Facilitator Guide Inventory Management Systemytsconsulting.com/samples/technical/SAMPLE_FACILITATOR_GUIDE.pdf · Log on to the computer and bring up the PowerPoint ... Systems plays

December 2010

Inventory ManagementSystem Program

Facilitator GuideInventory ManagementSystem

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Field Management Curriculum | Toolkit Guide

Workforce Planning September 2010

Table of ContentsBefore You Begin .......................................................................................................... 1

About this Guide................................................................................................. 1Appendices ......................................................................................................... 1Preparation.......................................................................................................... 1Flip Chart Preparation........................................................................................ 2Icons Used in this Guide.................................................................................... 2

Module Descriptions ..................................................................................................... 3

1.0 Welcome.............................................................................................................. 4

2.0 Positioning Video/Discussion ........................................................................... 5

3.0 Store Staffing Presentation ............................................................................... 6BREAK............................................................................................................... 16

4.0 TMAT and Routines Presentation ................................................................... 17

5.0 Role Clarity Presentation................................................................................. 26

6.0 Closing Video.................................................................................................... 34

7.0 Workshop Review............................................................................................. 35

8.0 The Management Pledge ................................................................................. 36

Job Aids ....................................................................................................................... 37

Additional Notes.......................................................................................................... 38

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IMS Workshop | Toolkit Guide


Before You Begin

About this Guide

This is the Facilitator Guide for the Inventory Management System – Workstream 1Workshop.

This guide is structured as follows:

Before You Begin

This section contains general information that you need to know before you present thiscourse, including:

An explanation of the icons used in this guide A table of modules for the day

Modules/Events

This course outline is broken down into separate training “modules” or “presentations”.Each module begins with a table that includes the following:

The learning objective(s) for that module The approximate duration Preparation/materials listing A step-by-step guide to how you will instruct the content in each module, related

documentation you may wish to read beforehand, and any equipment andmaterials required to present that module

This guide includes icons that identify the type of content being presented. A key tothese icons appears below under “Icons Used in this Guide”.

Text is also included to prompt you when to:

Display a specific video Display a specific PowerPoint slide Break into small groups for discussion

Appendices

Any relevant documents are included at the end of the guide.

Preparation

You should be familiar with the contents of the Facilitator Guide and PowerPoint slidesbefore you present this training. The beginning section of each module lists additionalitems necessary for that particular module.

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It is also recommended that you check the training facility before each training sessionstarts and that you:

Ensure the room layout – seating arrangement, lighting, etc. – is appropriate and ingood order

Log on to the computer and bring up the PowerPoint presentation Supply each table/seat with pens, Facilitator Guides, markers, and name tents

Flip Chart Preparation

Listed below are the flip charts that will need to be prepared in advance.

Welcome Expectations Parking Garage

Icons Used in this Guide

Throughout the Facilitator Guide, the following icons indicate the types of content beingpresented.

Welcome and Introductions Discussion

ObjectiveKey Point to Consider

TimeHandouts/Reference/

Job Aids

Notes Questions

Trainer InstructionsView a Video

Break

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Module Descriptions

Module Event Duration Description

1.0 Welcome 10 mins Welcome participants to the workshop

Share agenda and objectives

Gather expectations from participants

2.0 OpeningVideo/Discussion

20 mins Understand the overall purpose of theworkshop and IMS initiative

3.0 RoutinesPresentation

Break

45 mins

15 mins

Understand steps to meet wage budget

4.0 Role ClarityPresentation

30 mins Review of roles and responsibilities ofteam members

5.0 30 mins

6.0 Closing Video 10 mins Review Video Material

7.0 Workshop Review 10 mins Review Workshop Material

8.0 The ManagementPledge

10 mins Tasks to be performed within 14 days ofthe workshop

Running Time: ? hours

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1.0 Welcome

Objectives:

The purpose of this module is to:

Welcome participants to the Inventory Management System – Workstream 1Workshop

Share class agenda and objectives

Gather course expectations from participants

Duration Preparation/Materials

10 minutes

Step Action

1 EXPLAIN that learners will learn how the Inventory ManagementSystems plays an integral role in how we do business. Specifically, thisworkshop will focus on:

Routines

Roles

REFER participants who want to learn something that isn’t in the agendato someone who will be able to assist them with the material.

