Jeff Verhoff 2011 Year End Review

2011 Year-End Review Form for JEFF VERHOFF
FirstName:JEFF
Last Name:VERHOFF
JobTitle:DC OperationsManager
Empl ID: 61023141606
Manager: RYAN GORECKI
ReviewPeriod: 01/30/2011 - 01/28/2012
Due Date: 04/15/2012
Behaviors
Rate eachof the Behaviorsbelow.Printthe KeyIndicatorsforreference.The KeyIndicatorsprovidea
descriptionof eachbehavior.Use the commentsfieldtosupportyourratings.
CustomerFocused
Ratingby RYAN GORECKI: MeetsExpectations(3)
Effective DecisionMaking
Ratingby RYAN GORECKI: ExceedsExpectations(4)
Effectiveness/AttainsResults
Leadership/People Oriented
ProcessThinking

Summary Comments for Behaviors:
CommentsbyJEFFVERHOFF:
CUSTOMER FOCUS:During2011, I transitionedfromaDepartmentManagerto an OperationsManager.
Duringthistime I alsotransitionedfrombeingstrictlyNon-Contorunningthe Shippingareaaswell.My
customerfocushas grownfromeliminatingpickingerrors,toalsofocusingonLoadQuality.Ithas beena
challenge onthe Shippingsidewithmuchof the staff eitherbeingnew tothe department,orbeinga
Temp/Seasonal employee.In2011, we have failedourcustomerswithregardtoload qualityand
accuracy and have incurredtoomany misdirects.AlthoughourLoadQualityscoreshave improved
slightlyinrecentmonths,itcontinuestobe an area where we struggle.Iamcontinuingtoeducate my
managementstaff toestablishaccountability,andeducatingthe new associatesonproperloading. This
will alsohelpusinholdingthe associatesaccountable.Onthe NCside of the business,we improvedover
lastyear's damage numbers,butwe still missedourgoal.Forthese twomajor reasons,Icurrently
considerCustomerFocustobe an area of Opportunityformyself.
EFFECTIVE DECISION MAKING:I considerthistobe a strengthforme.In 2011, I have leftmycomfort
zone of Non-Conandhave learnedmore aboutthe Shippingdepartment.Thisexperience allowedme to
grow andeventuallypromotetomycurrentposition.Beingthe onlySr.Manageron myshiftpresents
the opportunityandnecessityforme tomake decisionsonmyown.Ihave neverbeenafraidtomake
decisions,evenif Iendupnot makingthe rightones.Learningfrommymistakesandpartnering withmy
managerand peershashelpedme withmydecisionsinleadingthe 2ndshiftTeam.
ATTAINING RESULTS: InearlyApril 2011, we wentto a 2 shiftShippingOperation.Iinherited3seasoned
associatesfromfirstshift,butthe restof my teamwere all placedinnew roles.We were able togetup
to speedveryquicklyandmatchedfirstshift'sproductioninaveryshort time.Iwas able toincrease
productivitybydefiningexpectations,conductingobservations,monitoringperformance,andthru
recognition.OurShippingUPHincreasedfrom149.5 in2010, to 166.2 in2011. Thisis an increase of
11.1% despite facingthe challengesof startinganew shift!
AlthoughourNCnumbersearnedusthe lowestinthe networkandthe UPH did notincrease from36.5
in2010, we have seenournumbersmove inthe rightdirectionandwe are movingupinthe rankings.In
orderto get a true reflectionof howwe have beenprogressing,we can lookatthe 4th quarterin2010
at 35.2 UPH and compare it to 41.2 UPH duringthislast 4th quarter.Thisis an increase of 17% overthe
same time frame lastyear!
PEOPLE ORIENTED: I am a "people"personandhave bondedwellwiththe team.Ipride myselfon
alwaysbeingavailable andbeingvisible tomyteam.I enjoyedvisitingMemphisinlate Julytolearnthe
newRF Non-Conpickprocessandorganizingthe trainingof ourteaminManteno.I considermyself to
be fair andconsistentwithmyteamand understandingthe issuesmyteamfaces.Istrive toeffectively
partnerwithmy teamto make the bestdecisionpossible.Ialsohave noproblemholdingpoor
performersaccountable fortheirresults.Mygoal for the 2012 isto mentormy managementteamto
buildgreatrelationshipswiththe teamandtodevelopmore recognitionwithourassociates.I am
strivingtobe more involvedwiththingsthatmattertothe associatessuchas recognitionand

