Archived Instock TL also BR Day TL?

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Our BR Day TL is leaving and instead of being replaced, the Instock TL will be doing both. Do other stores do this and how is it working?
 

OneGoodEar

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Our BR Day TL is leaving and instead of being replaced, the Instock TL will be doing both. Do other stores do this and how is it working?

Already happening in some stores.

The main difference is that the TL isn't on the floor as much. Therefore, that team lead won't be able to help you with research or PTM tasks (including labels) as much.
 
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Combined the tl like three years ago at our store. Took adjustment at first because our instocks was so involved with us and we missed having that strong connection and focus. I followed to the backroom though now And help instocks when needed. The last few months our tl has been scanning with the team in the mornings and then the whole instocks crew is sheduled in the stockroom. They used to have to stay sales floor all day. I love it because the instocks tm knows what is Ptm and should not be backstocked, where to look for missing items, ect. Anyone else do this?
 
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Same thing at my store only I don't think the person leaving is actually a BRTL. She practically is though. The person taking her place is a Pricing TM I think. She's trying to act like a TL, but it's not bothering me... yet.
 

mrknownothing

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Our admin Formina Sage is a TL over both areas. Formina, are your ears on?
 
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We have a combination backroom instock TL. I have been on instocks since it was developed as a team. Although I understand the reasoning, this is not really the best of situations. The IS team is considered to be a salesfloor team. As such, our communication goes to the HL ETL but our day to day activities are overseen by the logistics ETL (I think because this is the ETL for the backroom TL.) I have found that our TL is much more involved with the backroom and is not able to address any problems that should arise adequately or quickly. The salesfloor pathing is shifted from one ETL to another - none of which have actually been involved with scanning. Any time we tell them it is not working efficiently we are told that they do the best they can, yet they don't even walk the path they've set up. It is ridiculous to me that IS is not considered a logistic team and that only ETL's can do the salesfloor pathing. Since they combined the TL roles, I feel like my team (If you can call 1 person a team! 75% of the team are flow or backroom tm's that scan for 2 hours and 45 minutes - they are in earlier for the truck and take their break and lunch during scanning time. If the trailer or backstock is large, I am on my own. None of them have any real clue how to effectively work the PTM task list since they leave at 11.) is an afterthought with little support from either any of the tl's and ETL's. I have a lot of frustration and job dissatisfaction since these roles were combined. Instocks really got the short end of this stick and it makes me wonder if it's not a team that corporate is really committed to supporting.
 
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Our store too. Have to say though, that since the combination, we have burned through 3 team leads of backroom/instocks in as many years. The underlying reason is instocks never has enough hours to complete the tasks. Last Thursday, we had one person doing instocks. One person. I don't know much about IS, but i do know that won't cut it. Oh, and she only worked from 7 to 11:30.
 

Rock Lobster

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I believe that the positions are only split in AA volume and above... Anything below that they are combined as far as I knew...
 
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Our store too. Have to say though, that since the combination, we have burned through 3 team leads of backroom/instocks in as many years. The underlying reason is instocks never has enough hours to complete the tasks. Last Thursday, we had one person doing instocks. One person. I don't know much about IS, but i do know that won't cut it. Oh, and she only worked from 7 to 11:30.

Absolutely nobody wants to do instocks anymore. It used to be a pleasant fulfilling role. The expectations are ridiculous - Scan food first, but the FDC comes in at 8 and then you have to wait 20 minutes until after it is backstocked to scan it. Oooookay...... The size of the trailer push determines how many people scan, yet READ MY LIPS: There are the same number of aisles in the store EVERY DAY! Whatever didn't get scanned and is on ad or WILL be on ad next week is a RIG the next day. I sometimes feel that I am in the middle of the snowball at the front of an avalanche. I will never ever ever be able to do over 600 tasks in 4 hours by myself. The tl changes annually so there is absolutely no consistency but plenty of burnout because the person with the most labor intensive position has been given 2 teams to oversee. If there is a leader in the store that actually knows what instocks BP's are they are keeping it a really good secret. I know what they are - LET ME IMPLEMENT THEM!!!!! There are plenty of IS hours at our store and people are scheduled into them. They just never work instocks, are told to NOT change their workcenters and corporate will NEVER know what the time requirements actually are for the job. I could go on, but if you work on this team you know how it has degenerated. Good thing it works on paper. Keep improving things, SPOT! You rock!
 
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So I found out today that she is the TL of both. I don't know what she was before though. Has anyone had one quit that had been with the company a loooooong time before the TL position?
 
