Productivity Department Health Check

• Audit Title

• Client / Site

• Conducted on

  Date

• Prepared by

• Personnel

Back Door

• WH1) Green trays are clearly separated by bail arm colour

  Yes

  No

  N/A

• WH2) Are empty cages, Cardboard & Plastics stored at backdoor

  Yes

  No

  N/A

• WH3) Tip and fill is seen to be an integral part of vehicle unloading

  Yes

  No

  N/A

• WH4) Any stock that is stored in yard (containers, marquees) is prioritised as slow moving due to its accessibility

  Yes

  No

  N/A

• WH5) Electronic Delivery Notes are being used and store is a Green light on Weekly KPI report

  Yes

  No

  N/A

Ambient warehouse (grocery, household, wines and spirits)

• WH6) Stock is correctly marshalled and is accessible for gap scan

  Yes

  No

  N/A

• WH7) Overall level of stock reflects time of day and day of week

  Yes

  No

  N/A

• WH8) Level of access old promotion stock is reasonable

  Yes

  No

  N/A

• WH9) Warehouse space is used in the most efficient way possible IE location of MU's being furthest away due to their fill frequency

  Yes

  No

  N/A

• WH10) Damaged goods areas are well controlled

  Yes

  No

  N/A

• WH11) There is an area for non-department specific consumables that is tidy, easily accessible, and has accurate and manageable stock levels. The consumables are laid out as per planographic

  Yes

  No

  N/A

• WH12) Is their evidence of the stock reduction routine being completed daily (I.e. Stock reduction labels on backstock)

  Yes

  No

  N/A

• WH13) Store manager order process is being followed correctly and not impacting stock levels

  Yes

  No

  N/A

Fresh/frozen Warehouse (dairy, meat, counters, produce, frozen, bread)

• WH14) Stock is correctly marshalled and is accessible for gap scan

  Yes

  No

  N/A

• WH15) Overall level of stock reflects time of day and day of the week

  Yes

  No

  N/A

• WH16) Level of excess old promotion stock is reasonable

  Yes

  No

  N/A

• WH17) Warehouse/chiller space is used in the most efficient way possible (I.E. location of milk storage in relation to shop floor

  Yes

  No

  N/A

• WH18) Correct protective clothing is in evidence for frozen food and chillers

  Yes

  No

  N/A

• WH19) Damaged goods areas are well controlled

  Yes

  No

  N/A

• WH20) Stock reduction process is evident on frozen

  Yes

  No

  N/A

Non-food (hardware, news, health and beauty, clothing)

• WH21) Stock is correctly marshalled and is accessible for gap scan

  Yes

  No

  N/A

• WH22) Overall level of stock reflects time of day and day of week

  Yes

  No

  N/A

• WH23) 'Clear as you go' is in evidence by the level of stock on high level racking on hardware and clothing

  Yes

  No

  N/A

• WH24) Level of electrical returns is reasonable and reflects the day of collection

  Yes

  No

  N/A

• WH25) SAFA cases have been returned from the checkouts sorted into types

  Yes

  No

  N/A

• WH26) Level of excess old promotion stock is inline with target

  Yes

  No

  N/A

• WH27) Green for go, Red to rack is evident on clothing, running rails are being used correctly

  Yes

  No

  N/A

• WH28) Running rails are being used as per replenishment process

  Yes

  No

  N/A

• WH29) Warehouse is used in the most efficient way possible (I.e. Product groups stored on mezz floors in relation to shop floors)

  Yes

  No

  N/A

• WH30) Is there evidence of the stock reduction routine being completed daily (I.e. Stock reduction labels on backstock)

  Yes

  No

  N/A

Generic days

• RD1) Replenishment schedular is followed consistently

  Yes

  No

  N/A

• RD2) Areas are prioritised for RUMBLE. Correct methods of RUMBLE R observed (I.e. prioritise top and bottom shelves and cardboard removal

  Yes

  No

  N/A

• RD3) Staff have the tools to do the job (I.e. kick stools, trolleys, case cutters)

  Yes

  No

  N/A

• RD4) Tagging rules adhered to as per the Effective Protection guide

  Yes

  No

  N/A

• RD5) Cage bags for rubbish are used at all times

  Yes

  No

  N/A

• RD6) Merchandising plans are up to date

  Yes

  No

  N/A

Ambient (grocery, household, wines and spirits)