2 ADVISE participants to turn to Section 1.0, Welcome, in their ToolkitGuide.

READ through the program objectives.

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2.0 Positioning Video/Discussion

Objectives:


Introduce the key drivers that make the Inventory Management System (IMS)a success

TBD based on video content


20 minutes

Step Action

1 PLAY Opening Video.

2 Immediately following video, DISCUSS the…

CONTENT OUTSTANDING

CONTENT OUTSTANDING

3 When leading a discussion:

Set ground rules:

Everyone is encouraged to participate.

All views will be respected.

No side-talking permitted; remind learners that they have a lotto accomplish in a little time.

Stay focused and alert. You set the environment for the discussion.

Clearly state the goal of the discussion and the expected length –then watch the time closely and stay on track.

Hang a sheet of flip chart paper on the wall, titled “Parking Lot.”Write items and questions that come up during the discussion thatare not relevant to the content of the training at that particularmoment, but that you want to address later. Explain what it meansto “place questions in the parking lot”.

Offer to talk with learners during the break or after training.

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3.0 Routines Presentation

Objectives:


Review the

Understand available tools to diagnose store staffing or wage spending


45 minutes N/A

Step Action

1 DISPLAY Slide 1— Routines.

EXPLAIN that the goal of this presentation is to help learners understandhow IMS plays an integral role in the overall success of the organization.Additionally, they will learn how IMS impacts the effectiveness of theirroutines.

2 DISPLAY Slide 2—Overview.

PROVIDE an overview of the presentation.

TELL learners in this presentation, we will talk about:

Making Life Easier – How can we make life easier? By, putting thecustomer at the center of everything we do!

The Big Picture – What roles do we all play as it relates to IMS?How does your role fit into the big picture?

Routines – What is your daily routine and how does IMS fit into it?

Bad Day – How do you troubleshoot a bad day?

Back to the Basics – Planning and processes

Accuracy is the Key – WHAT GOES HERE

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3 DISPLAY Slide 3—Making Life Easier.

TELL learners that as seen in the introduction video, IMS is thefoundation our business is built on. Without it, everything falls apart.

EXPLAIN that IMS makes life easier because it provides the foundationfor everything we do.

4 ASK learners what they think is important to customers when they walkinto a store?

EXPECTED ANSWERS

Clean

Friendly/helpful employees

Variety of items

Low prices

Items always in stock

5 ASK learners to think about what it would be like if customers always

entered a clean store, with friendly employees…but each time they visit,

we never have the products they enter the store for on-hand? OR if they

need our assistance no one is ever available? OR we’re unable to keep

the store neat and clean? Not so good, right? Well, IMS impacts all ofthese things. It provides us with system level visibility to of items needed

for picking or on-hand count. Without this, we’d be faced with lost

productivity and inconsistent system accuracy. This, in turn, would taketime away from serving our customers.

6 DISPLAY Slide 4—The Big Picture.

EXPLAIN that IMS is the foundation for several other key initiatives thatare aimed at putting our customers first in everything we do. To help usgain an understand understanding of how the importance of IMS.

SAY, ‘To help us gain un gain an, let’s take a step back and look at the

big picture. What other initiatives are coming down the pipeline that

make IMS so important?’

REVIEW the points on the slide with learners.

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7 DISPLAY Slide 5— The Big Picture.

8 ASK a participant to explain aisle location.

EXPECTED ANSWER

Aisle Location is a system and signing package that is designedto help us direct customers and associates to items across theentire store.

