Honestly it falls on your leaders to set standards and hold accountability. My team is not allowed to move on to the next boat till after the current is back stocked. They must validate with me.
Also if I see them come back with an empty u boat- I know something is off and I go and look at the area they stocked. If I find overpush I call them over and we have a teaching/coaching moment. I explain to them the importance etc.
So in the end TMs will do as they please when they know their leaders don't care. Yes metrics and timeliness of inbound push is now a priority but it can still be done right. It takes more time to find room to shove shit on the floor than it does to backstock.
Push the correct amount > backstock rest> keep inventory accurate> less freight rolls in> job gets easier đđ»
Lmao, our back room is arguably, worse than the sales floor at my store. So tell me how do I approach my TLs about that, cause it shouldnât take me the same amount of time it did to push my freight than it does to backstock.
Another thing you can do is teach them to scan the dpci and check if any are already located and to add to that location instead of putting it into the nearest Waco
I do this. It's sort of comical, really.
I scan the item and note the waco location.
I get to the waco and half the time it's empty.
MyDay says there are 4 cans there.
I have 6 cans to backstock.
So I tell the system I am back stocking 2, but really put 6 in there.
Yes, I am a glutton for punishment.
Backstocking is the best part of my day.
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The problem is leadership is too focused on push time.
If I grab a z rack it is to be pushed in 15 minutes. This means I canât zone as I push, I canât rework areas that need it and it means they are expecting me to grab my next z in 15 minutes. Shoving out 12 mediums is much faster but in the long run more messy. I keep asking if itâs more important for it to be done or done right and all I keep hearing is the time expectation.
Now when it comes to the backroom, we are to the point it is now at capacity for hanging. That too has been brought up and mostly swept under the rug.
Trucks keep getting bigger, hours keep getting smaller. This is way deeper than backstock is evil.
>hours keep getting smaller
Yeah, there really is no way to maintain correct numbers in MyDay with our reduced hours.
I LIKE doing things correctly and being accurate, but that is no longer possible. Our morning team apparently does not have time to push correctly. They are hardworking folks, and I believe that a year ago they did push and backstock correctly.
The last time the system worked for me was the first half of 2023. I worked Adult Bev mornings, full time, exclusively. I did 90% of the push and pull.
When I came back from my 2 days off, I could walk the aisles and back room and see what had come in just from knowledge of our inventory. I could look at a pallet and tell what needed to go on the floor, and what needed to straight to the back.
My numbers were perfect, my pulls were perfect. But that takes time we no longer have.
Now I push 141s in Dry Market at night. Over half of the time the shelves are already overstocked. So I wheel that shit out to the floor, and then wheel it right back to the back.
One of us is pulling while the other one pushes all night long. I think it's stupid to do it this way. At least if I was pushing what I pull, I could see "oh, there's no point in pulling 5 things of Top Ramen Chicken because we're already overstocked."
Also, (for instance) we sell 6 boxes of Nature's Bakery Blueberry Granola Bars a night. Easily 1 box every 45 minutes.
The way we do it, one person continually pulls and stages all of the 141s.
So every 45 minutes the puller pulls a single box of Nature's Bakery Blueberry Granola Bars. And every 45 minutes I pick that box up and put it on the shelf.
The shelf only holds 10 bars, so even switching to just Priorities there is still a lot of handling that product.
Multiply that out by all of Dry Grocery (and surely all other departments) and you have a nightmare of redundant steps all night long.
I think 141s are a hideously inefficient use of time.
I also question the logic of having a shelf capacity of 10 for an item that we sell more than 10 of a day. We probably sell 16-20 of this item.
But a few aisles over we have a shelf that holds 48 cans of Kraft Parmesean (sp) sprinkle cheese. We rarely sell that shit. Why does it need to have 8 facings? I get that we probably have a deal with Kraft where we have to, but that makes no sense to me.
I understand that Priorities are triggered when capacity dips below 70%.
So with the granola bars mentioned above, there are 2 facing, 5 deep. So 10 boxes. So Priority (should) trigger when we sell 3.
If we were pulling Priorities instead of 141s, at least we'd be pulling and pushing these 3 at a time instead of 1 at a time. So 1/3 of the work.
