Instock TL question..

carnage286

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#1
Hello everyone its been a while since I've been on.. anyway..

I was wondering from a Instocks TL point of view how heavy does your work load get.. I know it does vary from store to store. I only ask cause Im the Back fill for my TL and everything he does is way different from the way other stores work their Instocks Team.. I know he takes on extra workloads from time to time but I wanted a decent breakdown of what you guys actually have on your plates..

Besides having to maintain your numbers for OUTs, Research,Rainchecks and doing your business walks..What else do you have to keep up with.
My TL is leaving soon to another store and my STL wants to promote me to fill the spot.. I just wanna make sure I dont take on the headache he's had..

From my experience running the team on his vacay's everything was always green.. But I never worried about the numbers since everyday I would check the DTK report and Store reports..

Any advice would be great.. Thanks everyone
 
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carnage286

carnage286

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#3
Hey thanks for the welcome, Yeah I checked we aren't a pilot store.

I was just curious to know how others run their teams and any advice for running a INSTOCKS Team not just running a team in general.. Our current TM isn't how can I say... managing the team efficient or holding anyone accountable..

Our Task List gets completed by 11am on some bad days 1125.. We use to be done by 1015 then take our 15min break then go pull... There is no type of Team Work being done so when someone is stuck with alot of RIGs or not done with their Task everyone leaves and goes to pull batches instead of helping to complete the task so we won't go RED..

So any help and advice in revamping this " At One time praised by all" TEAM would be greatly appreciated..

More specific i'm looking for how everyone's routines are.. Everyone has a different way at going at it so reading guides and other things don't help much when I would like to hear personal experience and what tips or tweaks have you done to make running your team and getting things done better..

Thanks again for the help everyone..
 
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#5
Sunday - plan your PTM workload for the week, walk the ptm areas so you know where your focus needs to be. Drop Stand alone PTMs and stage if possible.
Train you instocks team to pull up the assortment items reports and work out anything over 20 days in backstock location.
Have your backroom work empty location reports for Monday's Rsch Fill Groups in the backroom.
Scan and fill the Floor.
Set up Rainchecks and Subs.

Mondays -print out Red ptm labels tie em and drop em @ 8:00am
Have your backroom work empty location reports for Tuesday's Rsch Fill Groups in the backroom.
@9:30 CST work the Drastic Count Report. Teach team to actually physically research a count.
Scan and fill the Floor.
Set up Rainchecks and Subs.
Teach your team to Mysupport any count discrepencies.

Tuesday - Have your backroom work empty location reports for Wednesday's Rsch Fill Groups in the backroom.
@9:30 CST work the Drastic Count Report. Teach team to actually physically research a count.
Scan and fill the Floor. Drop PTM task list.
Set up Rainchecks and Subs.
Teach your team to Mysupport any count discrepencies.

Wednesday - Have your backroom work empty location reports for Thursday's Rsch Fill Groups in the backroom.
@9:30 CST work the Drastic Count Report. Teach team to actually physically research a count.
Scan and fill the Floor. Drop PTM task list.
Set up Rainchecks and Subs.
Teach your team to Mysupport any count discrepencies.

Thursday - Have your backroom work empty location reports for Friday's Rsch Fill Groups in the backroom.
@9:30 CST work the Drastic Count Report. Teach team to actually physically research a count.
Scan and fill the Floor. Drop PTM task list.
Set up Rainchecks and Subs.
Teach your team to Mysupport any count discrepencies.

Friday - Challenge your Salesfloor Team leaders to set their Ad rotation endcaps this day, if not trained you Instocks team to do this. Have your backroom focus on getting out bulk to empty endcaps. Usually PTMs are done for the week by now.
@9:30 CST work the Drastic Count Report. Teach team to actually physically research a count.
Scan and fill the Floor.
Teach your team to Mysupport any count discrepencies.

I have Backroom TL duties combined so I usually have my backroom work Backroom Detail reports to drive out D-code in the PTM areas of the back room. One team member in the backroom is dedicated to pulling instocks batches as they become available so that we have a high Instocks Pull Timeliness.

My instocks team is not the best, but these routines help us maintain green bar scores in Outs, Rsch, Ptm, drastic counts.

