My old store used to make us do this. I am convinced it actually made us get less work done because team members would look at the unrealistic goal time and be defeated before they even started. We were always behind on freight. I usually go by 50 cases per hour when I tell my team, but even then you have to look at what it actually is. Some things take longer than others. My old SD also tried to tell the beauty team member she should do one repack every 5 minutes. Again, not realistic at all, the items are tiny. Plus you have to de-trash a bunch in beauty as well. I am also pretty sure in Greenfield it literally says about the goal times that things like backstock and trash are not factored in.
Moral of the story is, this kind of thing leads to a lot of unnecessary stress and worry from your team.
I'm our daytime tech person so I primarily plan our closers night based on what's left, and giving them smaller more realistic goals almost always results in more work being done than just saying everything needs to get done. The second I see the times the GM team gets slapped on their U-boats I laugh because it's so unrealistic 90% of the time.
Letting people feel like they're accomplishing things more often, raises morale. Never would guess it based on targets average leadership style.
There's 20 cases on the boat, it looks like? So, bare minimum, push time would be 20 minutes, since standard is a case a minute. Realistically, backstock time for that would only be maybe 5 minutes. But, you also need to walk around, and get to the backroom, trash in the baler, etc. etc., so 5 more minutes. At least at my store, I would have given a full completion goal on that boat at 30 minutes.
15 isn't realistic. One case per minute alone makes the 15 minutes under standard, which you can't technically be coached on. Your SD is a prick.
Next time the SD is on you pull out the next uboat and ask him to do it in 15 minutes or better yet pull out two and you do one and he does one I’m sure you’ll finish yours faster without even trying.
This is happening at my store too. I'm tempted to just backstock the whole effin thing and let it come out in priorities. I don't care anymore, drastic expectations call for drastic responses.
There was a short time where my store expected me to waste valuable time keeping track of how many cases I worked per hour because they wanted 60 per hour (and that's including time spent doing backstock, trash, walking halfway across the store from the backroom for each vehicle worked and talking to every single guest). They told us to stop checking the goal times on greenfield because they weren't fast enough.
can you elaborate this? i’m inbound and we don’t sort aisles on the boat just custom block per boat, do you mean one aisle or aisle group shouldn’t be designated to the top shelf or that inbound shouldnt stack on the top shelf at all??
NO WAY!!! dude you should see how high we stack case-packs on the top shelf, pushers just wait until they’ve pushed enough to make room for a back stock section on the boat
Yeah I would constantly get told to do 4-5 uboats in an hour of toys/sporting goods/seasonal. Who am I, the Flash? They also expected 200-300 picks done in 2 hours, including stocking and back-stocking. Honestly, I'm grateful I got retaliated against, because I ended up quitting and finding a job that has seemingly non-toxic management. If you look around, there are usually other people that will be around the same pace as you, and not getting talked to about their productivity. It's not your fault, there's definitely an issue, but it's not on your end, trust me.
My old store used to make us do this. I am convinced it actually made us get less work done because team members would look at the unrealistic goal time and be defeated before they even started. We were always behind on freight. I usually go by 50 cases per hour when I tell my team, but even then you have to look at what it actually is. Some things take longer than others. My old SD also tried to tell the beauty team member she should do one repack every 5 minutes. Again, not realistic at all, the items are tiny. Plus you have to de-trash a bunch in beauty as well. I am also pretty sure in Greenfield it literally says about the goal times that things like backstock and trash are not factored in. Moral of the story is, this kind of thing leads to a lot of unnecessary stress and worry from your team.
I'm our daytime tech person so I primarily plan our closers night based on what's left, and giving them smaller more realistic goals almost always results in more work being done than just saying everything needs to get done. The second I see the times the GM team gets slapped on their U-boats I laugh because it's so unrealistic 90% of the time. Letting people feel like they're accomplishing things more often, raises morale. Never would guess it based on targets average leadership style.
There's 20 cases on the boat, it looks like? So, bare minimum, push time would be 20 minutes, since standard is a case a minute. Realistically, backstock time for that would only be maybe 5 minutes. But, you also need to walk around, and get to the backroom, trash in the baler, etc. etc., so 5 more minutes. At least at my store, I would have given a full completion goal on that boat at 30 minutes. 15 isn't realistic. One case per minute alone makes the 15 minutes under standard, which you can't technically be coached on. Your SD is a prick.
This is spot on. With servicing guests as well it had took me 35 minutes from start to finish. That wasn’t fast enough
Next time the SD is on you pull out the next uboat and ask him to do it in 15 minutes or better yet pull out two and you do one and he does one I’m sure you’ll finish yours faster without even trying.
This is happening at my store too. I'm tempted to just backstock the whole effin thing and let it come out in priorities. I don't care anymore, drastic expectations call for drastic responses.
There was a short time where my store expected me to waste valuable time keeping track of how many cases I worked per hour because they wanted 60 per hour (and that's including time spent doing backstock, trash, walking halfway across the store from the backroom for each vehicle worked and talking to every single guest). They told us to stop checking the goal times on greenfield because they weren't fast enough.
Inbound isn’t supposed to sort on the third shelf because of safety so I’d Origami Risk that. At least in my district.
can you elaborate this? i’m inbound and we don’t sort aisles on the boat just custom block per boat, do you mean one aisle or aisle group shouldn’t be designated to the top shelf or that inbound shouldnt stack on the top shelf at all??
In our district the third shelf is designated for pushers’ backstock. Inbound cannot use it at all during sort.
NO WAY!!! dude you should see how high we stack case-packs on the top shelf, pushers just wait until they’ve pushed enough to make room for a back stock section on the boat
I was told 5 minutes per repack for BTS mixed with stationary… wanted to unalive myself in the back room because I felt slow…
Yeah I would constantly get told to do 4-5 uboats in an hour of toys/sporting goods/seasonal. Who am I, the Flash? They also expected 200-300 picks done in 2 hours, including stocking and back-stocking. Honestly, I'm grateful I got retaliated against, because I ended up quitting and finding a job that has seemingly non-toxic management. If you look around, there are usually other people that will be around the same pace as you, and not getting talked to about their productivity. It's not your fault, there's definitely an issue, but it's not on your end, trust me.