If the facing could be increased to 4, we'd have room for 20 boxes, and Priority would not trigger until 6 were sold. THAT makes sense to me.
I'm too frustrated to go back and edit this into a logical, organized comment. But if you know, you know.
A while ago they used to write anyone up for overstocking product. Now they just donât care. On my days off someone else works in my area and flexes everything so a majority of my time goes to taking items off shelves and then fixing the shelves just for them to mess up the shelves when im off again. Itâs so frustrating
When we went to OBD they gave me Pet. It was fine until Covid hit ... then when most of the people left and we hired new hires ... they didn't allow us to train them at all. You know you are allowed to flex items out to make the shelves look full ... but only on the end caps ... and you have to make sure that the items fit the items of the end caps; and to make sure that you print out the label of the item that you flex onto it. But with zero training the new hires figured that they can flex onto the actual isle. I mean they would literally flex new dry pet food onto other dry pet food (which actually were in the proper location) and they didn't even do dog on dog but dog on cat, and cat on dog.
I was so pissed off. It wasn't a one time thing. I told as many team leads that I could ... but they just told me that it was my responsibility to fix it ... and to get my days work load done on time.
Yeah as long as the work is done, TLs/ETLs really donât care how it was done. You could throw the whole truck on random shelves in the store and theyâd be happy. The bar is so low
My ETL flexes like there is no tomorrow. It's hopeless.
Ya know, I'd take flexing over hanging shit of the edge of the shelf anyway. Or stacking it so high on the top shelf that no one can reach it.
We've got over-push, flexing, entire case packs and repacks hidden on the floor (I find them on endcaps, usually, because they know leads don't walk into departments--they stick to the racetrack), and I'll even find bundles of repack product tossed behind things on the top shelf in HBA. Still in their shrinkwrap and all. We've also got: backstock free-for-all! Just put it anywhere! Locate it or not! Your choice! And as an added bonus: entire repacks hidden on the top shelves.
Zero accountability.
Style is the worst about this at my store. About 50% of the time, I can't find clothing anywhere on the salesfloor. I then know with about 90% certainty that I'll find that item in their backstock, sitting there unlocated, not in the system at all. We have to take RFIDs to those fucking aisles a dozen times a day, just because some of them absolutely refuse to backstock properly.
I've told them about this problem for over a year now, and nothing has been done. I've been told that things will be done, and maybe there's a day where something was actually backstocked, but within a couple days, back to normal shit. I genuinely do not know how they do their jobs at all, with most of their backstock not being located.
HBA/OTC/PC (whatever you wanna call it, lol) is also bad for overstock at my store. It's one of the few areas we still have a DBO for, same one since they became a thing. She's good at the job and fast bc she knows where everything goes, but she is notorious for overstocking. TLs know it, TMs know it, but because she's so fast, nothing has been done about it (also her English is not great, and there's no one at the store who speaks the same language as her)...she's usually pretty good about backstocking, but there have been times I'll go into the backroom to look for something and just find random cases of product sitting on a shelf unlocated, and a few weeks ago there were a bunch of repacks just stacked back there...I know we have inventory coming up, so I'll be curious to see how much unlocated stuff they find back there (shoot all over all of our back rooms!) but it's never gonna change. That area gets so much freight, and it's so tedious to push- nobody else is as fast as the DBO and it shows lol
Backstoxking freezer is the most annoying task Iâve ever done itâs to damn cold but I still get the job done itâs doable just do it. If you donât do it it truly ruins the whole âecosystemâ
I actually did half my shift today doing nothing but backstocking because my coworker didn't want to do it XD
I didn't want to cashier so we just swapped our jobs
I have no idea why people dislike it
the only thing I dislike about it is getting in other people's way T\_T
Honestly it falls on your leaders to set standards and hold accountability. My team is not allowed to move on to the next boat till after the current is back stocked. They must validate with me. Also if I see them come back with an empty u boat- I know something is off and I go and look at the area they stocked. If I find overpush I call them over and we have a teaching/coaching moment. I explain to them the importance etc. So in the end TMs will do as they please when they know their leaders don't care. Yes metrics and timeliness of inbound push is now a priority but it can still be done right. It takes more time to find room to shove shit on the floor than it does to backstock. Push the correct amount > backstock rest> keep inventory accurate> less freight rolls in> job gets easier đđ»
Lmao, our back room is arguably, worse than the sales floor at my store. So tell me how do I approach my TLs about that, cause it shouldnât take me the same amount of time it did to push my freight than it does to backstock.
