Doing a Store Remodel

1. The Walk Through.

Walk through the store.  

• Using a marker, mark all the shelves that must be replaced.
• Make a list indicating location and size of shelves.
• Order the number of shelves.

2. Storage Containers

• Determine the number of containers you need.
• Allocate the necessary space and draw up a layout of what goes where.
• If you delegate authority to a subordinate to transfer material from delivery to containers, give that subordinate the layout drawing.
• Store shelves by size in one container leaving room for workers to move shelves in and out.

3. Shelf Change Procedures

• Using two pallet jacks, have workers load 9 shelves on the first leaving the second jack empty.
• Have workers proceed to the start location.
• Remove 1st new shelf.  Place it on second jack.
• Remove stock, placing it on stack of new shelves.
• Remove old shelf.
• Replace with new shelf
• Place old shelf on second jack.
• Replace stock.

• Proceed to second location.
• Remove new shelf from stack. 
• Place new shelf on second jack.
• Move stock to new shelf on second jack.
• Take old shelf out, place new shelf (from first jack) in location.
• Replace stock.
• Put new shelf back on first jack, place old shelf on second jack.
• Repeat until all shelves on the first size to be replaced have been replaced.

Begin process with second size shelf.

NB  When all nine (9) shelves have been changed, return to container to load nine new shelves on first jack and place old shelves in designated location in container.


3. Displays Cleaning

When cleaning, organising, zoning the displays, do not be tempted to place one worker in each aisle.  Rather, place four workers in each aisle.  Have one supervisor present for each of two aisles.


4. Supplies

While this may seem intuitively obvious to the casual observer, have supplies on hand for the workers to use in cleaning the displays.

• Scrapers
• Spray Bottles
• Rags
• Paper Towels
• Screw Drivers
• Ladders
• Carts

Scrapers should be obvious as is the case with the rest.  However, the difficulty arises with ladders and carts.  (This includes pallet jacks.)

Ladders are needed for top shelves.  This is why we have four people per aisle.

While "Corporate" Policy can create difficulties with "canned patter": We don't use shopping carts. Shopping carts are for customers, we will try to work around that impediment despite the fact that shopping carts are used by staff and associates throughout the store throughout the day.

L-Carts should be assigned and organised.  Just as with storage containers, carts should have designated supplies in designated places.  Leads should be responsible for conveying this to their staff.   Other matter: paint cans, paint brushes, rolls of labels, fixtures, and other material should have a designated destination--period!

Product.  What do you do with the product when you remove it from the shelf to clean the shelf?  That is the test question.  Common sense would dictate that a portion of the L-Cart have that purpose.  However, the L-Cart is too small.  Answer?  Rethink the corporate impediment to common sense, efficiency, cost-effectiveness and other desirable ends.

5. Mentor

Have someone with experience in dealing with people not unlike contractors to tip off new project managers.  If a door does not close properly, don't let your corporate project manager listen to excuses not unlike:

• The wind keeps the door from closing
• We had our best carpenters install the door
• We adjusted the bracket as far as it will go
• Blah, blah, blah.

6.  Leadership


"You can't lead if you can't manage."  Slim Fairview: From The Quotations of Slim Fairview

There has been too much said about leadership training.  So many people lack basic management skills:

• Organisation
• Process Management
• Referent Authority
• Formal Authority
• Confident
• The confidence of superiours
• The support of superiours.

Therefore, I have posted links to three articles on the matter.

• You Can't Lead if You Can't Manage

• You Can't Lead if You Can't Manage 2.0

• Impediments to Executing Strategy

Best Wishes 
Best of Luck

Warmest regards,

Slim Fairview--Creative Consultant

If anything herein was helpful, please do not hesitate to send me a really tricked out Mac and don't hesitate to tuck more than a few dollars into the envelope with the thank you note.

Regards, 

Slim

slimfairview@yahoo.com 

Copyright (c) 2012 Slim Fairview
All Rights Reserved
 

K Mart and a Guy Named Craig

The Side Street Journal is committed to illuminating the failures and foibles of management in general and mangers and leaders in particular.  Today, however, I am going to shine a light on something I see as a positive change in retail.  It's simple enough.  Here is what happened.

I went into a K Mart today.  I haven't been there in a while.  Why not?  It had been on the decline.  And, of course, when a business is on a decline, it cuts corners.  The store was too dim and too warm.  The employees seemed disheartened.  Now there is change. What Happened?

Well, I don't know how it came about, but they are turning things around.

When at K Mart, I happened upon a fellow named Craig talking to the managers from other stores in an "on the floor" meeting.  Now, this is a template store.  This is a good thing. (From a management perspective.)

Apparently, Senior Management accidentally hired or promoted someone qualified. (+)

As Craig was talking to the managers, I was watching the managers.  They appeared to be receptive to the message.  That is easy to understand.  Craig communcates well.

Slim Fairview's Four Rules of Communication:

Precision
Concision
Enumerate
Specify

Also, Craig avoided the cliches, slogans, and platitudes often used by those who embrace style over substance. (That is because too many people in Craig's position lack substance.)

You know the person.

"I am really excited about the changes being made."

"You can almost feel the energy among the employees on the floor."

"Everyone now has a very positive attitude."

"There is no I in team."

"The Consensus is....."

"The other day a customer came up to me and said, 'I really am excited about what I see happening here at K Mart'."

You know the person.  Well that person is not Craig.  As I said before, Senior Management accidentally did something right.

Now, while this is a template store, this is an indicator of what K Mart is trying to do.  They seem to have brought someone on board who is capable of bringing people on board. (Okay, sometimes I get like one of those people I poke fun at.) Craig is an indicator.

Now, on to Caveat Emptor.

Every time I hear that, the emphasis is on the Caveat.  I will now focus on the Emptor.

Just as positive reinforcement of negative behaviour is a disincentive to change, so too positive reinforcement of positive behaviour is an incentive to improve.  If we want retail in America to improve, we must support the positive changes when we see them.  That is why I've written this monograph.  K Mart isn't paying me for this.  No one is. (No one ever does, but that is another issue.)

If K Mart is going through the efforts to make positive changes, the least we can do is give them a fair chance.  Hence, I shall be shopping at K Mart to watch the evolving.

Sincerely,

Slim

NB:  I have no affiliations with K Mart, or any of its affiliates, or any firm engaged in the marketing or advertising of K Mart.  This is simply an observation for those who have an interest in managment, marketing, and retail sales.

PS. Paula, the cashier, seems to be evidence of great employee morale.  Must be a reason for this.

slimfairview@yahoo.com


Copyright (c) 2011 Slim Fairview