Train, and hold accountable. Coach continuously!
 
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carnage286

carnage286

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#6
Thanks Choseone this gave me some good ideas to tweak and use.. My store has a Instocks Team of 6 besides me, so I'm already know who will shoot what area and how many I will have pull our batches.. The Dayside Back Room team consist of 5 people depending on the day and they all have their jobs so we don't use them to pull any of our batches unless we really need extra help.

But this really helps.. Looking at how others work and what type of routines they follow will help me run a better Instocks Team
 

Rock Lobster

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#7
I do know scans have to be over 1000. Rock lobster is the instocks king.
Hey rock! Your ears on?
Yeah I am reading... I just need to know a few things about the OP store before I tell them how I would do the process...

What Volume store are you in? What time is your truck process at? How many trucks a week are there? Do they consistenly struggle with getting done in time for scans? What is currently expected of your instocks team... as in do you need to pull and work all priority pulls? Do you need to pull and work all PTM pulls? Who is currently trained on your process (mostly flow people in at 4AM or salesfloor people?)... I think that is all for now :)
 
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carnage286

carnage286

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#8
Yeah I am reading... I just need to know a few things about the OP store before I tell them how I would do the process...

What Volume store are you in? What time is your truck process at? How many trucks a week are there? Do they consistenly struggle with getting done in time for scans? What is currently expected of your instocks team... as in do you need to pull and work all priority pulls? Do you need to pull and work all PTM pulls? Who is currently trained on your process (mostly flow people in at 4AM or salesfloor people?)... I think that is all for now :)
Well I can get back to you with the trucks and volume questions a little later.
The reason we struggle "mainly when my current Instock TL is working" is because he constantly switches people from their areas they are assigned to do other stuff and he confuses the TM's by saying one day "today just scan for numbers just get NO BR Locs." and the other day he will say "Shoot to fill as normal"

When I'm running the team I do as my Sr.ETL and STL has told me worry about actual empty locations as well as critical lows and etc.. I honestly believe we can hit the 22k outs a month if we shoot for numbers 2days a week instead of almost every day.. My current TL is interested in the numbers but that being said its hurting our Pulls on Time and Shooting on Time...

We are a high volume and high risk store with pfresh and starbucks.. No one else in the building is trained in INSTOCKS and like I said before we have a strong team of a total of 7 people not including the TL.

What is expected of our team is to shoot the building within Target Time and pull within T Time. Backroom helps on occasion but the ETL-LG has them doing other things so we have to shoot,pull and push.. Also our TL doesn't like to communicate with other TL's in the building and has our TM's zone areas while shooting instead of saying let me have the TM's in that area fix this before we do research or what not... I end up having to speak to people so that way we can run more smooth.. Otherwise its a mess of a day and no shooting is complete until right at 11... sometimes after..

We are currently getting way more then we should from offsite and having to backstock alot, due to the fact the Instocks TL has us overshooting basically.. "Another reason I'm taking over soon"

I know I can run the team fine, ive done it before for a month when he was off and everything was green for once.. I was just wondering how can I fix some of the mistakes he has made, and what are the other things I will have to learn to have a more effective Instocks Team.

Thanks again Rock for your help.. as you can see its very stressful..
 
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carnage286

carnage286

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#10
Yeah the funny thing Hardline, Myself and another Instocks TM can shoot the entire building within 2 maybe 3hrs.. But on a weekday when the entire team is working all 7 people we work from 7am til 11 and shoot 70% of the building..

I shoot only actual empty spots and critical lows but when the rest of the team is working and our TL is there he wants everything shoot even when full.. for the numbers, then will complain that we can't finish on time.. seriously annoying
 
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#11
Thanks Choseone this gave me some good ideas to tweak and use.. My store has a Instocks Team of 6 besides me, so I'm already know who will shoot what area and how many I will have pull our batches.. The Dayside Back Room team consist of 5 people depending on the day and they all have their jobs so we don't use them to pull any of our batches unless we really need extra help.

But this really helps.. Looking at how others work and what type of routines they follow will help me run a better Instocks Team
Wow 6?