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I'm a dayside backroom team lead at a c-volume store. I "oversee" our instocks team but only as far as writing CCA's and giving coachings. I honestly learned most of what I know about IS from them since I never got trained for IS, nor have I worked IS in the 7 years I've been with Target. I feel bad for them because they complain that I don't stand up for them or never scan with them, but I can only do so much considering I am the opening backroom team member and I also have to babysit our 4AM backroom team and help them backstock the trailer. There is only so much of me that can go around and because of that, I can't give as much attention to the IS team as I would like to. Of course I hear it from some of my ETL's :"Your team sucks" or "When are you going to get IS under control"? All I can do is shrug my shoulders because I've gone over this with them countless times. Sometimes I can get my peers on the sales floor to help out, but that only lasts a few days before they go back to focusing on their tasks 100%.
 

Formina Sage

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My IS team is both understaffed, and gets ringed into working the truck on days where our flow team (probably the most unproductive in the district) gets behind. We have carry-over from TWO trucks ago that still hasn't been worked. Not exactly a safe environment to scan in. We trend around 75-78% of the task list getting completed. We have one person at best on weekends. This team needs help, but my training on instocks was minimal to say the least :/ I know the BP but our wheels just keep spinning.
 

Rock Lobster

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My IS team is both understaffed, and gets ringed into working the truck on days where our flow team (probably the most unproductive in the district) gets behind. We have carry-over from TWO trucks ago that still hasn't been worked. Not exactly a safe environment to scan in. We trend around 75-78% of the task list getting completed. We have one person at best on weekends. This team needs help, but my training on instocks was minimal to say the least :/ I know the BP but our wheels just keep spinning.

The fact of the matter is that no process in your store will be where it should be if a truck process isn't under control... Everyone needs to help get that process back on track if they want to get anything else done! If a leader in our building gets a good interview for a strong worker, we put them towards logistics if they are open to the schedule... We coach that team if we see anything wrong etc... A salesfloor team leader needs the trucks to get done correctly for their sake too, so its in everyone's best interest for it to get back on track!

Once that is done, you can worry about the other processes... Truck --> Backroom --> Presentation --> Instocks and Pricing... Now that doesn't mean to always pull Instocks to help with truck or backstock, but to solve each problem one at a time! You can't fix something downstream like Instocks if 3 steps up the truck is polluting the river :p
 

Rock Lobster

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I'm a dayside backroom team lead at a c-volume store. I "oversee" our instocks team but only as far as writing CCA's and giving coachings. I honestly learned most of what I know about IS from them since I never got trained for IS, nor have I worked IS in the 7 years I've been with Target. I feel bad for them because they complain that I don't stand up for them or never scan with them, but I can only do so much considering I am the opening backroom team member and I also have to babysit our 4AM backroom team and help them backstock the trailer. There is only so much of me that can go around and because of that, I can't give as much attention to the IS team as I would like to. Of course I hear it from some of my ETL's :"Your team sucks" or "When are you going to get IS under control"? All I can do is shrug my shoulders because I've gone over this with them countless times. Sometimes I can get my peers on the sales floor to help out, but that only lasts a few days before they go back to focusing on their tasks 100%.

That isn't being a real leader though... You shouldn't have to babysit the backrooms every move! Sure, maybe at first you might need to spend all your time back there, but the eventual goal should be to get them to a place where they are efficient enough to operate without you! Honestly, you just need enough self-motivated workers back there to get the truck done (pull and backstock... not too hard) and you can split your time more evenly between all your areas! Instocks is pretty delicate, and it requires your other processes to be self-sufficient so that you can spend time problem solving them too!
 
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If he is the BRTM each day then he isn't going to be able to go to the floor and help IS. I'm willing to bet he's there by himself and has to get everything done.
 
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That isn't being a real leader though... You shouldn't have to babysit the backrooms every move! Sure, maybe at first you might need to spend all your time back there, but the eventual goal should be to get them to a place where they are efficient enough to operate without you! Honestly, you just need enough self-motivated workers back there to get the truck done (pull and backstock... not too hard) and you can split your time more evenly between all your areas! Instocks is pretty delicate, and it requires your other processes to be self-sufficient so that you can spend time problem solving them too!

I hear you, but the only way this team will be motivated is by giving them an extra $2/hr. I'm not going to go into why your response is wishful thinking (at least for me) because it's going to come off as me whining or making excuses (or reasons) and I really don't need a lecture. Yeah, I may not be the best backroom team lead or I may not act like a "real leader" sometimes, but I have to make do with what I am given. Things could be better with our logistics process (and I'm working on that), but there are a lot of things I am happy about right now. At the very least I find the time to get some of these people out the door and get some fresh faces in. Our current team has been back there for 4 or 5 years a piece. They have gotten way too comfortable.


If he is the BRTM each day then he isn't going to be able to go to the floor and help IS. I'm willing to bet he's there by himself and has to get everything done.

This person gets it. I am by myself on most days until 11 and some days until 12. I get in at 8 and have pull and push numerous batches. And between that, I'm challenged by my ETL's and STL to help with the backstock and do my team lead duties like follow up on CCAs or coachings, message boards, and other parts of the logistics process. I'm sure some make it work, but I know I'm the only one struggling to make it all come together.
 
