Professional Documents
Culture Documents
Age 25 - 34
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35 - 49 50 64
3% 5%
65+
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36% 2%
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40% 4%
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26% 3% -65%
31% 0% -60%
34% 2% -53%
1% -43%
Q.1
Thinking about your own family income, compared to a year ago, would you say you are finding it..
Area F Dublin
4%
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70%
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Q.1
Thinking about your own family income, compared to a year ago, would you say you are finding it..
Blue collar, farming, small town and rural respondents feeling the pinch most
Less Often No change/ dont know A little A lot Net Score +/-31% -29% -26% -23% -21% -5%
9% 10% 5% 9% 8% 3%
Q.2
Which, if any of the following are you doing more or less often nowadays?
Less Often No change/ Dont know A A little lot Net Score +/+55%
A little
42%
39%
1% 2% 1%
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38%
45%
3%
+47%
7%
32%
55%
4% 1% 6% 2% 6%2%
+34%
7%
20%
65%
+19%
Drinking at home 4%
16%
71%
+12%
Q.2
Which, if any of the following are you doing more or less often nowadays?
77%
7% 3%
87%
4%
2%
+1%
79%
3% 5%
77%
7% 3%
-1%
Q.2
Which, if any of the following are you doing more or less often nowadays?
Company Owned 11O Stores 1500 employees 300m+ Turnover Top 50 company to work for Profit centres Fuel Food Convenience Carwash
Lean retailing principles are derived from the Toyota production system
Lean manufacturing is a philosophy of production invented by Toyota, which aims at improving the full system, through a rigorous and continuous elimination of waste, variability and inflexibility Taichi Ohno
GM Ford
Toyota
24.2 30.7
24.3 VW 10.9 Daimler/Chrysler 32.8 Fiat 7.5 Peugeot 11.3 Honda 31.9
Renault/Nissan
102.5
Principles of Lean
Lean thinking is a highly evolved method of managing an organisation to improve the productivity, efficiency and quality of its products or services A mindset, or way of thinking, with a commitment to achieve a totally waste-free operation thats focused on delivering for your customers. It is achieved by simplifying and continuously improving all processes and relationships in an environment of trust, respect and full employee involvement. It is about people, simplicity, flow, visibility, partnerships and true value as perceived by the customer
We can develop an integrated improvement program that delivers results in the same year We can increase standardization while empowering local management
Do I centralize or decentralize?
Skills or time
of employees not fully utilized
Any movement
with no added value
Correction
in case of bad quality or defects
Waiting
Over-processing
(e.g.. resorting same products 3 times)
Phase 3 - Planning
Min/Max Production
The current one-batch push production for bake-off and sandw iches is transformed into a multiple batch pull production follow ing actual demand
Store Check
Start of day/shift structured check in and around the store ensuring priorities to focus on are set right
Lean Routines
Ensure standard, best-practice, lean processes throughout the netw ork for shelving, cleaning, ordering, carw ash and admin
Routine Planner
Tool built to perform w eekly scheduling and monitoring of main store activities taking into account customer traffic and monthly routines
5 min Briefing
Daily communication of SM to store personnel on shop performance, focus areas, new s and w ork planning
Labour Model
Tool calculating bottom-up per store the labour allocation based on lean instore processes and driven by customer flow
Up - Selling
Coaching of personnel in active sales recognizing opportunities and offering the most opportune product in function of the situation
5's Warehouse
5s structures w arehouse management optimizing layout, cleanliness and inventory levels
AM Toolkit
Toolkit supporting Sales managers in prioritizing and structuring their store visits as w ell as structuring their other tasks (e.g., HQ meetings)
Phase 1
IMPROVED COMMUNICATION Getting everyone onboard
Communication Board
COMMUNICATION BOARD
Customer Focus Staff Performance Personnel News
Update as received
Update as received
Standards
KPI's
Update Weekly
Update as received
Cash Control
Site Audits
Sales
Staff Roster
Support Office
Update as received
Update Daily
Update as received
Update Weekly
Update Weekly
Update as received
Weekly Promotions
AM Feedback
Stockloss
Staff Requests
Monthly Promotions
Update Daily
Update as
Update as
Update Monthly
Update as
Update as
OK
Not OK
Comment / Action
OK
Not OK
Comment / Action
OK
Not OK
Comment / Action
NAME: ________________
DATE:_____________
TIME:_________
Up-selling
Phase 2
IMPROVED PROCESS MANAGEMENT Make their job easier
item has right number of facings and correct shelf label so that stock is easily found during ordering process
higher than average weekly sales do not order any, unless you need to get stock to fill display.
