Title Page
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Store Name & Number
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Week No
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SD Group / SD Name
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Conducted on
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Area Manager Name
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F&F Manager Present At time Of Audit
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Lead Manager Present At Time Of Audit
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Store Manager Present At Time Of Audit
People (Hours)
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The Daily Planner is used everyday and highlights the F&F Moments of Certainties for operational tasks and service<br>
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Department colleagues are coded to the correct department on the staff register. 30A / 30C<br>
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The F&F Team are working to achieve the same shape of hours across the 24-hour cycle as shown on their Heat Map/Staffing targets. The F&F Manager can describe the ideal and can show how they are working towards the ideal with a vacancy plan or change plan.
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The F&F Manager is using the forecasting planning tool (budget control sheets) to plan hours 4 weeks in advance.
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In conjunction with Lead Manager/Store Manager the F&F manager is securing their allowed hours every week.
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PI should be 110 or less YTD
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There is evidence that wage flex is being used to support F&F activities in store - in line with the money allocated by F&F<br>
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There is evidence that RFID count wage flex is being used by colleagues. This does not affect the day to day operating model (used as additional hours)
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F&F teams are booking holidays in accordance to the Tesco policy, with particular attention to the % splits by week and using the Tesco holiday diary<br>
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F&F Managers are following the Tesco policy on managing absence ensuring all staff have a welcome back meeting and all attendance reviews are completed within 7 days<br>
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The daily planners show dedicated hours to Pre-sort and Replenishment.
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If there are current F&F vacancies, there is a plan and timescales in place to recruit for each vacancy<br>
People (Training)
Lead Manager Training
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Lead Manager has been validated on their learning via the F&F capability training book (G drive/Shops/shops/Clothing/F&F Training 2015/Lead Manager)<br>
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Lead Manager has attended the latest up skill session held by the F&F Area Manager
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Lead Manager has a signed and completed training record card for every RFID procedure<br>
F&F Manager Training
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F&F Manager has been validated on the F&F managers capability training workbook with the training record card signed. (G drive/shops/shops/clothing/F&F Training 2015/F&F Manager)
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F&F manager has attended the latest up skill session held by the F&F Area Manager
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F&F Manager has a signed and completed training record card for every RFID procedure<br>
F&F Colleague Training
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All current training material has been completed. (G drive/shops/shops/clothing/F&F Training 2015). Is the training record card signed for every colleague?<br>
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Refresher training has been delivered and signed for on the training record card in line with the refresher training calendar this year<br>
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Every colleague has a signed and completed training record card for every RFID procedure
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Colleagues can demonstrate, when asked, the key RFID functions to support the operation with ease<br>
Planning & Processes
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The F&F interview toolkit is being used for all internal and external recruitment onto the F&F department. <br>
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All F&F Team Reviews have been conducted by the F&F Manager and are up to date<br>
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Operations folder is up to date, containing sales numbers, daily planners and forecasting tools.<br>
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Operations folder has copies of space matrix with current VM layout plan
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Operations folder has copies of the visit Next Steps and Conference Call Notes
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RFID folder is up to date, check all variance reports have been printed. Top gains/losses have evidence of investigation into the gains and losses<br>
Warehouse
Warehouse Set Up
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Delivery Holding Area is capable of holding the largest expected delivery and is clearly identifiable <br>(Restricted warehouses should have a secondary location agreed with the store to hold the delivery)<br>
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Pre-sort area is twice the size of the largest expected delivery and is clearly identifiable<br>
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Hanging outerwear backstock racking is 20% the shopfloor mods and signage denotes the category segmentation<br>
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Corporate F&F signage is in place for all areas for the warehouse (EPWs/NOF/Concessions/Direct returns)
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Clearly defined area for essentials and using correct kit (Essential Racking / Cages / Essentials rails) <br>
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Portal Exclusion zone should be clearly marked out and free from clutter/stock/cages<br>
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Departmental layout meets current guidelines Women’s into Kids into Mens for all areas including Footwear and Essentials)<br>Product is also laid out by season. E.g. coats and knitwear first on womens in winter
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Risers are in use (These can be printed from GDrive) in the warehouse. Green for Go, Red to Rack, New Styles, Essentials, Must Fill.<br>
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Genders on Essentials rails are not mixed. Essentials rails are sorted by product type e.g. womens socks, then within that sorted by style and then sized.<br>
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All footwear is stored on cages or essentials racking. Product is sorted by gender, then style, then sized. Only footwear or essentials in this area.<br>
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Sale should be kept together at the rear of each gender <br>
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EPWs are up to date and have correct documentation attached<br>
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Waste cage/area labelled as follows:<br>- to be mended<br>- to be wasted<br>
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All Warehouse stock should have an RFID tag attached (Spot check 5 lines in each product category)<br>
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RFID handheld equipment area should be free from clutter and easily accessible<br>
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Communication board should be visible and up to date with sales and weekly communication. RFID availability board should be in place for recording the key availability check times throughout the day (6am/11am/4pm)<br>
Pre-sort Operation
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Delivery stock is being broken down in accordance to the guidelines and there are no outstanding delivery cages or dollies.
