- Joined
- Apr 19, 2012
- Messages
- 174
I’m a new P1 team lead I desperately need advice from another TL in same area. I DID NOT get any training & need advice. If anybody is TL over HBA/Personal care can you message me?
Those things are imaginary. I believe in utilizing the trailer breakdown and writing down all the push hours per department. Spend time in them and understand what 15 hours of HBA looks and feels like. What does 2.5 hours of pets really mean?Also since I never have 5 minutes of down time does anybody know how to find Targets guidelines for push times?
They come down from your sd who got it from there dsd who got it from there boss and so on. 50 boxes an hour and 5 minutes a repack is what we are told in my store. I adjust what i can to be more reasonable, such as additional time for furniture and lamps and such. More time for hba and otc repacks. Just make sure you account for all freight, it can be easy to miss transition freight, noncon, and accounting for pipo pallets.Also since I never have 5 minutes of down time does anybody know how to find Targets guidelines for push times?
Well 3 hours for 1.5 hours push time is a jokeGet up. Get, get, get down. Push time's a joke in yo town. I said, get up. Get, get, get down. Push time's a joke in yo town.
I'm pretty sure that's how that Public Enemy song went.
I use inbound dash board. My first time pushing OTC repacks I’m 10 minutes a repack. I have pushed all departments to get an idea I just feel like I’m being initiated by my team being WAY slowThose things are imaginary. I believe in utilizing the trailer breakdown and writing down all the push hours per department. Spend time in them and understand what 15 hours of HBA looks and feels like. What does 2.5 hours of pets really mean?
In my store I automatically know what it’ll take in each area to clear it based off of the push hours and understanding what it means for my store. You have to be an analysis. Inbound Trailer Dashboard is your best friend.
Well 3 hours for 1.5 hours push time is a joke
Just take her in the office and document it. Show her the push times and say this is expected to get done. Its one thing to miss by 30 minutes or even an hour but taking more then twice as long is unacceptable. Give it a week and see if it improves. If not do it again. If your not willing to do that then you shouldn't be a TL. Your name is 2nice2people amd sometimes thats not the best thingHere’s my day today they had 1.5 hours push. 4 hours it took to do WTF. I haven’t had to have a conversation yet I was told an ETL would be in with me. Nope my ETL said why can’t you do it yourself??? I’ve caught her making capacities really small so she spends a long time in backroom. Like 4 facings of dove body wash which should hold 32 or more she made 8. I have no support & literally had a break down today. Why the F did I become a TL
Take a deep breadth, calm down And slow down.I have no support & literally had a break down today. Why the F did I become a TL
I’ve noticed back when I ran inbound and now planning my team’s dry grocery push that the amount of cases on each custom block has actually been turning out to be far more than what’s on the trailer report. And this is after double, sometimes triple checking sort behind the inbound team.I use inbound dash board. My first time pushing OTC repacks I’m 10 minutes a repack. I have pushed all departments to get an idea I just feel like I’m being initiated by my team being WAY slow
Make sure your accounting for pretied and nonpretied transition. Market can get a bunch all the time because the endcaps and seasons change so often. Market will also get product in that goes to seasonal, checklanes, or even coffee stuff that goes in kitchen. There is a lot to factor in and can be missed if not careful. That being said it is definitely not perfect but it should not be wildly off everyday.I’ve noticed back when I ran inbound and now planning my team’s dry grocery push that the amount of cases on each custom block has actually been turning out to be far more than what’s on the trailer report. And this is after double, sometimes triple checking sort behind the inbound team.
You are correct on that!I usually take that into account towards the end after most push is done. I usually take care of my transition by myself and a specific TM so I don’t pressure my team when they come across the transition stuff or the random coffee stuff. I just tell them to set it in a specific designated location if d they come across.Make sure your accounting for pretied and nonpretied transition. Market can get a bunch all the time because the endcaps and seasons change so often. Market will also get product in that goes to seasonal, checklanes, or even coffee stuff that goes in kitchen. There is a lot to factor in and can be missed if not careful. That being said it is definitely not perfect but it should not be wildly off everyday.
