- Joined
- Apr 23, 2012
- Messages
- 58
Not sure how wide spread this is, but my store an ULV store began our process this week. First, many of my fellow team members have 2nd jobs. The main issue right now is that their 2nd jobs are not as flexible as they would like. As a result we have a ton of TMs leaving at the same time they always have. 11 or 12, but because of the later start time we lose a lot of work. 1.5 hours for 6 people a day, three times a week adds up. Pallets on the floor till 11:00am seems counter productive. We have to put them on the back side of the aisle where a lot less room is available for the guest to shop. In the cooler freezer section, you can't even open up the doors when a pallet is there.
The pull process is pretty much the same. Except we pull and went with flow team to push. We didn't even get back to start the back stock process until around around 10:00am. Because of a call out, and scheduling issues we didn't have as big of a back room presence as we needed. As a result, we had (still have) a ton on back stock. Tomorrow, I don't for see us going to the floor to help push, but I'm not an ETL or TL, so I can only speculate.
Biggest Opportunities (I hate that phrase...)
- Dispersion of the flow team. When an aisle doesn't get bowled out there tends to be a ton of team members working off one pallet, a flat, or a Red. Especially in chemicals, we were bumping into each other a lot and didn't have enough ability to maneuver vehicles.
- Blocking cooler doors
- Adapting to schedule conflicts, ensure that enough TMs are in the Backroom
- Better supervision. Being a new process to use, we kind of ran around like chickens with our heads cut off. A couple of senior TM started giving better direction which slowly refined the process. Improvements on this aspect are getting everyone on the same page in regard as to identify what is back stock and what is freight. The obvious answer to this is clips.
The point of this was to try an help some stores that are about to change. I hope I helped by pointing out a few issues that I've seen at my store, or even be about to anticipate some things and make positive changes.
The pull process is pretty much the same. Except we pull and went with flow team to push. We didn't even get back to start the back stock process until around around 10:00am. Because of a call out, and scheduling issues we didn't have as big of a back room presence as we needed. As a result, we had (still have) a ton on back stock. Tomorrow, I don't for see us going to the floor to help push, but I'm not an ETL or TL, so I can only speculate.
Biggest Opportunities (I hate that phrase...)
- Dispersion of the flow team. When an aisle doesn't get bowled out there tends to be a ton of team members working off one pallet, a flat, or a Red. Especially in chemicals, we were bumping into each other a lot and didn't have enough ability to maneuver vehicles.
- Blocking cooler doors
- Adapting to schedule conflicts, ensure that enough TMs are in the Backroom
- Better supervision. Being a new process to use, we kind of ran around like chickens with our heads cut off. A couple of senior TM started giving better direction which slowly refined the process. Improvements on this aspect are getting everyone on the same page in regard as to identify what is back stock and what is freight. The obvious answer to this is clips.
The point of this was to try an help some stores that are about to change. I hope I helped by pointing out a few issues that I've seen at my store, or even be about to anticipate some things and make positive changes.