If I had 6 people on instocks my backroom would be empty.

Damn 5 backroom dayside, I have 1, 2 if I get lucky!
ULV sucks!
 
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carnage286

carnage286

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#12
Wow 6?

If I had 6 people on instocks my backroom would be empty.

Damn 5 backroom dayside, I have 1, 2 if I get lucky!
ULV sucks!
Not much to get excited about sometimes.. They dont work as much as they should be, but thats due to TLs not holding people accountable or managing talent
 
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carnage286

carnage286

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#14
I had to go into HR today and discuss my move into the TL spot soon.. They wanted to prep me on some stuff and let me know that its happening quickly now.. I do have a question which I didnt get to ask them...

How do I go about moving someone from my team.. I have one TM that is currently on his final and he doesn't work and when the TL gives him a assignment he argues to the point were its loud.. Up until now he got away with it cause our ETL's and Sr's wanted our TL to grow as a leader and learn how to deal with it but its gotten out of hand..

Should I just say I feel uncomfortable with this person on my team.. or what?! I want hard workers and to be honest hes a real ************ and a cancer to the team making everyone miserable and effecting their performances overall..
 

Rock Lobster

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#15
Well I can get back to you with the trucks and volume questions a little later.
The reason we struggle "mainly when my current Instock TL is working" is because he constantly switches people from their areas they are assigned to do other stuff and he confuses the TM's by saying one day "today just scan for numbers just get NO BR Locs." and the other day he will say "Shoot to fill as normal"

When I'm running the team I do as my Sr.ETL and STL has told me worry about actual empty locations as well as critical lows and etc.. I honestly believe we can hit the 22k outs a month if we shoot for numbers 2days a week instead of almost every day.. My current TL is interested in the numbers but that being said its hurting our Pulls on Time and Shooting on Time...

We are a high volume and high risk store with pfresh and starbucks.. No one else in the building is trained in INSTOCKS and like I said before we have a strong team of a total of 7 people not including the TL.

What is expected of our team is to shoot the building within Target Time and pull within T Time. Backroom helps on occasion but the ETL-LG has them doing other things so we have to shoot,pull and push.. Also our TL doesn't like to communicate with other TL's in the building and has our TM's zone areas while shooting instead of saying let me have the TM's in that area fix this before we do research or what not... I end up having to speak to people so that way we can run more smooth.. Otherwise its a mess of a day and no shooting is complete until right at 11... sometimes after..

We are currently getting way more then we should from offsite and having to backstock alot, due to the fact the Instocks TL has us overshooting basically.. "Another reason I'm taking over soon"

I know I can run the team fine, ive done it before for a month when he was off and everything was green for once.. I was just wondering how can I fix some of the mistakes he has made, and what are the other things I will have to learn to have a more effective Instocks Team.

Thanks again Rock for your help.. as you can see its very stressful..
Ok just a couple things...

First of all, NEVER shoot for the numbers... that drives me nuts and I will never go for that on any process! Instocks is the audit team, and the numbers your team puts out is a reflection of how logistics is doing... Your team sounds like they are scanning alot of things they shouldn't be and therefore making your numbers inaccurate! Your number one focus should be complete AND accurate scanning where you only shoot new outs under outs and all outs and critical lows under research... nothing more and nothing less! There is no "try and get 22k scans in" because you will scan what needs to be scanned, and whatever is out is out... no controlling it! Just make sure the scans get done right every day the right way and then worry about the numbers... which will mean working with other teams to figure out why some aren't green...

Second I was trying to dig into what you guys do with the PTM process... Who drops them and who works them? Scanning is important for sure, but there is only so much you can do with that and it only takes so many hours to get done... How well an Instocks Team handles the PTM process is what (IMO) defines how well the team is doing
 
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carnage286

carnage286

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#16
Thanks alot Rock, Yeah it drives me furious with the scanning for numbers.. My TL is all about numbers and being green.. Like I said before I tell the team when he's off and I'm in charge to only shoot actual OUTS and critical lows.. Its not only easier for use later on to pull but will stop with the over shooting and having to back stock extra merch.

When it comes to PTM's they are dropped by the TL or myself as soon as they can be dropped in the morning. Every TM after shooting goes into the back room to pull POG's Research and EXF if we made any...

