Archived Restructuring Ideas

[BigEyedPhish]

I'm a PA at my store and wonder what my CTL actually does and why we actually need em.. I think if you taught both PA's whatever a CTL does you could eliminate the position and have both PA's work as TL's in market (including a raise) while both saving money.

 

[doxie71]

I'm a PA at my store and wonder what my CTL actually does and why we actually need em.. I think if you taught both PA's whatever a CTL does you could eliminate the position and have both PA's work as TL's in market (including a raise) while both saving money.

We have 4 PA's in my store, so that would be interesting to figure out who would get that. But I see my CTL actually doing things. They deal with vendors, let them know what they need to bring in, if they may be getting an end cap. Get on their case if they aren't doing their job (my CTL LOVES tearing vendors apart). Plan out endcaps, actually set them as well. My CTL will tear down/set all the endcaps in dry market, 95% of the time by himself. The PA's will do the bunkers & dairy/freezer door endcaps (thankfully those only change once a month). Sometimes if it's a week where dry market has everything change, we'll help out with a few of the easy ones.
I think being a PA & a TL would be difficult. To do the daily routines, clean, and manage vendors and such? Too much to do. Although that would be exactly why Spot would do such a thing. I would only be ok with it happening at my store if it meant my current CTL moving up/on to better things. (Seriously after reading other horror stories on here I'm convinced I have one of the best CTLs ever).

 

[tellmeaboutatime]

i think you need to get back to the Price and Presentation Tl from years ago. Also we had a recovery TeamLeads. They were the closing TLs every night. Because they were there every night, they were able to really get to know the closing team, what the opportunities were and worked closely with the PP TL and had areas cleared out. Our zones were impeccable because they was their focus, not how to close and take care of their departments. Because they would need to be able to coach they would need to be Team Leads. Instocks is broken. Quit with the little bandaid fixes. If all other processes are working there is no need for in stocks. Sales Floor Tleads need to own their areas. Research, remerchandising, D code in the back room In order to do that they cannot be on the lane for 6 hours of their shift. Food Etl exist in Supers and with the focus on PFresh they need either an ETL or a SRTL in that position. Food has so many rules and regulations they need someone whose sole focus is food including food cafe and starbucks.

 

[mrknownothing]

For dayside logistics, there could be two groups that rotate pulling CAFs, pushing, and backstocking on an hourly basis. For example, group A pulls the 12s, pushes them, and backstocks. Group B handles the 1s, A does the 2s, etc. For P-Fresh and Super Targets, there would be a separate logistics team that only deals with fresh foods. If they're not pulling or backstocking, they could help with the periodic cleaning tasks, cull and audit dates in the stockrooms, and other such business.

*The above are intended for high-volume stores like mine with large CAFs, trashed aisles, and lots of guest traffic. For low-volume stores, personnel could be moved around as needed. Because there's always something that can be done.

The 12s are typically too large to be able to split the team into rotating like that, not to mention break/lunch coverage. I hate the idea of having the backroom push at all unless the store is ULV. Our store is AA and they decided to make us push the CAFs a few months ago and it has completely broken our dayside process. What we do is only keep just enough people in the back to finish the pulls on time and send everyone else to push. Backstocking only happens if we are horribly missing sales.

I forgot to mention that this would involve a much larger backroom team. Having them push the CAFs would free up the sales floor team to assist guests, zone, re-shop, etc. At my store, during the holidays and BTS, hardlines (I don't know about softlines) spends more time attempting to push CAFs than anything else because the CAFs are huge. Areas don't get zoned and re-shop sits at the checklanes taking up space.

 

[The Dude Abides]

The 12s are typically too large to be able to split the team into rotating like that, not to mention break/lunch coverage. I hate the idea of having the backroom push at all unless the store is ULV. Our store is AA and they decided to make us push the CAFs a few months ago and it has completely broken our dayside process. What we do is only keep just enough people in the back to finish the pulls on time and send everyone else to push. Backstocking only happens if we are horribly missing sales.

Backroom pushing CAFs at a ULV store doesn't work either. We only have on person doing CAFs and they are usually only scheduled until 630. Most hours the pulls alone take 45-50 minutes. It's tough just fitting in a lunch break, let alone pushing each hour. By the time I get to start pushing at 545 I've already got ten or more tubs/flatbeds of product on the line.

 

[commiecorvus]

I think bringing back the Specialists would be a good start.
Put a person on 40 hours every week in cosmetics, shoes, electronics, entertainment, toys, babies, and signing.
That person would work with the Plano, price change, and other teams.
They would make sure their section was in good shape and up to date.

 

[Barcode]

Commie, well I think that'd be a great idea, it doesn't really go with the recent theme of "cuts" lol.