Make adjustments
based on Store specific factors (e.g., upcoming football game), and/or Additional quantities of promotional items based on monthly corporate guidance
less than average weekly sales order the difference between the two
Key
1 Roll Cage in center of shop A lot of walking to layout stock HSE risk to customers & staff Speed : 46 cases/hr
Stockroom Management
Sort Straighten Sanitize Standardize
Use same labels, logic and checklists when doing different stores
Sustain
Introduce 5Schecklist (to be used by store manager and area manager) Explain logic of stockroom management to all employees
Determine what is Re-organize the Clean the stockroom not used/needed stockroom in the stockroom Locate shelves of beverages near Move unnecessary the fridge items to another store or throw them away Locate shelves with products that are often needed near the door Mark max-levels for beverages
Phase 3
IMPROVED PLANNING & SCHEDULING Converting the improvments to Profit
S O S O S O S O S O S O S O S O S O
87 64 02 71 2 24
5
4 46 09 95 92 71 73 75 82 91 0 09 80 79 78 77 83 50 27 70 50 43
Sliced Ham Sliced Superior Turkey Cooked Chicken Breast Pieces Sliced Roast Beef Mashed Potato Salad Spanish Salad Cheese Salsa Sliced Red Cheddar Swiss Cheese Emmental Sour Cream Spray Cream Sliced Gherkins Beef Tomato sliced Red Onion Diced Mixed Peppers Tomato Ketchup Sweet Chilli Sauce Caesar Dressing Taco Sauce BBQ Sauce Brown Sauce American Mustard Garlic Mayo Real Mayo Seafood Sauce Ballmaloe Relish Ballymaloe Cranberry Sauce Seafood Sauce Sauce Pumps
1 Kg 1 Kg 2 x 2.5 Kg 1 Kg 2 Kg 2 Kg 1 Kg 1 Kg 1 Kg 500g 12 x 250g 2.3 Kg 4 x 1 Kg 2 x 500g 2 x 250g 2 x 2.4 L 2.5 Kg 2 x 2.2 Kg 2 x 2.2 Kg 2 x 2.4 L 2 x 2.4 L 2 x 2.4 L 2 x 2.2 L 10L 2 x 2.2 L 5 Kg 4 x 3 Kg 2 x 2.2 L 1 Unit
Routine Planner
Number Till Rostered Of Service Time Customers Time Totals 39.0 1280 13.3 Till Shop Shop Slack Time Time Time Available Used 3.7 22.0 1.0 Un-used Time -21.0 Task Number 1 2 4 7 Task Description Cash Desk & Mini Tasks Site opening routine Merchandising - Dept 36 Merchandising - Dept 16 Task Person Time Responsible Signature 60 Natalie 15 Brian 15 Brian 30 Brian
06:00
120
23
15
45
60
60
06:00
07:00
120
68
43
17
60
-60
07:00
08:00
120
74
46
14
60
-60
08:00
09:00
120
68
42
18
60
-60
09:00
Typical area manager visit is 2hours For red stations, more time should be spent, on coaching and station-specific issues
2. Interview customers 10 minutes 3. Review performance and follow up on priorities from last visit 20 minutes What do you like about this station? What do you miss from this station? Etc.
Where are we compared to target? Have you done what we agreed on last time?
Labour Model
Work standard values Store specific + input + Scheduling optimization + Adjustments = Staffing levels required in store
Standard time
What
Estimated ability
Standard
Entered by store
of the SM to minimize unused slack time (i.e. unused waiting time of personnel between two tasks eg. At till)
Customer
service, labor regulations and other standards that needs to be taken into account
Example
Produce 40
Set a
Excl. VAT
Targ. Hrs per 1000 Units (2) Volume Variable Hours (3)=(1)x(2)/1000 Fixed Weekly Hours (4) Target Weekly Hours (3)+(4)
Bakery (Donuts & Pastries) Self Service Coffee Speciality Coffee Deli Sandwiches (Cold) Hot Sandwiches Deli Daily & Weekly Fixed Duties Dispensed Mineral Drinks
6. ADMINISTRATION
Items Items Items Items Items Week Items Shop Sales All
2.93 33.77
37.36 0.32
7.20
7.20
5.35
TOTAL WEEKLY SITE HOURS
5.35 157
7.00 7.30 9.00 9.30 11.00 11.30 12.00 12.30 1.00 1.30 2.00 2.30 No. counter staff observed No. Customers waiting to order 2 2 2 2 3 3 3 3 4 2 4 1 3 2 -
3.
4.
5.
Topaz Results
Significant mystery shopper improvement from 70% to 85% over 18 months Increased sales in all categories Reduced total labour costs by 9% Reduced stock holding Developed a Sales Culture up-selling Improved Service interaction and level
Thank You