establishingDepartmentroundtableswithmyassociatesinordertohelpaddressanyissuesorconcerns
and to engage myteam.
PROCESS THINKING:In 2011, I have askeda lotof questionsandhave learnedagreatdeal aboutother
departments.The experience Ihave gainedthisyearhasallowedme tomake more informeddecisions.I
enjoyedcrosstrainingagroupof associatesfromNon-ConintoShippingandIenjoyedimplementingthe
RF pickingaswell asthe 2-shiftShippingoperation.Mygoal in2012 isto helpdrive more efficient
processestoimprove myentire team'sproductivityinwhere everIgo.
CommentsbyDANNYUSREY:
CustomerFocused:I agree withJeff'scomments.However,challengesimposedonthe teamrelatedto
the two shiftoperation,new associatesandmanagersadjustingtoexpandedduties,multiple batchgrid
changes,andN.C.RF implementationshouldbe considered.Minimal newinitiativesfor2012 and the
applicationof lessonslearnedfrom2011 will contribute toamuch improvedcustomerexperience from
the Mantneo RRC.
Effective DecisionMaking:I agree withratingand comments.Jeff hasprogressedwell inashortperiod
of time.He isonlylimitedinthisareabyhisshorttime inthe position.Hisjudgementanddecisionsare
facts based,asmuch as possible.
Effectiveness/AttainsResults:Iamalignedwithratingandcomments.Jeff hasexcellentfollow through
and timelinessinmeetingrequests.He takespersonal accountabilityforshortfallswhenmissingan
objective.He hasbeenapart of 2011 changesanddemonstratedhisabilitytoadaptwell.
Leadership/People Oriented:Iagree withcomments.ConsideringJeff'spromotionto OPslastJuly,he
has shownthe abilitytobalance the needsof histeamalongwiththe skill tomotivate the teamtowork
towardtheirgoalsand shouldbe rateda '4' in thiselement.Jeff delegateswisely,butdoesn'thesitateto
jumpinwhennecessary.
ProcessThinking: I agree withratingand comments.Jeff fullyappreciatesthe valueprocessesrepresent
to helpimprove businessresults.He isa firmbelieverinplanninghisteam'sworkandlookingfor
opportunitiestogetbetter.Histhinking'ahead' are neededtoavoidknownpitfallsfromapreviousday.

Business Results
Goal Name : Achieve Logistics/DCFlexExpense Plan
Ratingby RYAN GORECKI: HighContributor(4)
DecemberYTD forEBITDA is $.87, versusa Flex Planof $.79 (-10.5%)
The WCPMH iscurrently156.5 (2.1%above plan).
Our Flex Payroll isunderbudgetby6.6%
We have gone thrumany learningcurvesthisyearwithmovingfreightandassociatesfromthe Annex to
the Main building,convertingtoa2-shiftoperationinShippingandalsoimplementingthe RFpickingin
NC.It has beenchallengingattimes,butIbelieve we saw the benefitsthispast4thquarter as compared
to the 4th quarterof 2010. My teamand I constantlyevaluate productivityandhoursthruthe nightand
partnerwithCase Pack to ensure thatwe are placingresourceswhere neededthe mostandcuttingthe
extrahourswhenwe are able to.Our pre-planmeetingson2ndshifthave allowedustoproperlystaff
by schedulingoff associateswhenneeded,buttoalsocross train associatessotheycan be usedinany
departmentwhichneedsthe extrahelp.
Our ShippingUPHincreasedfrom149.5 in2010, to 166.2 in2011. Thisis an increase of 11.1% despite
facingthe challengesof startinganewshift!
AlthoughourNCnumbersearnedusthe lowestinthe networkandthe UPH did notincrease from36.5
in2010, we have seenournumbersmove inthe rightdirectionandwe are movingupinthe rankings.in
orderto get a true reflectionof howwe have beenprogressing,we canlookatthe 4th quarterin2010
at 35.2 UPH and compare it to 41.2 UPH duringthislast 4th quarter. Thisis an increase of 17% overthe
same time frame lastyearand helpedthe unithave the bestNovemberandthe bestDecemberon
record forWCPMH!
I agree withratingand comments.N.C.performance wasdisappointingfor2011. However,
considerationisgiventoyear-endprogressandYOY4th qtr. Multiple batchgridchanges,N.C.RF picking
implementation,and majorchangesinbldgs7/8 profilingcontributedtothe challenge.Jeff understands
the significance of thiskeymetricandispoisedtodeliverysolidresultsfor2012.