9 PAUSE the presentation and REVIEW the following points:

This year you’ll see:

o Product location

o Aisle-numbered signing

o SMART application to help sort breakpacks

In the future, you’ll see:

o Shipping labels from distribution centers

o Gift registry

o Item look-up at kiosks

o Price verifiers on handhelds

10 DISPLAY Slide 6—The Big Picture (One Touch).

TELL learners that you’ll talk next about One Touch.

11 ASK a participant to give a brief explanation of this initiative?

EXPECTED ANSWER

The One Touch initiative streamlines the live unload process,which will result in more efficient and productive stocking effortsin your store. The One Touch initiative was designed to save thestore associate time by reducing the number of times associateshave to touch merchandise when it comes into the backroom,HVDC merchandise comes to the store sorted by category. Thishelps to ensure we are working to increase associate productivityso that our associates are more available to assist ourcustomers.

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12 PAUSE the presentation and REVIEW the following points:

Like Items are kept together – easier stock process

o HVDC merchandise comes to the store sorted bycategory

o When we downstack HVDC sorted cases to a rocket cartdirectly adjacent to the pallet we should not have to seeassociates walking distances to get to an empty cart.

Item availability increased

o More items can be stocked in a shorter period of time

Enhanced customer experience

o Clutter free aisles - pallets, cardboard boxes anddisposable recyclable items not visible to shoppingcustomers

o Faster shopping experience as merchandise is readilyvisible and available for purchase

13 ASK learners how One Touch has impacted their store.

DISCUSS the group’s responses.

14 DISPLAY Slide 7—The Big Picture (Electronic Product Code).

TELL learners that you are now going to move on to Electronic ProductCode (EPC).

15 ASK learners if anyone is currently using EPC?

DISCUSS how EPC can increase the overall efficiency of stores.

ASK learners how they incorporate the use of EPC into their dailyroutines.

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16 Slide 7—The Big Picture Feature Management.

TELL learners that you are now going to move on to FeatureManagement.

EXPLAIN that the Feature Management Initiative is a coordinated effortbetween the Home Office and Store Operations team to streamlineplanning, execution and performance of feature merchandise.

TELL learners that New tools and procedures are continually beingintroduced and will focus on the following processes:

Home Office Feature Planning

Store Feature Planning

Feature Execution and Inventory Management

Feature Performance Reporting

17 PAUSE the presentation and DISCUSS the three main components ofFeature Management as outlined on the slide:

Plan

o SWAS

Execute

o Asset Management

o Feature Management

Measure

o Feature Management Report

DISCUSS how each of these three components are tied to the InventoryManagement System.

18 DISPLAY Slide 9—The Big Picture (Pickup Today).

TELL learners that the next key initiative is the Pick Up Today program.

EXPLAIN that this is a new service that will allow our customers toresearch and purchase in-store items through Walmart.com with theindividual store receiving full credit for the merchandise purchased. Thisnew service will make the online and in-store shopping experience forour customers easier while increasing customer satisfaction, store salesand traffic.’

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19 PAUSE the presentation and DISCUSS the following:

We really can't go where we want to go in the Pick Up Today,Feature/Asset Management, and EPC process without havingthe accuracy we need in the stores and we can't effectivelymanage PI in the store without effectively executing IMS.[Customers will enter in their preferred store number on

Walmart.com and will be able to see items carried in that storeand whether or not those items are currently available topurchase.

They will place their orders on Walmart.com and those orders willbe sent to the customer’s store of choice to be filled.

Store associates will pick the merchandise to fulfill the orders, binand audit the orders and assist the customers in the checkoutprocess.

Today’s customers are more time strapped than ever and theirexpectations for fast and convenient services are at an all timehigh. In order to make Pick Up Today a success, we will need tomake sure that we provide the level of service at customer pickupthat she expects.

20 DISPLAY Slide 10— The Big Picture (Alert Driven/ReduceExceptions).

TELL learners that Inventory Management Exceptions display on 4different screens, batched by department, and then listed in creationtime order. This results in inefficiencies for store associates by causingthem to search for items in multiple places and make multiple trips overthe same area when working the exceptions. Additionally, the currentsystem does not prioritize exceptions. When a critical exception isgenerated in the system, there is no way to notify associates to complete

the work prior to less critical exceptions.’