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Not too sure. We are still c-volume and we dropped a level this year on the org chart. One of my former ETL-Log told me we would more than likely be going to a 6AM process starting next year. If we aren't an ULV now, I'm sure we will be by next year or the year after next.
 
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This person gets it. I am by myself on most days until 11 and some days until 12. I get in at 8 and have pull and push numerous batches. And between that, I'm challenged by my ETL's and STL to help with the backstock and do my team lead duties like follow up on CCAs or coachings, message boards, and other parts of the logistics process. I'm sure some make it work, but I know I'm the only one struggling to make it all come together.

When I left flow tl the 1st time and went to dayside brtl I had the same issue. I was there alone for most of my shift. The overnight team would fake all the shoe batches (per the O/N-ETL) and 90% of the time they would just backstock all shoes. The shoes specialist would come in, scan shoes and then I had to pull the batches. Flat after flat of shoes, in the hundreds...in addition to pulling research, pogs, exf's, etc. When I took the issue to the STL (with numbers to back me up) I was told I was playing the victim and I need to be accountable and then when I saw the ETL I get this lecture of how I'm working against them. In addition to the pulls I was expected to clear 10-20 pallets a day from bulk side, whether I condensed them, worked them out, had one of the SFTLs work one, it didn't matter but I better have a stack of pallets at the end of the day. Then when I went back overnight the new TL went through the same **** but he got a TM or two...

The positions are merged at my store though it doesn't work. It's great in theory. One position wants to fill the floor, the other position wants to empty the backroom, it should be a marriage made in heaven. In order for that to work you have to let the TL be a ****ing TL and not be a high paid TM and give them a team. One person to scan the store and pulling half the backroom to push truck isn't going to get it. Provide a brtm to ensure the daily tasks get done, let the TL walk the floor to evaluate endcaps, PTM areas, make sure ad product is full, let them walk bulkside to see what they can get out to the floor, give them time to look into things like item merges, upcoming planograms and sales floor ties so they can avoid future work.

It's like the ETL's are so clueless on how to get **** done all they know how to do is pile more work on and take away hours or people. If they would step back and let the TL lead the process then it would work much better. Oh and you idiot ETL's it's not a life or death situation that a CAF is sitting on the line with 6 items and it certainly doesn't take priority over the flat of furniture or televisions or paper or sporting goods that I'm working out to fill holes or endcaps. Holes there because of the broken flow and IS process. They always want to ***** and talk about what isn't done but they are the cause of it because all they know is to make sure the line is clear and the reshop carts are empty.

Oh for your sales floor pathing issue, go ahead and write down the most productive pathing you can or at least that it makes the most sense. Then go to your ETL and have them sit down and do it, stay there and watch to make sure they don't screw it up, if they make some excuse or mention a god damn huddle or something then tell them to log on and let you do it because you are trying to actually fix things instead of just collect a paycheck.
 

mrknownothing

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I believe that the positions are only split in AA volume and above... Anything below that they are combined as far as I knew...

I'm in an A+ and we don't have one Log TL. We have two Backroom TLs (one dayside and one overnight) and an Instocks TL (who is also a Hardlines TL).
 
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Not too sure. We are still c-volume and we dropped a level this year on the org chart. One of my former ETL-Log told me we would more than likely be going to a 6AM process starting next year. If we aren't an ULV now, I'm sure we will be by next year or the year after next.

You are under a org chart 2 or 3. The op & your have combined positions of dayside brtl & instocks tl, under AE10. The correct title is logistics tl.
 

Rock Lobster

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I'm in an A+ and we don't have one Log TL. We have two Backroom TLs (one dayside and one overnight) and an Instocks TL (who is also a Hardlines TL).

Weird... I am in an A+ as well and we have 4 O/N TLs and 1 Dayside Log TL... next volume we were told the dayside position would split
 
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Oh for your sales floor pathing issue, go ahead and write down the most productive pathing you can or at least that it makes the most sense. Then go to your ETL and have them sit down and do it, stay there and watch to make sure they don't screw it up, if they make some excuse or mention a god damn huddle or something then tell them to log on and let you do it because you are trying to actually fix things instead of just collect a paycheck.

I did all of the salesfloor pathing prior to this. Since we did not meet the scan goal times, it "must be wrong" and "that's not your job". Hmmmm.....red backroom locations, 1 instocks tm, pulls not pushed, truck not pushed and backstock incomplete.....MUST be the pathing that I did. I've already ruffled too many feathers on this issue to push it any more. I really miss being productive. There are very few in our store that understands the synergy and dependency between the teams. I would consider myself to be one of them. I feel like I'm watching a drowning in a waterfall and all I can do is hold out a stick.
 
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