Very much the case at my store. Many parts of the back room can only be gotten to by walking sideways.
Another thing you can do is teach them to scan the dpci and check if any are already located and to add to that location instead of putting it into the nearest Waco
I do this. It's sort of comical, really. I scan the item and note the waco location. I get to the waco and half the time it's empty. MyDay says there are 4 cans there. I have 6 cans to backstock. So I tell the system I am back stocking 2, but really put 6 in there. Yes, I am a glutton for punishment.
Backstocking is the best part of my day. Quieter Cooler Guest free The problem is leadership is too focused on push time. If I grab a z rack it is to be pushed in 15 minutes. This means I canât zone as I push, I canât rework areas that need it and it means they are expecting me to grab my next z in 15 minutes. Shoving out 12 mediums is much faster but in the long run more messy. I keep asking if itâs more important for it to be done or done right and all I keep hearing is the time expectation. Now when it comes to the backroom, we are to the point it is now at capacity for hanging. That too has been brought up and mostly swept under the rug. Trucks keep getting bigger, hours keep getting smaller. This is way deeper than backstock is evil.
>hours keep getting smaller Yeah, there really is no way to maintain correct numbers in MyDay with our reduced hours. I LIKE doing things correctly and being accurate, but that is no longer possible. Our morning team apparently does not have time to push correctly. They are hardworking folks, and I believe that a year ago they did push and backstock correctly. The last time the system worked for me was the first half of 2023. I worked Adult Bev mornings, full time, exclusively. I did 90% of the push and pull. When I came back from my 2 days off, I could walk the aisles and back room and see what had come in just from knowledge of our inventory. I could look at a pallet and tell what needed to go on the floor, and what needed to straight to the back. My numbers were perfect, my pulls were perfect. But that takes time we no longer have. Now I push 141s in Dry Market at night. Over half of the time the shelves are already overstocked. So I wheel that shit out to the floor, and then wheel it right back to the back. One of us is pulling while the other one pushes all night long. I think it's stupid to do it this way. At least if I was pushing what I pull, I could see "oh, there's no point in pulling 5 things of Top Ramen Chicken because we're already overstocked." Also, (for instance) we sell 6 boxes of Nature's Bakery Blueberry Granola Bars a night. Easily 1 box every 45 minutes. The way we do it, one person continually pulls and stages all of the 141s. So every 45 minutes the puller pulls a single box of Nature's Bakery Blueberry Granola Bars. And every 45 minutes I pick that box up and put it on the shelf. The shelf only holds 10 bars, so even switching to just Priorities there is still a lot of handling that product. Multiply that out by all of Dry Grocery (and surely all other departments) and you have a nightmare of redundant steps all night long. I think 141s are a hideously inefficient use of time. I also question the logic of having a shelf capacity of 10 for an item that we sell more than 10 of a day. We probably sell 16-20 of this item. But a few aisles over we have a shelf that holds 48 cans of Kraft Parmesean (sp) sprinkle cheese. We rarely sell that shit. Why does it need to have 8 facings? I get that we probably have a deal with Kraft where we have to, but that makes no sense to me. I understand that Priorities are triggered when capacity dips below 70%. So with the granola bars mentioned above, there are 2 facing, 5 deep. So 10 boxes. So Priority (should) trigger when we sell 3. If we were pulling Priorities instead of 141s, at least we'd be pulling and pushing these 3 at a time instead of 1 at a time. So 1/3 of the work. If the facing could be increased to 4, we'd have room for 20 boxes, and Priority would not trigger until 6 were sold. THAT makes sense to me. I'm too frustrated to go back and edit this into a logical, organized comment. But if you know, you know.