21 ASK learners how Alert Drive/Reduce Exceptions are working in theirstore?

DISCUSS learner responses.

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This process drives an optimal path for IM exceptions through asingle user-friendly application

The need for associates to memorize item locations is eliminated

– reducing the time needed to work exceptions

Exceptions/tasks are prioritized creating near real-time alerts anddirected work based on the priority of each task and the value tothe customer

23 RECAP the six key initiatives just discussed aimed at putting thecustomer first.

Aisle location

One Touch

Electronic Product Code (EPC)

Feature Management

Pickup Today

Alert Driven/Reduce Exceptions

REMIND learners that IMS serves as the foundation for these keyinitiatives.

24 DISPLAY Slide 11—Troubleshooting (Turn a Bin Into Pallet).

EXPLAIN to learners that now that they are aware of the initiatives to

TELL learners that addressing how to overcome a ‘bad day’ is key tomaintaining efficiency in the store. In this section, you will reviewtroubleshooting techniques for overcoming a bad day.


Turn a pallet into a bin:

o Bin everything (use a handheld device to assign allproduct on the pallet to the new bin and move productdestined for immediate use to appropriate carts

o After evening picks, bin the remaining items on the palletto appropriate locations

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23 ASK learners to share any best practices related to turning bins intopallets.

DISCUSS the shared best practices as a group.

24 DISPLAY Slide 12—Troubleshooting (Work from the Outside In).

DEFINE Earned Hours.


Begin with pallets on the floor or blocking access

Identify type of freight

ASK learners to share any best practices related to working from theoutside in.


26 DISPLAY Slide 13—Troubleshooting (Work from the Top Down).

TELL learner that another way to preventing having a bad day is to workfrom the top down.

REVIEW the following:

Check for slot tags

Check slot tags daily

Process normally

27 ASK learners to share any best practices related to working from the topdown


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28 DISPLAY Slide 14—Troubleshooting (Work from Left to Right).

EXPLAIN that it is easier to work from left to right as you tour thebackroom. Additionally, it ensures all bins are worked.

29 ASK learners to share any best practices related to working from left toright.


30 DISPLAY Slide 15—Today’s Store Structure.

TELL learners that everyone is involved!

EXPLAIN the following:

OneTEAM structure…managing one level down

o Success of One TEAM is based on role clarity andeveryone performing their roles.

o Follow up is critical to ensure each member ofmanagement is productive and fulfilling their role withinthe store as designated. The store manager must drivethis in order to ensure this happening at all levels

31 DISPLAY Slide 16—Roles.

REVIEW the following roles:

Store Manager

Shift Manager

Assistant Manager

32 ASK learners how IMS is to be implemented into each role.

DISCUSS how the implementation of IMS increases efficiencies at alllevels.

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33 DISPLAY Slide 17—Timelines.

TELL learners that reviewing the basics will help to ensure everyone ison the same page.


Begin with pallets on the floor or blocking bins

Process palletized POS first

Process non-basic merchandise


35 QA with Learners

36 DISPLAY Slide 18—Back to Basics.

37

38 DISPLAY Slide 19—Back to Basics.

39

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DISPLAY Slide 20—Inspect What You Expect.

TELL learners that If you look at the picture on the left hand side, this ismadness. We have to stop this kind of behavior. Partial case stockingcauses excessive binning and picking work; eliminating partial casestocking will greatly reduce your exception work.

32 Review key points of the PowerPoint presentation.

Understand use of tools to determine if forecasting is accurate.

Schedule hours to meet budget.

Diagnose where hours are being overspent.

BREAK

30 minutes

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4.0 Roles

Objective:


Review the roles for the management team as it relates to IMS


30 minutes

Step Action

1 DISPLAY Slide 1—Impacting the Customer Experience.

REMIND learners that we have just learned about the tools available tohelp stores forecast and schedule correctly.