Honestly I believe the current TL makes use do alot of extra stuff for no reason.. The Sr.Mech ETL and STL have already said its ok to shoot only Actual OUTs and not shoot for numbers.. I don't understand why he continues to do that.. But like I said I will be taking over shortly and with everyones advice from here I believe I can get the team back to the basics..
 

Rock Lobster

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#17
Thanks alot Rock, Yeah it drives me furious with the scanning for numbers.. My TL is all about numbers and being green.. Like I said before I tell the team when he's off and I'm in charge to only shoot actual OUTS and critical lows.. Its not only easier for use later on to pull but will stop with the over shooting and having to back stock extra merch.

When it comes to PTM's they are dropped by the TL or myself as soon as they can be dropped in the morning. Every TM after shooting goes into the back room to pull POG's Research and EXF if we made any...

Honestly I believe the current TL makes use do alot of extra stuff for no reason.. The Sr.Mech ETL and STL have already said its ok to shoot only Actual OUTs and not shoot for numbers.. I don't understand why he continues to do that.. But like I said I will be taking over shortly and with everyones advice from here I believe I can get the team back to the basics..
Yep shoot exactly to best practice and your numbers will probably not look green at first, but if you and the rest of the leadership uses the numbers to hammer out the other problems in your store, they will become green and help the store in the long run! Who in your store is actually responsible for working out the pulls (not just priority but PTMs too) and who is responsible for the maintenance that goes along with the MPG aisles (as in labels and remerch)
 

Rock Lobster

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#18
I had to go into HR today and discuss my move into the TL spot soon.. They wanted to prep me on some stuff and let me know that its happening quickly now.. I do have a question which I didnt get to ask them...

How do I go about moving someone from my team.. I have one TM that is currently on his final and he doesn't work and when the TL gives him a assignment he argues to the point were its loud.. Up until now he got away with it cause our ETL's and Sr's wanted our TL to grow as a leader and learn how to deal with it but its gotten out of hand..

Should I just say I feel uncomfortable with this person on my team.. or what?! I want hard workers and to be honest hes a real ************ and a cancer to the team making everyone miserable and effecting their performances overall..
I wouldn't mention it until you know for sure you are getting promoted, don't get ahead of yourself just yet because they might have something in the works for him already and you just don't know it because of the level you are at! If you get promoted and he is still there, then discuss with your ETL and HR...
 
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carnage286

carnage286

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#20
Working out pulls and ptm's is left on the Instocks Team.. If we need help then Back Room will help.. My TL even makes us help with the CAF, which makes us even more late in getting our stuff pulled. Back Room has more then enough people but yet he has us do it.

The only reason I believe he has us do alot of Back Room work loads at times is because he was the Back Room TL for a while before moving over.

Maintaining MPG aisles are the responsibility of the TM's of that area and the ETL's depending on the area.. We have several ETL's that will take charge of that instead of having the TM's do it to free up the work load on the team.
 

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#21
Working out pulls and ptm's is left on the Instocks Team.. If we need help then Back Room will help.. My TL even makes us help with the CAF, which makes us even more late in getting our stuff pulled. Back Room has more then enough people but yet he has us do it.

The only reason I believe he has us do alot of Back Room work loads at times is because he was the Back Room TL for a while before moving over.

Maintaining MPG aisles are the responsibility of the TM's of that area and the ETL's depending on the area.. We have several ETL's that will take charge of that instead of having the TM's do it to free up the work load on the team.
So how many hours do you guys average in a week? If your team is expected to get all scanning done, work out all the pulls you drop, and supposedly get some MPG aisles flexed out and looking impactful while being in a large volume store (you must be large to have only an ISTL and an offsite backroom) you must get a ton of hours! I wouldn't do it for less than 180 a week I'd guess...

