cents. Target is creating this problem - you stop working hard because there is no reward for it but more work. What benefit is there, really, to busting your ass? An 'attaboy' from your TL and that's it. Meanwhile if you slip up even a little you get a 10 minute condescending lecture about how you need to do better, we're a family, all that bullcrap.

We have TLs leaving because it's toxic here. We have a hard time keeping new people because management doesn't want to work with college students' schedules, and we're a college town so this is a pretty bad idea. The front end no longer has cart guys all day. There are some days we don't have them at all. They keep cutting hours and wondering why we don't make plan.

This skeleton staff crap has to stop before the store completely collapses, and the 'you just don't want to work' attitude needs to stop too. No, I don't want to work, not if this is how it's going to be EVERY SINGLE DAY.
Click to expand...
Sounds like a horrible store culture. Target itself doesn't create this environment, your leaders do. All the horror stories I see everyone posting about how terrible it is, is a store created issue imho. Our store has to follow the same corporate policies everyone else's does, and our store is nowhere near as dysfunctional as what I see posted here on the regular.

We go through the same thing of fulfillment pulling TM's for help, so if things start to fall behind elsewhere, we pick up the slack and help them through. We've taken 4 trucks, 5000+ cartons with only 18 TM's due to callouts. Good chunk of our line was rolled over to dayside. We came back the next night to a clean line. Everything will come around to normal in short order. Store success mentality. One team.

We promote internally, so there's no loss of good, hard working talent. The store culture is extremely good, kept in place by internal promotions. The only hiccups we usually have is during Q4 seasonal hires, and those weed themselves out quite quickly. We've brought in and terminated 3 Seasonal Inbound already since hiring began for Q4.

We have TL's from other stores in our district trying to transfer in because of how good it is, but no one leaves (unless it's a career change from what I've seen) or they get promoted out of the store (we've had multiple ETL's leave to be Seniors at other stores, and a couple of Seniors have left to become SDs), so no chance of them transferring in unless someone fucks up and loses their keys, receives the wrong truck, basically instaterm offenses. Their replacements are interviewed to match the same values as those already in place. Our SD has been the same since I started 5 years ago, not sure how long they were in place before that, but the culture 5 years ago is the same as today.

I feel sorry for those of you in shitty stores, I really do, because it can be amazing, but imho, it's a store issue that can really only be fixed by a change in the store's overall culture. How that happens is on the leadership, but if they're the problem, all you can really do is hope they move on and someone willing to get the ball rolling in the right direction moves in.
 
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HInbound said:
Target itself doesn't create this environment, your leaders do.
Click to expand...
Yes and no. My store's leadership is, for the most part, pretty good. But some of the changes corporate makes can result in depressed morale and push good TMs out the door.
The most recent example from my own experience is the demise of the DBO model. My store invested a lot of time into training TMs like myself, who started on one team like Flow or POG, on how to do the other components and we ended up with a lot of really good DBOs. (Some not-so-great too - not everyone liked and did well with it.) We're still using bits of it because TLs recognize that having a knowledgeable TM push the same area all the time makes it go faster and can provide more accurate information to guests. But other TMs are handling price change, transitions, priority pulls.
We're moving to a schedule of smaller, more frequent trucks which means that other TMs will be pushing my freight and doing my back stock more often. I'm telling myself to just not care because I know what I'll find: overstocked pegs and bins, end caps forgotten, back stock not de-trashed and put in weird places, product just shoved onto the shelf and left looking sloppy.
How do I know this? Because I'm all the time finding missed clearance and salvage (and not just onesie-twosies), wrongly placed PC labels, and all the other stuff with the random help I get now. It's only going to get worse. Pointing out stuff to TLs does no good; not sure if it's a lack of training or lack of caring, but the mistakes and sloppy work keep happening. And I know that it's even TLs who do some of this stuff because sometimes they're the random help.
It seems to be "just get it done, who cares if it's done correctly?" In my book, that's not really getting done, but oh well.
So now I'm trying to figure out if I can retire before I'd planned to because I'm not sure I can handle it that long. My morale is circling the drain, again. It's happened before and I've been able to bounce back, but it takes a little longer every time.
 