EXPLAIN that we will now discuss some other tools that can help ensurethat our stores are staffed correctly, so that we can continue to provideservice to our customers.

2 DISPLAY Slide 2—TMAT – Routines – SOPs.

DISCUSS the current state of where we are:

TMAT/Task Management – Informs Associates where to work

Routines – Provide an order to accomplish tasks

SPOs – A step-by-step process for completing tasks

3 DISPLAY Slides 3 and 4—Task Management – What’s Next.

DISCUSS what is coming in October:

Improvements to overnight functions

New Custom Task screen (rolled to chain in July)

Fix scheduling gaps with O/N stockers and IMS

Add picks into TM

Daytime sales associates will be able to view routines and SOPsthrough the hub devices such as price verifiers and salesfloorcomputer monitors

Paper based routines will be removed from hubs at this time

Today – a price verifier

Tomorrow – a one-stop shop for associates to view schedules,tasks, routines, and SOPs

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DISCUSS what is coming in February:

Electronic TMAT (Coverage Areas)

ZMS are responsible, so it is critical that they are creating thishabit/behavioral change

Electronic Task Management for the salesfloor

Real time manager monitoring

Critical tasks loaded into TM for all job groups

4 DISPLAY Slide 5—Routines.

EXPLAIN the process.

Once you click on Task Management from the Menu Screen, youwill see this screen. (Note: This example is for the deli salesassociate.)

This associate would be able to access tasks assigned to him orher. In this example, no tasks have been assigned. In the future,most tasks assigned to salesfloor associates will be completiontasks. Associates will have to confirm when the task has beencompleted, but they will not be timed.

There is also a space for associates to provide comments/feedbackto ensure that the HO is listening to the individuals doing the work,to ensure all information is correct.

On the right hand side of the screen, it will also identify that trainingis available for this routine.

5 DISPLAY Slide 6—Training.

EXPLAIN that we will now look at some training materials that areavailable for a lawn and garden sales associate for the task of cullingplants.

EXPLAIN that by clicking on the Training button, all supporting job aidsand SOPs will be available to be selected and viewed. (Note: In thisexample there are two job aids and an SOP available for this routine.)

EXPLAIN that some of the different types of job aids that may beavailable are: Quick Lesson, videos, and job aids.

6 DISPLAY Slide 7—View of Training Aids.

EXPLAIN that by clicking on the Select button for the Cull Plants SOP,the SOP for this task will be brought up for the associate to reference.An SOP provides step-by-step directions on how to complete this task.

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7 DISPLAY Slide 8—View of Training Aids.

EXPLAIN that by clicking on the Select button next to the job aid,another example of a training aid will appear. This example shows a jobaid. This job aid is a simplified version of the SOP, which includespictures with each step in the process.

8 PAUSE the presentation and ASK learners the following questions.

Question 1: What do you see as the biggest win for associates with theOctober release of SOPs?

Answer:

All access available on salesfloor

Routines and SOPs linked together

Training readily available when and where it is needed

Question 2: Who will be responsible for Electronic TMAT coverageareas?

Answer:

ZMS for filling out the day before the next day

Hourly supervisor verify current day’s coverage

Question 3: What needs to be done to ensure ZMS will handle thechange to Electronic TMAT?

9 DISPLAY Slide 9—TMAT.

EMPHASIZE that ZMS/management should utilize the TMAT tool toassign associates to specific coverage areas.

Associates know where to work upon checking the hub, withoutwaiting to find a member of management

Communicates priorities

Identifies under- and over-staffed areas

Allows management to ensure proper coverage for customer servicewithin a PAD area

Identifies which associates are “on-the-clock”

Prepares for the transition to Electronic Task Management

10 DISPLAY Slide 10— TMAT – Staffing Plan View.

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DISCUSS the Staffing Plan View:

Identifies under- and over-staffed areas by time of day.

View shows who is scheduled each day.

View shows who is “on-the-clock”.

Should be utilized to manage the front-end.

11 DISPLAY Slide 11—TMAT – Coverage Plan View.

DISCUSS the Coverage Plan View.