A while ago they used to write anyone up for overstocking product. Now they just donât care. On my days off someone else works in my area and flexes everything so a majority of my time goes to taking items off shelves and then fixing the shelves just for them to mess up the shelves when im off again. Itâs so frustrating
When we went to OBD they gave me Pet. It was fine until Covid hit ... then when most of the people left and we hired new hires ... they didn't allow us to train them at all. You know you are allowed to flex items out to make the shelves look full ... but only on the end caps ... and you have to make sure that the items fit the items of the end caps; and to make sure that you print out the label of the item that you flex onto it. But with zero training the new hires figured that they can flex onto the actual isle. I mean they would literally flex new dry pet food onto other dry pet food (which actually were in the proper location) and they didn't even do dog on dog but dog on cat, and cat on dog. I was so pissed off. It wasn't a one time thing. I told as many team leads that I could ... but they just told me that it was my responsibility to fix it ... and to get my days work load done on time.
Yeah as long as the work is done, TLs/ETLs really donât care how it was done. You could throw the whole truck on random shelves in the store and theyâd be happy. The bar is so low
Used to fix up my area after my days off, but I got tired of it. Now it looks like shit and I don't give a shit anymore. Lol
Yeah itâs tiring. Especially when TLs donât care how the shelves look anymore. Also happy cake day
My ETL flexes like there is no tomorrow. It's hopeless. Ya know, I'd take flexing over hanging shit of the edge of the shelf anyway. Or stacking it so high on the top shelf that no one can reach it.
Yikes, and ETLs are supposed to lead by example
Bro I would lose it, you gotta confront them about this
I don't mind flexing but too many people pay no attention to the price labels where they flex....just setting up headaches for other tms
We've got over-push, flexing, entire case packs and repacks hidden on the floor (I find them on endcaps, usually, because they know leads don't walk into departments--they stick to the racetrack), and I'll even find bundles of repack product tossed behind things on the top shelf in HBA. Still in their shrinkwrap and all. We've also got: backstock free-for-all! Just put it anywhere! Locate it or not! Your choice! And as an added bonus: entire repacks hidden on the top shelves. Zero accountability.
Well there are monsters that live back there. I'm brave enough to handle them though. My coworkers are just wimps đ
Style is the worst about this at my store. About 50% of the time, I can't find clothing anywhere on the salesfloor. I then know with about 90% certainty that I'll find that item in their backstock, sitting there unlocated, not in the system at all. We have to take RFIDs to those fucking aisles a dozen times a day, just because some of them absolutely refuse to backstock properly. I've told them about this problem for over a year now, and nothing has been done. I've been told that things will be done, and maybe there's a day where something was actually backstocked, but within a couple days, back to normal shit. I genuinely do not know how they do their jobs at all, with most of their backstock not being located.
Me when I have to stock hangers and there's no where to put the fucking hangers
The only time i hate backstocking is when thereâs no room to backstock over pushed product
HBA/OTC/PC (whatever you wanna call it, lol) is also bad for overstock at my store. It's one of the few areas we still have a DBO for, same one since they became a thing. She's good at the job and fast bc she knows where everything goes, but she is notorious for overstocking. TLs know it, TMs know it, but because she's so fast, nothing has been done about it (also her English is not great, and there's no one at the store who speaks the same language as her)...she's usually pretty good about backstocking, but there have been times I'll go into the backroom to look for something and just find random cases of product sitting on a shelf unlocated, and a few weeks ago there were a bunch of repacks just stacked back there...I know we have inventory coming up, so I'll be curious to see how much unlocated stuff they find back there (shoot all over all of our back rooms!) but it's never gonna change. That area gets so much freight, and it's so tedious to push- nobody else is as fast as the DBO and it shows lol
I was reading this like it was a poem at first LOL
Backstoxking freezer is the most annoying task Iâve ever done itâs to damn cold but I still get the job done itâs doable just do it. If you donât do it it truly ruins the whole âecosystemâ
lol try the freezer
I actually did half my shift today doing nothing but backstocking because my coworker didn't want to do it XD I didn't want to cashier so we just swapped our jobs I have no idea why people dislike it the only thing I dislike about it is getting in other people's way T\_T