• RD7) Low lines, out of stock & must fill replenished during the day are picked from the back stock onto a cage with a cage bag attached to collect rubbish

  Yes

  No

  N/A

• RD8) Shelf Ready Packaging is observed in all relevant areas

  Yes

  No

  N/A

• RD9) Staff are not filling MU's that have not fully run down

  Yes

  No

  N/A

Fresh food (dairy, meat, counters, produce, frozen, bread)

• RD10) Any replenishment taking place is from Pre-sorted cages with a cage bag attached to collect rubbish

  Yes

  No

  N/A

• RD11) Maximum use of shelf ready packaging is observed

  Yes

  No

  N/A

• RD12) New roll in bread routines adhered to

  Yes

  No

  N/A

• RD13) Cold chain is fully adhered to

  Yes

  No

  N/A

• RD14) Freshness routine trolley is in place on the shop floor and the routine is completed twice a day

  Yes

  No

  N/A

• RD15) Cleaning book is up-to-date, staff are observed walking the produce shop floor hourly, and if required a cleaner is called to deal with any spill ages

  Yes

  No

  N/A

Non-food (hardware, news, health & beauty, clothing)

• RD16) Any replenishment taking place is from Pre-sorted cages with a cage bag attached to collect rubbish

  Yes

  No

  N/A

• RD17) Maximum use of shelf ready packaging is observed

  Yes

  No

  N/A

• RD18) Is the entertainment warehouse layout simple, all products are sorted in A-Z order by type for ease of counting, returns and replenishment. Promotion signage is in place

  Yes

  No

  N/A

• RD19) Are books stored correctly in the warehouse, stock is stored in the trays by mod layout. (Chart, kids, hardback etc) with "cage worked" signs on each cage or dolly of backstock

  Yes

  No

  N/A

• RD20) Is the news & magazines backstock stored correctly, magazines are stored innA-Z or category order, stored in labelled trays on the shelving, with an area allocated for returns

  Yes

  No

  N/A

• RD21) Schedules are being followed on combined, electrical, and clothing desks

  Yes

  No

  N/A

Generic nights

• RN1) the 'right for nights' handover has been completed at handover

  Yes

  No

  N/A

• RN2) managers are observed not filling

  Yes

  No

  N/A

• RN3) Areas scheduled for counting are prepaid as per the simple counting routines

  Yes

  No

  N/A

• RN4) All areas are filled up as a priority to facing up

  Yes

  No

  N/A

• RN5) Aisles are scheduled by daily volume not by person using staffing targets as appropriate. When applicable replenishment scheduler is used as a guide for time to replenish each product group

  Yes

  No

  N/A

Ambient (grocery, household, wines and spirits)

• RN6) aisles are set up ready for night shift each aisle has, Pre-sorted stock, rubbish cage, filling trolley, kick stools, tray damages, tray for odds

  Yes

  No

  N/A

• RN7) Stock movers are in place to continually feed stock out to aisles. Back stock first then main delivery, use of mastermovers are used when available

  Yes

  No

  N/A

• RN8) Stock movers returning post sorted stock cages back to relevant areas of the warehouse, full use is made of blue shelves to segregate product groups

  Yes

  No

  N/A

• RN9) No spotting of stock observed during filling

  Yes

  No

  N/A

• RN10) Pre-sorting of deliveries always takes place prior to reaching aisles

  Yes

  No

  N/A

• RN11) Staff are not filling MU's that have not fully run down

  Yes

  No

  N/A

• RN12) Capping shelves are used to store all appropriate backstock

  Yes

  No

  N/A

Fresh food (dairy, meat, counters, produce, frozen, bread)

• RN13) Pre-sorting of deliveries always takes place prior to reaching aisles

  Yes

  No

  N/A

• RN14) Aisles are set up ready for night shift each aisle has rubbish cage, filling trolley

  Yes

  No

  N/A

• RN15) Stock movers returning post sorted stock cages back to relevant areas of the warehouse, full use is made of blue shelves to segregate product groups