A resource to help ensure all areas are covered.

Utilized to ensure coverage for O/N job functions and salesfloorareas.

Associates can quickly identify where they should work, withouttracking down management.

Best utilized for hub locations.

The Staffing Plan can quickly help to evaluate coverage gaps, whilethe Coverage Plan will ensure coverage is assigned in specificareas.

An X should be placed next to each associate’s name. This directsthem where to work. An X indicates they will work their entire shift inthis assigned coverage area. The specific times should be used if anassociate will be working in different coverage areas.

NOTE that in this example, there is no one assigned to the ConnectionCtr. An associate will need to be assigned to ensure proper coverage forthe evening shift.

12 DISPLAY Slide 12—TMAT – Coverage Plan View.

EXPLAIN that the bottom of the Coverage and Staffing Plan View shouldbe utilized by:

Key tours and meeting are shown, which are part of routines. Thishelps serve as a reminder of when these key events should occur.

Management Notes section should be used to assign specific tasksto specific associates.

13 DISPLAY Slide 13—Coverage Plan View – How It Should Look.

EXPLAIN that this is an example of a Coverage Plan View, filled outcompletely. In this example, most associates are working in oneassigned area, as designated by an X.

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14 DISPLAY Slide 14—TMAT – Key Responsibilities.

EXPLAIN that management should ensure that hubs are set up andmaintained.

Include TMAT and routines.

Hubs should be set in a binder for salesfloor locations.

ZMSs are responsible for planning TMAT for next day’s business.

Will help drive process for transition to salesfloor Task Managementin February.

Assistant manager is responsible for follow-up or completion whenZMS is not working.

15 PAUSE the presentation and ASK learners the following questions:

Question 1: What is the function of the Staffing Plan?

Answer: Used to manage the front-end by identifying coveragegaps.

Question 2: What is the function of the Coverage Plan?

Answer: To ensure coverage is assigned in specific areas.

Question 3: What are the key responsibilities of the following towardsTMAT?

ZMS: Planning TMAT for next day’s business

Assistant managers: Follow-up or completion when ZMS is notworking

Department managers/hourly supervisors: Review daily to ensureproper coverage


DISCUSS routines:

Provide directions about what should happen during theassociate’s/manager’s shift.

Provide clarity for each associate:

What tasks should be done?

When should the task be done – priorities?

Who should be doing them?

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EXPLAIN that the two tasks shown at the top of electronics supervisorroutines are:

Shop features to side counters

Zone features and side counter locations

EXPLAIN that, in this example, the associate needs to shop featuremerchandise to side counters before zoning features and side counters.If the associate zoned first, they would have to redo their zone, oncethey completed shopping the features to the side counters.


EXPLAIN that routines were not designed as a checklist, but as a tool tohelp new associates or associates who are in a new area be able tocomplete their job.

EMPHASIZE that customer service should always be the #1 priority.


Question 1: What is the difference between routines and checklists?

Question 2: How will following routines help an associate save time?

Answer: Prioritizes when tasks should be completed to preventduplication or redo of work.

20 DISPLAY Slide 18—Management Routines.

DISCUSS management routines:

Management routines were designed to drive consistentcommunication throughout the stores and shifts.

Routines provides the key touch points that must occur betweenassociate groups.

Some routines provide key tools that should be utilized to ensureeffective communication such as:

Shift turnover documents

Store/shift manager notes

Area tour notes

Rotation transfer documents

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EMPHASIZE that meetings are for communication; tours are used forassociate development.

21 DISPLAY Slide 19—Management Routines - Overview.

EXPLAIN that an overview of management routines will be provided as aresource. It will include a one-page overview of key meetings and tours,by position from hourly supervisor to store manager.

EXPLAIN that by clicking on a specific position, such as theentertainment/home assistant manager, an additional job aid will beavailable.

22 DISPLAY Slide 20—Training Job Aid.

EXPLAIN that this is an example of a training job aid that will beavailable to support management routines and role clarity.