If that is the case I would schedule everyone 7:00-12:30 who is a TM... These people would just come in and scan (have them focus on basic scanning, and the extra time should go to making labels and flexing endcaps), then after scanning is complete have them put up their subs and work all the priorities (ignoring PTMs)... Now the tricky part is going to be scheduling just enough people to get done by 11, not too early and obviously not later... Any extra hours I would give to someone who could focus just on PTM stuff... Have them work 8:00-1:30 (maybe have two or three on M and T) so that way they can do the PTM Tasks, work out the pulls, and maintain the MPG aisles... You as the TL should work 40 hours under Instocks and probably just float in between the scanning part and the PTM part, and do the drastic count reports... That is how I personally would setup that large of a process so take that for what it is :)
 
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carnage286

carnage286

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#23
Yeah we have a total of 7 TMs and 1 TL and everyone gets 40hrs a week..
We all work 7am-345pm so there's plenty of time to get those jobs done, its just he hasn't managed the talent and potential of the team correctly.. I just thought our store was retarded.

As for making labels that left to the TM's and TL's of those concerning areas, they always take care of that stuff. Flexing endcaps is left with the TL's of that area.. They will call for us to see if we shot it or have anything but most of the time they will tell backroom to fill it with whatever is on AD or sale if we are empty of that last item..

I just can't wait to fix this team.. Morale sucks and no one is happy.. Only good days is when our TL is off or on vacay. None of the other TL's in the building can get along with him and he acts as if he was a Sr.TL.

The other day he made a joke to the Sr.Merch ETL saying he's gonna step down and let me take over and he will be a TM.. Without missing a beat the Sr.Merch who seemed like he didn't hear him and was in a rush to leave the breakroom goes "Whats that your stepping down to the unemployment line?!" He had me almost pissing myself laughing and everyone else..
 
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#24
How do I go about moving someone from my team.. I have one TM that is currently on his final and he doesn't work and when the TL gives him a assignment he argues to the point were its loud.. Up until now he got away with it cause our ETL's and Sr's wanted our TL to grow as a leader and learn how to deal with it but its gotten out of hand..

Should I just say I feel uncomfortable with this person on my team.. or what?! I want hard workers and to be honest hes a real ************ and a cancer to the team making everyone miserable and effecting their performances overall..
When you get moved into position it will be important to find out exactly what that TM is on final for. Is it conduct or performance? Sounds like conduct to me, but you never know. Coach and document, if you don't document it never happened and HR will not be able to help you. A final is saying if it happens again you're done, so if he's on it for conduct and starts yelling and arguing, technically he should be done, but its up to you to follow through on it. Depending on your HR a lot of what happens will depend on the wording and timing of the final CCA. Partner with your ETL-HR and find out what specific steps you need to take to either get the TM on track or move him out.

Yep shoot exactly to best practice and your numbers will probably not look green at first, but if you and the rest of the leadership uses the numbers to hammer out the other problems in your store, they will become green and help the store in the long run!
Took the words right out of my mouth. Again partnership will be a key to success. Res and outs with locations are a direct reflection of how well the flow team is pushing which directly affects your team. Partnering with your log or repl leadership when you see these numbers dip will help start hammering those problems out. They should already be looking at these numbers and be doing push audits, educating second locations, talking about what those gray dots mean, etc.
 
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carnage286

carnage286

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#25
Thanks everyone for the advice.. Can't wait to take over this team.. I didn't want to at first cause this is my 2nd job but Target has been very flexible with me and accommodating me when ever I have to have off for a week or what not as long as I give them paperwork..

But honestly this team needs fixing cause the current TL is too much into the numbers and even the STL said that 22k outs doesn't mean ************ if the store is empty..
 

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#26
Yeah I'll just say that I didn't realize your process got 320 hours a week! With that large of a process you guys probably have it set up right with the 7 to 3:45! Just make sure you keep the schedule even out enough so that you finish scanning everyday and keep a focus on the PTM process! Too often scanning is the only thing that gets looked at, and if I was the STL in your store I would expect a golden PTM process and not much dcode in the back if I was giving you guys that many hours!
 
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carnage286

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#27
Yeah I know what you mean, most of the time before I even get to drop any PTM's the tasklist is either completed if not by myself then the ETL, LOD, STL or my current TL..
 

