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.