There is nothing on work bench about official times. I was a tm myself. I still push and continuously update my expectations based on what i think is reasonable to accomplish myself. I do my best to make it as fair as possible. Tms who continuously underperform i will try and work with because it isnt fair to the tms who do and have to pick up the slack. Sometimes tms arent cut out for it and have moved to different departments and excelled. I had a tm who i hired for dry grocery and had to be moved to the front end because the stress was too much. She is the best front end tm we have always bringing up issues to leadership to be corrected, always on top of deals in the store, and always pushing for circle and anything else target makes us do. Had a similar instance with someone going to starbucks. Had several instances with it working out in fulfillment as well.I 100% do all that. After unload I count repacks to see if it’s what sheet says & I look at vehicles. My concern being a former TM is that it’s not fair to other team members that get more done or use time wisely. I really need to find on workbench the official push times
Cruising for advice today...In regards to responsibility of TL vs TM for task completion. As a TM I have proven to my TL that if they will sort my boats by aisle...even by 4 aisles...I can push a box a minute. A 30 box boat bam! Pushed in 28-30 minutes. However. Other TL s in charge of unloading don't require the unloaders to custom sort beyond the Block onto the uboat.....so...I can have 3 or 4 boats with 45 or so boxes over 32 aisles. At best these will now take 90 minutes. When next day comes and 2 boats are still standing unfinished I get the " what happened,?" duh? I have no control over that unload so if push times go up ITISNOTMY FAULT, it's the TL.Take a deep breadth, calm down And slow down.
You are doing TOO much while NOT doing the RIGHT things.
Instead of pushing for 15 minutes, spend that 15 minutes improving your tm. Teaching, coaching when necessary and documenting.
‘Ever hear the “teach a man to fish“ story ?
‘Now, change the way you are thinking:
‘It is NOT “IT took 4 hours to do”. , it IS ‘SHE TOOK 4 hours To do it “. VERY different.
Remember - you are a leader, NOT a tm. YOUR RESPONSIBILITY is NOT to DO but to GET it done.
You are NOT responsible for DOING the ANY work - YOU are ACCOUNTABLE for ensuring the work gets DONE. Again, very different.
It is not MY problem if my team isn’t productive - it is THEIR problem. Coach and document- often. There will either be improvements or replacements-simple.
I like this theory:
”Nothing will kill a great employee faster than watching management tolerate a bad one”
‘They explain that “The culture of any organization is shaped by the worst behavior the leader is WILLING TO TOLERATE. When toxic employees‘ negative behaviors are tolerated, it can have a hugely detrimental effect on the company’s culture, decreased collaboration between teams, affect the way customers are treated, and so much more. YOU, as a leader, need to take full responsibility for the low morale of your department or organization and urgently address the situation before all the good employees leave and the toxic remains.”
I apologize if the workload was indeed 4 hours work that was estimated at 1.5 - THAT is a DIFFERENT issue entirely.
If that was the case, then in the words of Gilda Radner as Emily Litella : “nevermind” (sorry if you are too young for the reference - If You know, you know)
So, I have a custom block for market that's breakfast, cereal and two aisles of candy, on one U-boat. It's impossible to push that specific vehicle in anything close to the time the system thinks it should take because it's a mess every time. They run out of room for cereal and just start putting boxes anywhere they can fit on the vehicle and then it's impossible.Cruising for advice today...In regards to responsibility of TL vs TM for task completion. As a TM I have proven to my TL that if they will sort my boats by aisle...even by 4 aisles...I can push a box a minute. A 30 box boat bam! Pushed in 28-30 minutes. However. Other TL s in charge of unloading don't require the unloaders to custom sort beyond the Block onto the uboat.....so...I can have 3 or 4 boats with 45 or so boxes over 32 aisles. At best these will now take 90 minutes. When next day comes and 2 boats are still standing unfinished I get the " what happened,?" duh? I have no control over that unload so if push times go up ITISNOTMY FAULT, it's the TL.
My favorite bad example is from a while back - 18 minutes to push a flat bed of repack boxes filled with shoes. The flat was loaded so high, I could hardly reach the top boxes. It took me a lot longer than 18 minutes!Targets guidelines for push times