FlowTeamChick said:
Yes and no. My store's leadership is, for the most part, pretty good. But some of the changes corporate makes can result in depressed morale and push good TMs out the door.
The most recent example from my own experience is the demise of the DBO model. My store invested a lot of time into training TMs like myself, who started on one team like Flow or POG, on how to do the other components and we ended up with a lot of really good DBOs. (Some not-so-great too - not everyone liked and did well with it.) We're still using bits of it because TLs recognize that having a knowledgeable TM push the same area all the time makes it go faster and can provide more accurate information to guests. But other TMs are handling price change, transitions, priority pulls.
We're moving to a schedule of smaller, more frequent trucks which means that other TMs will be pushing my freight and doing my back stock more often. I'm telling myself to just not care because I know what I'll find: overstocked pegs and bins, end caps forgotten, back stock not de-trashed and put in weird places, product just shoved onto the shelf and left looking sloppy.
How do I know this? Because I'm all the time finding missed clearance and salvage (and not just onesie-twosies), wrongly placed PC labels, and all the other stuff with the random help I get now. It's only going to get worse. Pointing out stuff to TLs does no good; not sure if it's a lack of training or lack of caring, but the mistakes and sloppy work keep happening. And I know that it's even TLs who do some of this stuff because sometimes they're the random help.
It seems to be "just get it done, who cares if it's done correctly?" In my book, that's not really getting done, but oh well.
So now I'm trying to figure out if I can retire before I'd planned to because I'm not sure I can handle it that long. My morale is circling the drain, again. It's happened before and I've been able to bounce back, but it takes a little longer every time.
Click to expand...
Again, that's a leadership issue imho. We went the DBO model for a bit and realized it didn't work for our store because we were already trained to be global, and kept it that way. Stores don't HAVE to always transition models, they can pick what works for their store, hence ASANTS. TM's go where they're the strongest obviously, but can end up anywhere when they clock in.

TM's overstocking, flexing, etc. again, leadership. TM's have to be held accountable for what they do. Greenfield & MyDay will tell you a plethora of information on who is/could be responsible, if your leaders choose to utilize the tools given to them. Documenting poor performance and the threat of CA/DA, etc. will either drive improvement or help them out the door quicker. TL's having open communication with their counterparts helps get poor performing TM's accountable in the right places. We go through the same thing, but it gets corrected eventually. Sometimes just gotta suffer a little while things get straightened out, assuming your leaders are actively fixing issues..

Good luck with your trucks, we're a very high volume store, so we're lucky if we see 2 trucks a night, even not during Q4. We're minimum triples every night now, quads 1-2 times a week depending on how heavy they're coming, and planning for pentas coming next month. 4000+ cartons is a small night for us now and we're still not fully staffed.

Hopefully it all works out for you in the end, no one should have to be unhappy supporting themselves and their family.
 
So what is your advice for a TL that owns six GM salesfloor areas plus pricing and pog, but also runs inbound twice a week as the only GM leader in the store (no ETL or TL)? Of course working side by side with TMs and digging into greenfield to hold accountable is great but most days feels like if I don't run from stop to start then the day will go down in flames.
 
HInbound said:
Again, that's a leadership issue imho. We went the DBO model for a bit and realized it didn't work for our store because we were already trained to be global, and kept it that way. Stores don't HAVE to always transition models, they can pick what works for their store, hence ASANTS. TM's go where they're the strongest obviously, but can end up anywhere when they clock in.

TM's overstocking, flexing, etc. again, leadership. TM's have to be held accountable for what they do. Greenfield & MyDay will tell you a plethora of information on who is/could be responsible, if your leaders choose to utilize the tools given to them. Documenting poor performance and the threat of CA/DA, etc. will either drive improvement or help them out the door quicker. TL's having open communication with their counterparts helps get poor performing TM's accountable in the right places. We go through the same thing, but it gets corrected eventually. Sometimes just gotta suffer a little while things get straightened out, assuming your leaders are actively fixing issues..

Good luck with your trucks, we're a very high volume store, so we're lucky if we see 2 trucks a night, even not during Q4. We're minimum triples every night now, quads 1-2 times a week depending on how heavy they're coming, and planning for pentas coming next month. 4000+ cartons is a small night for us now and we're still not fully staffed.