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#28
Yeah I know what you mean, most of the time before I even get to drop any PTM's the tasklist is either completed if not by myself then the ETL, LOD, STL or my current TL..
Yeah but PTM needs to be a bigger focus than that! I push as much as I can out of the team, so with the hours you have I would challenge you to not only improve your scanning by making labels and helping develop the team into maintaining endcaps but to also do more with PTMs... They should start scanning different POGs under stand alone PTM and trying to push that product out of the backroom! I personally follow the research schedule, and scan every POG that is research under PTM and drop batches whether its MPG or not!
 
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carnage286

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#29
Yeah I would love to do that.. Currently this is what the STL has had us doing for basically ever..

Come in at 7am,
Myself or TL will do the walk with STL & ETL's
Team will start the Instock Task List
Work the PTM Task List
Scan areas that are MPG in Stand Alone PTM and areas that arent in MPG
8am Team goes to the huddle with 2 TM's still working the Task List
830 Another TM comes in making it 7 people she will go pull.. "No one in backroom will help unless they are free which is rare"

After shooting and making rainchecks and partnering with TL's about their areas hopefully Tasklist is complete by 1045 or less

Team will take their 15 and then go into the back and start pulling what we shot in POG,RESEARCH AND EXF

TL or myself will contact the Offsite so they can start the pulling process on their side and if alot have them only send priority AD items or if alot send them in waves so we dont have too much in the backroom..

At 11pm the Team will help with the CAF depending on how heavy it is and how many Backroom TM's are their for the morning.. "Backroom TM's vary due to call outs and other reasons like the ETL did the schedule wrong"

1215 everyone should be on their 45 minus 1 or 2 TM's that come in at 830 and/or 9am depending on the day.. and they will push

When everyone is back they will push from light duty and bulk..
They will not only push RESCH and PTM but also AUTOFILL LEFT OVERS from overnight but also CAF.. "ETL SAID SO.."

Things the STL doesn't have us do-
Label Maintenance - If a label comes up void/zero/replace or anything during shooting the building then we make a note and tell the TL & ETL of that area.. They will fix the issue and make a note of it as well..

Only 4 Portable printers in the building and the Price Change Team has them for most of the day...

Dropping PTMs - We will drop batches most of the time but some of the ETL's get crazed and drop them their selves and contacts offsite to start pulling..

Trying to think of what else.. Drastic report was always done by Myself early in the am after back stocking was completed and etc but the TL decided he wanted to do it "POORLY I might add" and does so around 2pm when the store is a chaotic mess.. and rain checks are printed up and scanned up by 12 by TL as well...
 
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carnage286

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#30
So many things in that last comment I WILL change once I become the TL.. Cause the process is retarded and I told my opinions to the Sr.Merch and STL and they said Thanks for being straight up and challenging it. But I really wanna revamp this team cause we can do alot better..

Again any advice or outreach is more then welcome.. and please know this is not how I run the team this is how it is currently :facepalm:
 

Rock Lobster

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#31
Unfortunately I can't speak to having an offsite backroom... but it seems you know what works in your store! I would suggest coming up with a better way to handle item replaces than partnering with someone every time it pops up! I would suggest maybe sending the labels to the main printer and then having your team write down the location on a form so someone else can do all the labels at the end? From the sounds of it your team has to help with clean up alot, but unfortunately there is no getting around that :)
 
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#32
Yeah it really is annoying and its basically cause the TL doesn't like to say no and adds alot more to the plate.. At one time he had the team zoning areas and saying its ownership for them and their areas..

I told him thats what TM's of those worlds are for and I spoke with those TL's to better their areas and maintain the zoning so It can get shot correctly.

I was told by the STL and Sr.ETL that there are alot of things that our team does and the only reason they don't step in is because they want our TL to start managing Talent better and learn to communicate with other TL's in the building.. If they step in and fix things he will never learn and I completely understand that.

He's getting better so far.. The other day one of our TM's was with the ETL-Ops and talking about making rain checks and he told the ETL that he was yelled at by our TL for making 45 Rain checks in one day for electronics..

I was called to explain why that was a bad thing and I said well WE want to make as many RC's as possible cause the guest comes first BUT.. Like I said before our TL is all about the NUMBERS he set a limit of 5 Rain Checks to be made per TM in a day... So that way it looks good on paper!!