  Yes

  No

  N/A

• RN16) No spotting of stock observed during filling

  Yes

  No

  N/A

• RN17) Cold chains rules are adhered to at all times

  Yes

  No

  N/A

Non-food (hardware, news, health & beauty, clothing)

• RN18) Runners moving post sorted stock back to relevant areas of the warehouse

  Yes

  No

  N/A

• RN19) No spotting of stock observed during filling

  Yes

  No

  N/A

• RN20) Pre-sorting of deliveries always takes place prior to reaching aisles

  Yes

  No

  N/A

Checkouts - front end performance

• FE1) Store has achieved is throughput target for the last 4 weeks

  Yes

  No

  N/A

• FE2) Operators are observed scanning and packing in the correct way, tender and scan rate are green

  Yes

  No

  N/A

• FE3) Team leaders are observed promoting improved productivity by actively managing queues, removing excess labour, coaching on unproductive work methods, managing breaks ensuring excess breaks are not taken

  Yes

  No

  N/A

• FE4) Operator performance reports are used to identify issues and cashiers are coached to improve, evidence of improvement can be demonstrated

  Yes

  No

  N/A

• FE5) 1 express checkout is open between 8am & 8pm with further express checkouts opened as scheduler or checkout starting target

  Yes

  No

  N/A

• FE6) Store has hit their self service target for the last 4 weeks for both nights and days

  Yes

  No

  N/A

• FE7) Self service attendants are visible and actively engaging / assisting customers

  Yes

  No

  N/A

• FE8) Checkout swap out equipment is sufficient and in working order, headsets are seen to be used by team leaders, hand scanners are present on all tills, de-taggers all work

  Yes

  No

  N/A

Checkouts - scheduler

• FE9) Scheduler is used to create schedule 7 days a week

  Yes

  No

  N/A

• FE10) Daily sales splits broadly mirror actual daily sales participation check last week by day for accuracy

  Yes

  No

  N/A

• FE11) Sundays show evidence of overtime input and hours are linked to the scheduler targets

  Yes

  No

  N/A

• FE12) Store is using Overlay to achieve the best possible schedule based on the events planner

  Yes

  No

  N/A

• FE13) Accurate primary and secondary task list in place

  Yes

  No

  N/A

• FE14) Daily updates are taking place to reflect changes (I.e. absence, holidays, overtime)

  Yes

  No

  N/A

• FE15) Till priority is set up to reflect the best shape for that store. (I.e. tills by clothing low priority, cashiers face the customer flow, tills near self serve are manned, secondary exits are taken into account)

  Yes

  No

  N/A

• FE16) Scheduler performance reports are used to identify excess sign on/idle hours and there is a plan in place to reduce

  Yes

  No

  N/A

PFS

• FE17) Replenishment in the PFS is carried out in the most efficient manner

  Yes

  No

  N/A

• FE18) Pay at pump terminals are all in working order

  Yes

  No

  N/A

Trolleys

• FE19) Tolley retrieval equipment is in working order and fully utilised

  Yes

  No

  N/A

• FE20) Trolley staff clear baskets from under the checkouts

  Yes

  No

  N/A

High street

• FE21) Hours reflect schedule for CSD

  Yes

  No

  N/A

• FE22) Desk opening hours are in line with company guidelines and on display

  Yes

  No

  N/A

• FE23) Schedules reflect lottery on Tuesday, Wednesday and Friday

  Yes

  No

  N/A

Cash

• FE24) No tasks are being performed that are NOT part of the latest cash office routines (I.e. till checks and change runs, counting non-scanned coupons)

  Yes

  No

  N/A

• FE25) The cash office is free from store produced trackers on walls or non-standard book/records being completed

  Yes

  No

  N/A

Food counters

• SO1) Counter opening hours are in line with company guidelines

  Yes

  No

  N/A

• SO2) Staff are adhering to the set up times for each counter

  Yes

  No

  N/A

• SO3) All equipment delivered through step change in working order and used correctly. (I.e. PC scales, auto slicer, powersoak, ice carts)