Hopefully it all works out for you in the end, no one should have to be unhappy supporting themselves and their family.
Click to expand...
We're a low-volume store, although higher than before SFS and OPU, so we don't have nearly so many trucks. We still have problems though, and I agree with you 100% about accountability. Some TLs talk about it but actually following through? That's a whole other thing, from SD on down, and it makes me a little nuts. I bring up an issue ... yes, they agree it's a problem ... and nothing changes. So are they feeding me a line to make me shut up? Actually following through part way but then the TL over price change or whatever doesn't do their part? Either way, it's broken and doesn't get fixed. That's with multiple issues over months and similar issues being brought up by at least one other TM I know about. Sometimes, I wish I DIDN'T know what I do about price change and transitions because I'd be less irked about mistakes. "Ignorance is bliss" is sometimes true!
As far as a store not having to change to whatever the new SOP is, maybe at your store/in your district? We have a new district lead and, from what I hear, he's way less flexible than his predecessor. It's less ASANTS than he wants all the stores in his district to be the same, even if a store is performing well (we're low-volume but our metrics are almost always bright green). The previous one seemed happy to let us do our thing as long as the train kept chugging along. Things have changed, some good long-term TMs are grumbling again, and it seems like every time that happens, we lose one or two.
Editing to clarify about my store's leadership - they are pretty good in that they're not micro-managers, for the most part; no one in the current leadership is abusive in any way; it's a pretty stable roster. However, they're also all kind of "mushy" in management style, seemingly more interested in being liked than in holding TMs accountable. That could be Target's overall management style; I did work a few months seasonally at another store, but I really only know this one store.
 
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BKop16 said:
So what is your advice for a TL that owns six GM salesfloor areas plus pricing and pog, but also runs inbound twice a week as the only GM leader in the store (no ETL or TL)? Of course working side by side with TMs and digging into greenfield to hold accountable is great but most days feels like if I don't run from stop to start then the day will go down in flames.
Click to expand...
Have your leaders hire more help? I dunno, our small format store here doesn't even have leaders spread that thin. That sounds kinda nuts. Props for holding that all together.
 
FlowTeamChick said:
We're a low-volume store, although higher than before SFS and OPU, so we don't have nearly so many trucks. We still have problems though, and I agree with you 100% about accountability. Some TLs talk about it but actually following through? That's a whole other thing, from SD on down, and it makes me a little nuts. I bring up an issue ... yes, they agree it's a problem ... and nothing changes. So are they feeding me a line to make me shut up? Actually following through part way but then the TL over price change or whatever doesn't do their part? Either way, it's broken and doesn't get fixed. That's with multiple issues over months and similar issues being brought up by at least one other TM I know about. Sometimes, I wish I DIDN'T know what I do about price change and transitions because I'd be less irked about mistakes. "Ignorance is bliss" is sometimes true!
As far as a store not having to change to whatever the new SOP is, maybe at your store/in your district? We have a new district lead and, from what I hear, he's way less flexible than his predecessor. It's less ASANTS than he wants all the stores in his district to be the same, even if a store is performing well (we're low-volume but our metrics are almost always bright green). The previous one seemed happy to let us do our thing as long as the train kept chugging along. Things have changed, some good long-term TMs are grumbling again, and it seems like every time that happens, we lose one or two.
Editing to clarify about my store's leadership - they are pretty good in that they're not micro-managers, for the most part; no one in the current leadership is abusive in any way; it's a pretty stable roster. However, they're also all kind of "mushy" in management style, seemingly more interested in being liked than in holding TMs accountable. That could be Target's overall management style; I did work a few months seasonally at another store, but I really only know this one store.
Click to expand...
Our leaders are also "mushy", but they also know they have to stand firm when things start to go south, and people here respect that for the most part. At least you don't have abusive leaders, I wouldn't put up with that for very long.

I might be a tad worried if we lost our SD, as our store's culture starts there. I imagine it could all go sideways if a hardass came in & changed everything up, and then I'd be here bitching as well. 😀
 

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