They have proven that they can make cuts and have less TMs do More. Sometimes its manageable, sometimes its not. Most of the time I do okay. /shrug

 

[commiecorvus]

Actually I think you could reduce the number of ETLs and increase the number of TLs and specialists.
Make more hourly people (who get full schedules and benefits but probably make less money), have more people on the floor than in the office.

 

[GangulonCyst]

Why are we looking for ways to cut/restructure at the store level???? I think we all know other than going to 100% self service registers the stores have absorbed just about all the cuts they can. We need to look at cuts in other areas. Here are my proposals:

1 - Help desk/CSC - Let's eliminate this completely. My Support forms get better resolution(and sometimes quicker responses). Wait, on second thought, this would only eliminate 3-5 jobs in India. Not enough savings so scratch this idea.....

2 - Distribution centers - Let's eliminate the physical handling and automate truck loading to be 100% robotic. After all, I'm sure a computer could figure out cube loading to maximize trailer fill, as well as balancing the load to increase the truck's fuel efficiency and minimize wear and tear on the trailer's tires. And hey!!! Robots work 100% of the time without benefits or breaks(unless they break down).

3. Equipment savings - Phones - Go back to the regular old style phones in the stores. All these phone upgrades only generate calls to CSC to find out why the sales floor can not pick up on a Guest Assistance phone to answer calls. Going back to regular phones would eliminate many calls to the CSC(helping with #1), as well as eliminating the ability of guests to request help in an area, substantiating the idea that we don't need people on the floor. A win-win!!!

4. Eliminate on-site gyms and BBQ patios at HQ. This is unnecessary as HQ TM's can afford to go to their own gym, and BBQ food is not healthy which goes against our Be Healthy mantra. If Target really wants us to all be healthier, then Target should pay for gym memberships for all employees. Wait, then we would be expected to actually be healthier and call out less often. That would increase payroll and costs.... Scratch that idea.....

5. Eliminate corporate travel on private jets. Regular planes and economy rental cars would result in significant savings when Gregg(yeah right) or Tina visit stores. And why use swanky hotels? Motel 6 leaves the light on for us, and we son't have to pay the electric bill then, just like our "Demand Response" events. And we can economize on meals by providing travelers with 2 loaves of bread and a jar of Peanut Butter and a jar of Jelly(their choice of flavor) instead of lavish meals. This should help cut down on unnecessary travel!

6. Fire everyone in the MPD department and replace them with minimum wage new hires. Surely they couldn't do a worse job than what MPD does now...... And we could make them all part time so there are NO BENEFITS to cover!!!!

That is just the start of the restructuring.... Feel free to add your ideas!!!

GangulonCyst

 

[RhettB]

Does anyone have ideas of how the PTM and clearance merchandising processes would be executed?

If your salesfloor TLs are doing their job well, they will look at the MPG report and get all their stuff out of the stockroom before the aisle goes PTM. Makes things easier for the stockroom and the pricing team.

 

[Backroom81]

I forgot to mention that this would involve a much larger backroom team. Having them push the CAFs would free up the sales floor team to assist guests, zone, re-shop, etc. At my store, during the holidays and BTS, hardlines (I don't know about softlines) spends more time attempting to push CAFs than anything else because the CAFs are huge. Areas don't get zoned and re-shop sits at the checklanes taking up space.

I would think a larger sales floor team would work out better for that.

 

[Backroom81]

Backroom pushing CAFs at a ULV store doesn't work either. We only have on person doing CAFs and they are usually only scheduled until 630. Most hours the pulls alone take 45-50 minutes. It's tough just fitting in a lunch break, let alone pushing each hour. By the time I get to start pushing at 545 I've already got ten or more tubs/flatbeds of product on the line.

On weekdays after the 12s, ours tend to be about :55 - 1:15 so I always assumed that ULV stores would be around :30-:45.

 

[konk]

:10-:30 for me

 

[sigma7]

:10-:30 for me

That would be nice every once in a while. Of course, my backroom team would just stand around and talk for the 30-50 minutes between cafs instead if getting caught up on backstock or other pulls, or just doing anything productive in general.

 

[konk]

Yeah I know what you mean. Only BR day pulls at my store, so when not pulling CAFs, we have to pull the other stuff. When the gun's clear, I get to help backstock.

 

[doxie71]

I think bringing back the Specialists would be a good start.
Put a person on 40 hours every week in cosmetics, shoes, electronics, entertainment, toys, babies, and signing.
That person would work with the Plano, price change, and other teams.
They would make sure their section was in good shape and up to date.

We have several "brand" TMs at my store. Shoes, jewelry, cosmetics. There is someone who also does specifically the revisions in the aisles for entertainment. Usually not 40 hrs just in that area, but enough to make them look halfway decent.