The ETL couldn't believe it.. and was like your joking right?!

Am I the only person that hates worrying about the numbers.. Cause in the end of the day they mean nothing if the store looks like crap and is empty.. Cough a certain target on the other side of town cough cough...
 

Rock Lobster

Executive Team Leader
Staff member
Moderator
Joined
Jun 11, 2011
Messages
1,387
#33
Yep you seem to have a good head about it all... I wouldn't be too worried about anything from the sounds of it (having you in charge)... Just remember to keep the big picture in mind, and sometimes something may be important enough that Instocks can't do what they are supposed to for that day! I have had to call Instocks off completely a couple times to get the trucks wrapped up! Be resilient and adaptable to the needs of the store... If you have any specific questions in mind let me know, otherwise you seem to have a good handle on the opps within your store
 
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carnage286

carnage286

Instocks Slave
Joined
Jun 8, 2011
Messages
77
#34
When it comes to the process of the task list, managing talent and where place people/assign projects I'm ok with cause I know my team well..

My only worry is as the TL what are some of the things you have to do that is "behind the scenes" like paperwork besides business walks and leadership statuses.. I've done those before with no worries, but is there anything else.

Also My current TL also closes every once in a while.. I can't due to my primary job that is why I work Instocks and why target is get with me. But would I have to close and what would a Instocks TL do at night?! He was the old Back Room TL so I know when he works he covers that shift.. But I have no idea where to start when it comes to running that team.. I have covered for the Backroom TL for 2 days but I didn't handle much when it came to paperwork or reports I just filled endcaps, ran CAFs and cleaned bulk and light duty and gave out Pallets on flats..
 

walruses

Former Softlines TL
Joined
Jul 7, 2011
Messages
205
#35
So.. I don't know how much of your workload is based on volume or having the offsite warehouse but here is my store's process.

we are a B volume store with an Instocks/Backroom TL and 4 Instocks TMs.


We are rarely able to shoot the entire store not due to laziness but due to the broken 4am logistics process.

We always try to complete research and rigs. We set our rainchecks.. ALL of them, always with applicable substitutes. Item Replace prompts are to be done AS we scan. Softlines and Electronics usually just requires coverup labels and flex product over.

At 11 am our batches drop and the backroom begins to pull them along with CAFs but IS batches have priority. We usually go to lunch at this time and then print/scan/put up our subs. We then do the PTM task list. PTM batches are pulled that day and worked by sales floor tm's along with CAFs and Priority Pulls. (Best Practice says that it is the SALES FLOOR job to push the pulls, but the instocks team should assist if available) Drastic Count Change Report is also worked daily. Item Merge report is worked on Tuesday or Wednesday.

Stand Alone PTMs are dropped about once a week .. I will usually do them on Saturdays based on the MPG Planogram Report (under Reports on Online Planogram). PTM maintenance falls on the instocks team, but is usually easily maintained by the sales floor.

7am - get equipment and open task list. divide into 4.
Look at breakout schedule for Flow team and ensure our research areas are being pushed first. If nothing is complete, we will assist with research areas.
Then, we shoot.

Shoot outs and critical lows in research. shoot only true non-dotted outs when in outs.

We are green in every metric including guest survey scores and the shortage indicator report (updated today fyi)

P.S. I'm bad about randomly capitalizing only some things. :D
 
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carnage286

carnage286

Instocks Slave
Joined
Jun 8, 2011
Messages
77
#36
Yeah that sounds pretty good.. I'm hoping to fix alot of unnecessary things that we cover daily.. Like pulling CAFs, pushing Autofills cause overnight was lazy.. Pushing everything but our stuff from bulk and light duty..
 
Joined
Jun 10, 2011
Messages
34
#37
I had to go into HR today and discuss my move into the TL spot soon.. They wanted to prep me on some stuff and let me know that its happening quickly now.. I do have a question which I didnt get to ask them...

How do I go about moving someone from my team.. I have one TM that is currently on his final and he doesn't work and when the TL gives him a assignment he argues to the point were its loud.. Up until now he got away with it cause our ETL's and Sr's wanted our TL to grow as a leader and learn how to deal with it but its gotten out of hand..

