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New_May_AMM_10_05_15

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by

John Barlow

on 12 May 2015

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Transcript of New_May_AMM_10_05_15

- Greater consistency in hours
- Consistency – drawing ‘a line in the sand’
under
What is Ops 350?
procedural differences
Ops 350 is a full review of Aldi UK and Ireland’s operational processes and structure, to ensure that Store Operations are set to cope with future plans for stores.
Darlington
Chelmsford
Bathgate
Goldthorpe
Atherstone
Swindon
Naas
Mitchelstown
Middleton
Neston
- Sustainability – future proofing processes
- Clarity – providing ‘a floor, not a ceiling’ for
employees
- Efficiency – simple processes
Why is this needed?
Nationally, initiatives will be introduced which promote:
June Launch
- Clear and consistent
People:
- Rota guidance
- Employee feedback
Processes:
- Promote efficiency
- Ensure consistency
Communications:
Clarity
- More scientific approach
- Greater consistency
- Increased support to SMs
National Rota Structure: Objectives
National Rota Structure: Benefits
- Protects management shifts
National Inventory Planner: Objectives
- National approach to when
inventories take place
- National prescription on time
allocated
National Inventory Planner: Overview
- Clarity and consistency
- National approach to costs and
standards
National Inventory Planner: Benefits
- Search engine for thin client
- Find link to 'Enterprise Search'
- To motivate managers
to improve results
Dashboards: Objectives
- Displays all performance on
one document
- Results are
c
o
l
o
u
r
coded
- Compliance dashboard displays
all diligence performance
- Provide one point of access
to reach all results
Dashboards: Overview and benefits
Daily Task List: Overview and Benefits
- Computer based task list
- AMs populate for store management
- Avoids paper based instructions
- Complete overview of
daily due diligence tasks
- All forms in one place,
including quarterly audit
documents
- Simplification for stores
People:
Future Developments
Thank You
May AMM
Complexity
Duplication of effort
Inefficiency
Preparation:
- Tailors output to different stores
- More focus on analysis
E-Handbook: Overview and Benefits
- Promotes a national approach
to processes
- Master checklists outline topics
to discuss
- Outlining key areas ensures
limited to main points,
heightening efficiency
- Direct leader meetings with
all store employees
Overview and benefits:
- Pre-Inventory Survey to prompt
good preparation
- Consistent formatting makes
user friendly
- AMs can monitor tasks remotely
Ops 350
People
Process
Communication
- Transparent system
- National prescription on
procedure
- Extensive analysis of inventory
result
Reconciliation:
- Identification of key areas of
loss
- Clear post inventory actions
- Searches an index of
E-Handbook documents
- Global search rules apply
Current operational challenges
Future Challenges
Qu 3 2014
Timeline: The Approach
Qu 4 2014
Qu 1 2015
Qu 2 2015
Qu 3 2015
Qu 4 2015 - ongoing
- Investigation into
best practice
- Defining what
to develop
- Enhancing existing best practice/tools
- Refining proposals
- Consultation on proposals
- Reviewing tools
-Preparing for rollout
- Investigation of further best practice
- June launch
- Rollout and supervision
- Defining further proposals

- Rollout of further best practice
- Potential rollout of new technologies
- Heightened accountability
E-Handbook: Objectives
‘Can do’ attitude
Adequate
supervision
Ensure
full
implementation
Rota necessary resource
Understand all aspects of the project
Rollout
Follow
Instructions
Positive
Tone
Rollout Overview
Overall goal: To successfully rollout Ops 350 training across your respective region, closely following instructions given by the PAM and meeting any deadlines in the process. It is paramount that all training is delivered with a really positive tone.

Isle of Sheppy
Cardiff
- Improved levels of accuracy
- 2014 sales growth 32%
- 2014 stock assistant turnover 84%
- 2014 store assistant turnover 39%
- 2014 10,000 new store staff
- Average store team of 8 to 32
Paperwork
Staff communication
Supervision
Sales forecasting
Management meetings
EOW meetings
Special Merchandising
Area Manager communication
Cleaning rotas
Inventory counting procedures
Night working
Twilight shifts
- ‘Chronic inexperience’

- Growing market pressure

- Tightening profit margin
- 35,000 new jobs planned

- 550 new stores by 2022

- 2 new RDCs - 500 staff required for each
- Team Member Update
Store Ops Committee
Regional
consultancy
Store Ops Committee
Sign off

Process:
Rollout and Supervision Sessions
- Rollout Session:
- Local AM to rollout to remaining
June
- Supervision and sign-off visits to stores
August:
- Introductory prezi

- Set up tools

- Supervisory expectations
- Spotcheck implementation

- SM to demonstrate use

- SM questions

- Supervisory report
- LAMs to rollout to 2 per area
- Rollout visits to stores
- LAMs to visit all stores
- Increased accountability
- Utilise competent managers
- Job descriptions
- Sales planning tools
- Bonus structure
- Buddy programme
- Mentor schemes
- Responsibilities of leadership
- Management structure
- Cost control
- External inventories
- Specials reductions
- Specials merchandising
Communications:
- Standardisation of G drive
- Workflow devise
- Global diary
- Aldi documentation
- SM email

Atherstone Bathgate Chelmsford Darlington Goldthorpe Middleton Mitchelstown Naas Neston Swindon


Due Diligence Diary: Overview and Benefits
Structured Agendas: Overview and Benefits
Audits
Interview process
Rota structures
Deputy premium hours
SM working expectations
Departmentalisation
Agreeing regional trials
Identifying inconsistency
Best
of approach
Roll out through
cascade structure
- Average store sales Jan 2008 £65,019 per week
- Average store sales Jan 2015 £244, 697 per week
- Represents an average increase of 276%
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