  Yes

  No

  N/A

Pharmacy

• SO4) Pharmacy opening hours are in line with company guidelines

  Yes

  No

  N/A

Optical

• SO5) Optical opening hours are in line with company guidelines

  Yes

  No

  N/A

Non-food

• SO6) non-food desk opening hours in line with company guidelines

  Yes

  No

  N/A

Fitting Rooms

• SO7) Fitting room opening hours are in line with company guidelines

  Yes

  No

  N/A

Staff reception

• SO8) The staff reception opening hours reflect the allowed hours

  Yes

  No

  N/A

Staff restaurant

• SO9) Observation of the activities being carried out in the kitchen are reflective of the type of operation (I.e. no food prep from scratch in a heat and serve)

  Yes

  No

  N/A

Customer restaurant

• SO10) Restaurant opening hours are in line with company guidelines

  Yes

  No

  N/A

• SO11) Staff are adhering to the set up times for the restaurant

  Yes

  No

  N/A

Resource planning

• MP1) Weekly and periodic resource planning meetings are consistently happening

  Yes

  No

  N/A

Step change

• MP2) Step change is actively managed, the step change folder is a working document containing up to date information. The periodic employment plan reflects the current step change activity, and progress around moving hours is evident

  Yes

  No

  N/A

eBCS

• MP3) eBCS is used as per the guidelines every week both as a planning and review tool

  Yes

  No

  N/A

• MP4) eBCS is central to ALL decisions in the store with relation to recruitment, all managers can demonstrate a good understanding

  Yes

  No

  N/A

Staffing targets

• MP5) Copies of the staffing targets are distributed to all the managers on receipt in-store. Managers have a good understanding of their own staffing targets

  Yes

  No

  N/A

Scheduling

• MP6) Overtime requests are completed using the overtime request sheet detailed in the productivity tool easel

  Yes

  No

  N/A

• MP7) Temporary moves are progressed prior to overtime being authorised

  Yes

  No

  N/A

• MP8) Store can demonstrate where over contracted hours are being used to add value

  Yes

  No

  N/A

Manpower plan

• MP9) All of the store team are aware of where the hours issues are for the store and where hours are not in the right place

  Yes

  No

  N/A

Right hours in right place

• MP10) To be schedules in place reflecting the stores ideal structure

  Yes

  No

  N/A

Right hours report

• MP11) right hours tools such as the flexibility board and right hours posters are being used

  Yes

  No

  N/A

HR

• MP12) Personnel manager is confident in moving people around the business and can describe the approach and process they use

  Yes

  No

  N/A

• MP13) Managers in affected areas are trained on moving hours around the business to support the process

  Yes

  No

  N/A

• MP14) Store has strong links with other local stores and can describe action taken to promote opportunities in local/new stores

  Yes

  No

  N/A

Recruitment

• MP16) All recruitment is based on the employment plan and where a store is over hours any recruitment is business critical and agreed by SD/SOM

  Yes

  No

  N/A

• MP17) Where store is over hours any temporary contracts have been reviewed

  Yes

  No

  N/A

HR

• MP18) Job coding is following the 50% rule (I.e. staff are coded to the department where they work 50% or more of their hours

  Yes

  No

  N/A

Hours Movement

• MP19) The store can demonstrate movement of hours to the ideal through regular review of RHRP are ports and next steps. the ideal split is being maintained ongoing

  Yes

  No

  N/A

Absence

• MP20) Absence can be demonstrated to be actively managed, routines are being followed, time in lieu is effectively managed

  Yes

  No

  N/A

Holidays

• MP21) Holidays are in line with target YTD, holiday diary's are up to date and used by all departments (check a sample)

  Yes

  No

  N/A

Sundays/Bank holidays

• MP22) The Sunday/bank holiday staffing structure is used as the basis of the Sunday/Bank holiday schedule

  Yes

  No

  N/A

Dot Com

• DC1) Dot com hours logging is signed off every day of the week

  Yes

  No

  N/A

• DC2) Store is aware of number of hours logged out of dot com and understands where hours were used in the store

  Yes

  No

  N/A

• DC3) Hours logged into dot com are being reviewed against RHRP with plans in place to move hours where required

  Yes

  No

  N/A

• DC4) Pure pick rate is achieved and plans in place to improve

  Yes

  No

  N/A

• DC5) Stores are not using the tray full function to protect availability

  Yes

  No

  N/A

• DC6) Drivers shifts are fully recruited and reflect the ideal structure of 3 daytime / 2 evening shifts for full time staff

  Yes

  No

  N/A