Should I just say I feel uncomfortable with this person on my team.. or what?! I want hard workers and to be honest hes a real ************ and a cancer to the team making everyone miserable and effecting their performances overall..
Honestly, it sounds like you're going into this WAY too hot. When you are a New In Role TL (less than 6 months in position) you will have very little power when it comes to corrective actions without partnering with your HR and STL, because ultimately, they have to sign off on it before it can go in the system. If you go in looking to fix everything ever night, you will have a mutiny on your hands. Mark my words. If you are being internally promoted in the same workcenter you are in now, 75% of your team is already going to hate you the day you start, because they now have to take orders from someone that used to be their equal. You are going to have to spend quite a bit of time building a good reporting relationship with these people before you change ANYTHING if you ever want to have good results, especially with 4th quarter coming quickly.

As for the problem TM, we do not move a problem to another area in this company. That is putting a band aid on the problem, not fixing it. If you ask them about moving him, they will tell you no. They can't just change his job code because you want to get rid of him. You have to have a good reason. Once you're in, you can find out what his final was for, but if it was for something like attendance, it's not the same as conduct or performance and you'll be starting from scratch trying to coach him out. My other concern is that if you take over as TL and start trying to coach a TM or put them on CA too soon, they'll be calling the integrity hotline on you in no time, which is not good for your career, whether it's legit or not.

I guess to summarize, my main point is, you are not a TL yet. When you are a new in role TL, you will be a new in role TL. Don't get a big head. That doesn't mean jack in the grand scheme of things. Once you've been in your new role for at least 90 days, it will be ok to make some big changes. Until then, concentrate on not creating a mutiny. After 6 months, you'll have a little more power on your own. Keep in mind, in a store that has 7 people on the instocks team, you probably have 30+ team leaders and at least 12-15 ETL's. One new Team Leader doesn't mean anything in that environment.
 
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carnage286

carnage286

Instocks Slave
Joined
Jun 8, 2011
Messages
77
#38
Yeah I see what you mean SrLOG. I actually don't have to worry about that TM, He is no longer with us. When you said we don't move a problem to another area in this company, it made me giggle.. That's how it really is suppose to be, but when ETL's don't like your attitude or performance or what have you.. You get pushed from work centers until "Like all company's in retail" You get pissed and either make a big mistake or quit.. Again, not my problem.. My concern is for my Team Members I work with and now they are very happy and morale is very high again..

As far as t he team not taking too easy with my move into the position, they are actually the ones that kept suggesting it to my ETL before I even thought of it.

I was actually going for a different work center and we had a Team Meeting a while back to discuss new routines and other things when they all "Minus the 1 that hates everyones life" Said that since I practically run the team even when our TL is there that they were hoping I take over since our TL wants to move to a open spot..

I defiantly won't go in with a big head, plus like I said Spot isn't my primary job but that being said I won't take it like it means nothing either.. I give this job just as much focus and hard work as my main job. I do understand that there are over 450 employees and a handful of ETL's,TL's and I will be a needle in a haystack. I'm just going to keep doing the work i'm doing to support and develop my Team Mates like I have been doing.
 
Joined
Jun 15, 2011
Messages
84
#39
Wow, 40 hours a week per person?!

I haven't been bringing the team in at 7 am anymore. When I do they wind up doing everything BUT instocks. They get pulled to push the truck, run reshop, push leftover tubs, help at Starbucks, the pharmacy.......

I bring in a bigger team at 8 am. Lately that has been helping but I don't know for how long. The zone in our store SUCKS and that is putting the team behind as they have to zone nearly everything they touch. I would LOVE for them to be done shooting by 10 so we could get the pulls out before 11 but that isn't possible right now. Working to correct this.....
 
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carnage286

carnage286

Instocks Slave
Joined
Jun 8, 2011
Messages
77
#40
@Coolcatmom, I know what you mean about getting pulled for everything but instocks.. But we are now being reorganized so we can just focus on what we have to do. Lately we have been finishing up shooting by 1045 or so then our 15 then pulling by at least 11-11:15ish.. I wanna try to bring it that back down to 10 like we use to have it.
 
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