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.