EMPHASIZE that there will be a similar job aid included for shiftmanager and each area assistant. For the assistant managers, it willinclude role-specific information for the ZMS and hourly supervisor.

EXPLAIN that the front side includes:

Key meetings and tours by time of the day

Key tasks that should be done daily, weekly, and monthly

23 DISPLAY Slide 21—Training Job Aid.

EXPLAIN that the front side contains:

A brief overview of the key meetings and their purpose

Tour key points to help guide associates and management duringtheir daily tours

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24 DISPLAY Slide 22—Management Follow-Ups.

Discuss hub locations:

Hubs should be set up correctly in designated locations with TMATand routines.

Discuss how TMAT is utilized correctly:

Ensure associates are assigned to coverage areas and all areas arecovered with an associate.

Specific tasks should be assigned through this form.

TMAT should be completed by ZMS daily for next day.

Discuss associate routines:

All associates should know how to locate their routines.

Ensure current copies of routines are posted.

Discuss management routines:

Tours and meetings should be implemented utilizing propertools/forms.

25 DISPLAY Slide 23—Questions?


Question 1: What is the most significant purpose of managementroutines?

Answer: Direction, and clarity regarding tasks, and when theyshould occur.

Question 2: What is the correct use of meetings and tours?

Answer: Meetings are for communication and tours are forassociate development.

Question 3: Review the job aid. Do you have questions concerning itsuse? (Note: is available as part of the store staffing toolkit on the WIRE.)

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TMAT informs associates where to work.

Routines provide an order to accomplish tools.

SOPs provide a step-by-step process for completing tasks.

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5.0 Role Clarity Presentation

Objective:


Review role descriptions for each team member


30 minutes

Step Action

1 DISPLAY Slide 1—OneTEAM.

EXPLAIN that you will identify the key responsibilities for the members ofOneTEAM.

Store manager

Shift manager

Assistant manager

ZMS/ZS

Overnight support manager

Department manager

2 DISPLAY Slide 2—Store Manager.

DISCUSS responsibilities of the store manager.

Provide guidance and resources

Root cause analysis

Shift/assistant accountability

Tours/routines


DISCUSS the tasks included in providing guidance and resources.

DISCUSS the tasks included in root cause analysis.

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DISCUSS the tasks included in shift manager accountability.

DISCUSS the tasks included in tours/routines.


Question 1: Who does the store manager supervise?

Answer: Shift manager (if store does not qualify for shiftmanagers, then the store manager supervises assistantmanagers).

Question 2: What are the key roles of the store manager?

Answer: Provide guidance and resources, root cause analysis,shift manager accountability, and execution of tours and routines.

Question 3: What is the primary purpose of meetings and tours inroutines?

Answer: Meetings are for communication, and tours are forassociate development.

6 DISPLAY Slide 5—Shift Manager.

DISCUSS responsibilities of the shift manager.

Tactical guidance and direction

Store ownership

Assistant manager accountability

Tours/routines


DISCUSS the tasks included in providing tactical guidance and direction.

DISCUSS the tasks included in store ownership.


DISCUSS the tasks included in assistant manager accountability.

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Question 1: Who does the shift manager supervise?

Answer: Assistant manager.

Question 2: What are the key roles of the shift manager?

Answer: Tactical guidance and direction, total store ownership,assistant manager accountability, and execution of tours androutines.

Question 3: What is the shift manager’s role in meetings and tours?

Answer: Utilizing the meetings and tours to provide direction anddevelopment of assistant managers.

10 DISPLAY Slide 8—Assistant Manager.

DISCUSS responsibilities of the Assistant Manager.

Operations and people focused

Management of assigned areas

ZMS/ZS accountability

Tours/routines

11 DISPLAY Slide 9—Assistant Manager.

DISCUSS the tasks included in operations and people focused.

DISCUSS the tasks included in management of assigned areas.


DISCUSS the tasks included in ZMS/ZS accountability.


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Question 1: Who does the assistant manager supervise?

