Archived i don't know what to do anymore

[keynesian]

the flow team hasn't finished its workload in months, neither has the backroom team. today was a particular low, when counting all vehicles of backstock, p-fresh, light duty, and receiving, there were over 70 vehicles of backstock when the backroom team left. They won't approve overtime, and the productivity scores of individual team members are at least in line, if not better than most other stores. What the hell should we do in a situation like this? even out etl-ops who has a rather long tenure with the company thinks that we need at least one more person in the backroom per night, while the STL believes we should have one less... and the STL wants the "golden contribution" so when labor is saved, it stays saved, all the time.

the last time we finished every bit of backstock, we still had less than all of the vehicles emptied, because price change, clearance, and PTMs take up more than half of the vehicles on a regular basis. Also, the closing team hasn't finished just the cafs pulled for them since this STL got to the store. The closing salesfloor people only zone, they never push anything other than re-shop. So the backroom closer only pushes the last set of cafs for about 20 minutes before punching out, even though there are 3 hours worth of pulls there. Even the one or two times we've come close to clean the night before, there are at least 20 vehicles of backstock extra from dayside waiting for us, because nobody wants to backstock during the day, and the dayside ETLs don't feel like its their responsibility.

What the hell should I do? My store is falling apart, leadership cares but can't seem to do anything about it. And the other leaders don't seem to care about logistics at all, even if the store is in total disarray. I can't keep working in this environment, its so chaotic and there's no room for advancement unless you drink the kool-aid and always "see the positive" but there is nothing positive about this situation. Its just horrible!

 

[Kompa]

This was like my store 4 days ago. The entire trailer was filled with backstock. What my store did, was cancel Mondays truck and the 20+ flow team backstock the hell out of the backroom. with 20+ people backstocking for 8 hours, shit gets done. Then the backroom just focuses on the cafs and it's back stock. Our last caf is the 5's so at about 6 all the caf bs should be done. They the work price change and PTM at 6-8. The rest is down time consolidating pallets and shit. Don't worry about if you're not a TL+. Eventually your store is going to have to cancel a truck, either soon, or before the seasonal stuff coming in.

I'm not sure which team you're one but because of my new day job, they let me come in a BRTM to finish Flow's work and just to flow on the weekends. It really helps having another person in the back

 

[keynesian]

This was like my store 4 days ago. The entire trailer was filled with backstock. What my store did, was cancel Mondays truck and the 20+ flow team backstock the hell out of the backroom. with 20+ people backstocking for 8 hours, shit gets done. Then the backroom just focuses on the cafs and it's back stock. Our last caf is the 5's so at about 6 all the caf bs should be done. They the work price change and PTM at 6-8. The rest is down time consolidating pallets and shit. Don't worry about if you're not a TL+. Eventually your store is going to have to cancel a truck, either soon, or before the seasonal stuff coming in.

I'm not sure which team you're one but because of my new day job, they let me come in a BRTM to finish Flow's work and just to flow on the weekends. It really helps having another person in the back

overnight br, and we've been like this for 6 months. and we can't cancel trucks, we take at least a 2000 piece truck every night, 7-12 trucks a week, not counting the 4 food trucks.

 

[konk]

I wouldn't stress it. I'm sure an STL trying to be gold isn't gonna cancel a truck! Our store was about three trailers behind yesterday and they managed to backstock most of it by staying until 3:30. Which actually isn't that bad. We also seem to be short. I know we are short at least one, maybe more. You just have to put your blinders on and do what you're told. Sometimes I come in to some huge messes and am given a stupid task but I do it anyway because it's what I was told to do.

 

[mrknownothing]

What happens to all those vehicles when you guys get a visit from the DTL, et al?

 

[keynesian]

What happens to all those vehicles when you guys get a visit from the DTL, et al?

The DTL and STL are forced to get along for some reason, the DTL doesn't like the STL but for reasons nobody else knows about he can't fire her. We had a visit from tina schiel a couple of months back, and in the three days leading up to it TL overtime was approved and dayside used virtually all of their labor to clear off vehicles. The visit was on a thursday, and on the friday and saturday following it, almost nobody was there during the day.

 

[Mhugh220]

This is how my store was when I first arrived. As an ETL and a good friend with the Group Operations Leader, I had some leverage to convince my fellow ETLs to do their part. They had to lead the store from the backroom. If a certain LOD consistently left me with shit I blasted them to their boss (STL and DTL). I know, sounds like a crappy thing to do, but if you wanted to continue working then they had to do their job and turn over a clean backroom to me. I also contributed to them by completing their tasks (reshop (12 carts on average a night, some nights had over 30), set aisles, zone, transition, etc). We always did extra tasks overnight.

If the logistics process is broken then the store is broken. Logistics is very important to have right and takes the entire store to maintain. Your leaders have to acknowledge this and get logistics right. That means adding support to clean it up and then following through to maintain it. Trucks should be getting finished, period. RWT times should be beaten every day. TMs should be evaluated constantly for performance and attendance. ETLs have to work hard to get the process right. Backstock should never be left.

If your STL is too focused on golden contribution then the store is going to fall apart.

 

[keynesian]

This is how my store was when I first arrived. As an ETL and a good friend with the Group Operations Leader, I had some leverage to convince my fellow ETLs to do their part. They had to lead the store from the backroom. If a certain LOD consistently left me with shit I blasted them to their boss (STL and DTL). I know, sounds like a crappy thing to do, but if you wanted to continue working then they had to do their job and turn over a clean backroom to me. I also contributed to them by completing their tasks (reshop (12 carts on average a night, some nights had over 30), set aisles, zone, transition, etc). We always did extra tasks overnight.

If the logistics process is broken then the store is broken. Logistics is very important to have right and takes the entire store to maintain. Your leaders have to acknowledge this and get logistics right. That means adding support to clean it up and then following through to maintain it. Trucks should be getting finished, period. RWT times should be beaten every day. TMs should be evaluated constantly for performance and attendance. ETLs have to work hard to get the process right. Backstock should never be left.

If your STL is too focused on golden contribution then the store is going to fall apart.

from my experience with these people, I can almost guarantee the store will fall apart. What does it look like when this happens? we have inventory coming up - if stockloss is above a certain dollar amount will corporate clean house?

 

[commiecorvus]

We became a golden store with our STL.
He had been an ETL LOG before becoming a STL and he always made sure things worked down to having the ETL's come in early and push if things were backing up.

We were the top store in the district for BR accuracy because we had an old timer ETL LOG who got his hands dirty, too.
If the people at the top aren't willing to get in there it's not going to work.

 

[konk]

from my experience with these people, I can almost guarantee the store will fall apart. What does it look like when this happens? we have inventory coming up - if stockloss is above a certain dollar amount will corporate clean house?

No, but they will fire the STL. Replace the shingles? Not for one year though. Not for just inventory either.

 

[Ringwraith917]

from my experience with these people, I can almost guarantee the store will fall apart. What does it look like when this happens? we have inventory coming up - if stockloss is above a certain dollar amount will corporate clean house?

No, but they will fire the STL. Replace the shingles? Not for one year though. Not for just inventory either.

That would serve him right. Letting the store go to crap just so he can get a big bonus check? It would be awesome if he got fired before he could collect.