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Outerwear is pre-sorted onto running rails by gender and split by new styles and replen<br>
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Essentials/footwear is pre-sorted straight onto existing essentials rails/cages/Essentials Racking<br>
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All product is removed from blue trays as part of the daily pre-sort process. Warehouse should be blue/green tray free<br>
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RFID delivery receive function is used to scan in all deliveries, team can describe this process if not visible<br>
Availability
Replenishment
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New product and Green for Go is actioned to the floor between 6-10am and visible on the daily planner<br>
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RFID stores are checking OOS % 3 times per day and taking action to bring within tolerance. This should be shown on the daily planner
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Visibility of non needed stock being racked away after returning to the warehouse<br>
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Non RFID stores should have Must Fill lines clearly identified in the warehouse and have planned times to check availability throughout the day<br>
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Non RFID stores: Essentials and Footwear is replenished daily either through the night or twilight as per the store operating model and clearly planned on daily planner<br>
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Non RFID stores: Spot check 20 lines to see if there are any missed sizes on the sales floor but in the warehouse back stock<br>
Counts / Shrink
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The F&F Manager can describe what processes are in place to control shrink on the F&F mat. These are alive in the store. Fitting Room Controls, Tagging all Products over £10 (€15), eye contact and approach.<br>
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Colleagues are Zoned to cover the shopfloor at all times and fitting rooms according to the work load profile. This is shown on the daily planner
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Ensure the pager system is in working order and if not a maintenance request has been raised through the helpdesk or parts ordered on Click to order
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The F&F Manager and Lead are aware of the last MST result and action plan in place to protect shrink<br>
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RFID counts are being planned and actioned every week starting pre 7am and submitted within the 4 hour count window, check last 3 weeks using the MPC RFID store dashboard<br>
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RFID pre count routines (Tag check/Waste/Desk/Fitting rooms/Returns) are planned in pre count start time and detailed on daily planner<br>
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F&F Manager and Lead are aware of their current stock variance position and recorded in the RFID folder<br>
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Direct returns process is followed correctly according to department size and RFID returns routine is adhered to<br>
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Check the F&F department is clearing waste daily<br>
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The latest Clear to Zero was actioned fully, to the correct process and within the required timescales<br>
Retail Standards
Space & Layout
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Layout is planned using the layout planning guide and space guidance ensuring Essentials space is 100% correct. <br>Total Womenswear, Menswear and Kidswear space is correct to the total mod requirement for each gender area. Issues have been raised with Area Manager to rectify overall space<br>
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POS ordering is planned and executed using sol print on time and supporting the planned layout<br>
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The salesfloor flow reflects the pre-planning pack.<br>Adjacencies are sensible to the customer.
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Has the layout prioritised sightlines to key impact departments. <br><br>
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Has the right POS and matching product been used to support strong customer journey?
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Have the correct trends been pulled together in the correct zone as described in the layout planning guide<br>
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All lead in fixtures demonstrate an excellent standard of merchandising and are supported with the right product as detailed in the current Merchandising Guidelines.
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Slat panels and OFD’s are positioned in the correct location and do not block any key sightlines with the correct associated product to the main fixture<br>
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Trading rails are positioned as agreed with the store and delivered to strong brand credibility<br>
Visual Merchandising
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Only the correct departments are coordinated as per the Style File guidance. Are these areas built to wearable outfits and using appropriate accessories to drive add on sales. <br>Use the A5 VM guide to check
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Have all Blocked departments been merchandised using the Style File and WGLL photo pack as blocked areas. There should be no evidence of coordination<br>
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All essentials areas are merchandised to the current Style File planogram and are displayed in size order<br>
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There is no evidence of over or under filling on the shop floor and all product is displayed in size order.<br>
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Do the price points reflect the lowest main line product price and are stores using the online conversion POS correctly<br>
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Belts and buttons are done up and products are neatly hung on the correct hanger and sized.<br>
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The correct equipment is being used on the department . Best practice for t-arms, d-arms and step arms. No unused equipment on the store floor.<br>The F&F team can describe their use of the VM Principles pack<br>
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The store floor is clean and tidy, mirrors are smear free, fixtures and the floor are dust free.<br>
Service
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Is the service window being adhered to and colleagues being zoned on the daily planner<br>
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RFID handhelds are being proactively used to support service on the salesfloor for customer service (Stock Enquiry and near by store functions)<br>
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RFID tag checking is being proactively checked throughout zoned service window<br>
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The fitting rooms are manned as shown on the F&F Staffing Targets and when not manned a colleague is nominated to manage the fitting room using the pager system. Fitting room management is shown on the F&F Daily Planner.<br>
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F&F Desk are clear of returned product and rubbish. <br>
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The F&F Desk is fully equipped with stationary, sticker, kimble guns, hangers and tags. All tools to do the job are available. RFID handheld is available at the desk for customer stock enquiries (if applicable)
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Returned product are hung correctly and returned to the shopfloor or warehouse and tagged accordingly with RFID and Shrink protection<br>
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Are all colleagues wearing the correct uniform? Is the uniform maintained to a high standard? Are all staff wearing F&F name badges?<br>
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Have you witnessed a service culture whilst in store? <br>- Are colleagues natural when approaching customers? <br>- Are customers shown into fitting rooms and colleagues discussing the garments? <br>- Is the desk colleague showing a positive lasting impression of F&F; chatting to customers naturally and offering a great service?
Sales
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The Store Trader report (AM sends copy to SM weekly) is in use and the F&F Manager and Lead Manager are aware of the current performance and have action plan in place based upon performance . <br>
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The store is aware of the current and year to date sales performance at both total and department level .<br>
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RFID stores - All colleagues can describe the current availability/OOS % across the day. Availability board is in place to support this <br>
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The F&F Manager and the team can describe the current Bestsellers and Must Fill styles, in addition to the replen process to further improve their performance<br>
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Mini Cage lines detailed in the weekly news are prioritised where possible to the correct lines<br>
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F&F Manager demonstrates how to use Myactions and tasks are up to date. This is checked twice per day. <br>
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The following sections of the daily planner are completed:<br>- Things to do today<br>- Celebrate success<br>Ask a colleague what was listed for them on the above sections
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All Promotions are launched to the VM guide with correct POS
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F&F Manager has regular 121’s with their Lead Manager.<br>