Answer: ZMS/ZS (if store does not qualify for ZMS/ZS positions,then the assistant manager supervises department managers).

Question 2: What are the key roles of the assistant manager?

Answer: Focused on operations and people, management ofassigned areas, ZMS/ZS accountability, and execution of toursand routines.

14 DISPLAY Slide 11—ZMS.

DISCUSS responsibilities of the ZMS.

Merchandise focused

Stays home

Department manager accountability

Tours/routines


DISCUSS the tasks included in merchandise focused.

DISCUSS the tasks included in staying home.


DISCUSS the tasks included in department manager accountability.



Question 1: Who does the ZMS supervise?

Answer: Hourly supervisors.

Question 2: What are the key roles of the ZMS?

Answer: Focused on merchandising, remaining in assigned areas,

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hourly supervisor accountability, and execution of tours androutines.

18 DISPLAY Slide 14—Front-End ZS.

DISCUSS responsibilities of the front-end ZS.

Front-end execution

Stays home

Hourly supervisor accountability

Tours/routines


DISCUSS the tasks included in front-end execution.



DISCUSS the tasks included in CSM/CSS accountability.



Question 1: Who does the front-end ZS supervise?


Question 2: What are the key roles of the front-end ZS?

Answer: Focused on front end execution, remaining in assignedareas, hourly supervisor accountability, and execution of toursand routines.

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22 DISPLAY Slide 17—Backroom ZS.

DISCUSS responsibilities of the backroom ZS.

Backroom execution

Stays home

Hourly supervisor accountability

Tours/routines


DISCUSS the tasks included in backroom execution.



DISCUSS the tasks included in hourly supervisor accountability.



Question 1: Who does the backroom ZS supervise?


Question 2: What are the key roles of the backroom ZS?

Answer: Execution of the backroom processes, remain home inassigned areas, hourly supervisor accountability, and execution oftours and routines.

26 DISPLAY Slide 20—Overnight Support Manager.

DISCUSS responsibilities of the overnight support manager.

Flexible supervision

Works across entire store

Hourly associate accountability

Tours/routines

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DISCUSS the tasks included in flexible supervision.

DISCUSS the tasks included in working across the entire store.


DISCUSS the tasks included in hourly associate accountability.



Question 1: Who does the overnight support manager supervise?

Answer: Hourly associates.

Question 2: What are the key roles of the overnight support manager?

Answer: Flexible supervision where needed, works across theentire store, hourly associate accountability, and execution oftours and routines.

30 DISPLAY Slide 23—Department Manager.

DISCUSS responsibilities of the department manager.

Salesfloor presentation

Accuracy

Customer service

Pricing


DISCUSS the tasks included in salesfloor presentation.

DISCUSS the tasks included in data accuracy.


DISCUSS the tasks included in customer service.

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DISCUSS the tasks included in pricing.


Question 1: Who does the department manager supervise?

Answer: Hourly associates.

Question 2: What are the key roles of the department manager?

Answer: Salesfloor presentation (includes in-stock), accuracy ofdata, customer service, and pricing.


We’re a team.

Everyone has to do their part if we are going to accomplish ourgoals.

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6.0 Closing Video

Objective:


To ensure understanding of the impact of new technologies and toolsavailable


10 minutes

Step Action

1 PLAY closing video.

2 Immediately following video, DISCUSS how learners will use/teachothers to use the new technology/tools.

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7.0 Workshop Review

Objectives:


Review key points covered in the workshop

Answer any questions learners have on workshop material


10 minutes

Step Action

1 Review how to leverage the available tools when it comes to:

Forecasting

Scheduling

Operations

THANK participants for taking part.

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8.0 The Management Pledge

Have participants pledge to properly deliver this info in a timely manner.


10 minutes

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Job Aids

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Additional Notes

Documents

Facilitator Guide Inventory Management Systemytsconsulting.com/samples/technical/SAMPLE_FACILITATOR_GUIDE.pdf · Log on to the computer and bring up the PowerPoint ... Systems plays