Goal Name : Service/Quality
Measure/Target:OperationsReports
Ratingby RYAN GORECKI: Contributor(3)
ShipAccuracy is99.98 YTD vs.goal of 99.8
PickAccuracy is99.48 YTD vs.goal of 99.5
Fill Rate is99.90 YTD vsgoal of 99.8
DC Damage is$230,424 vs the yeargoal of $264,894
On-time RRCis91.1% YTD vs.goal of 95.5
InboundLOSis 99.76% vs goal of 90%
Shipaccuracy, fill rate,DCdamage,and LOS metricswere all metYTD.
DC damageshave still beenadisappointmentthisyear.Althoughouroverallunit'sdamageshave been
lowered,we have notseenanysignificantimprovementinNCoverthe entire yearoveryear
comparison.Thiswill remainalarge focusas we headinto2012. The one brightspot hasbeenour last2
monthswhenwe lookat a year-over-yearcomparison. The reprofilingof the game tables andcreatinga
betterpickprocesshas alreadyhelpedusreduce the November&Decemberdamagesfrom$63,385 in
2010 to $47,491 in2011. Thisis a reductionof 25.1%
In addition,ourunithasexperiencedsignificantissueswithloadaccuracyand quality. Althoughour
"LoadedwithPride"scoreshave improved,we are still consistentlyrankednearthe bottomwhen
comparedagainstthe otherunits.My teamwill partnertogethertoeliminateourloadaccuracy
problemsaswell aspushour loadqualityhigher.
As a unit,we are greeninall areasexceptforthe On-Time%.Asthe 2ndShiftOpsmanager,I owna
portionof these resultsasitpertainstomeetingourreadytimes.Ournewestmatrix hashelpedto
eliminatemostissuesgoingforward.Iamdeterminedtobetterthe relationshipandcommunicationof
ShippingandTransportationtocome up withsolutionstoourchallenges.
As a Manager inthe building,Ihelpoutwhere everIcan.This includessendingmyteamandmyself to
supportCase Pack and EMP Receiving.The implementationof the RFpickingsystemhashelpedto
increase ourpickaccuracy overthe last6 months,andas a resultwe were able toturnour numbers
around.By coachingmy associatestoeliminateletdownandpickingerrors,were are able toachieve our
Pickaccuracy andour fill rate numbersforthe year.

I agree withratingand comments.Jeff understandsthe importance of quality/service.Mostof the goals
were met/exceeded,exceptforDCOn-time performance.Ourshortfall inmeetingexpectationsfor
mdse conditioninthe N.C.pickbinsandloadqualitybasedonsurveys,aswell asmanagement
observations/walkswere adisappointment.Ibelieve the foundationhasbeenlaidwhichwill deliver
resultsabove the average forthe network.
Goal Name : Safety
Measure/Target: DC Specific
Ratingby RYAN GORECKI: Contributor(3)
LTAs is2 YTD vsgoal of 4 or less.
OSHAsis 15 YTD vs goal of 27 or less.
LWDs is 83 YTD forgoal of 192
WorkersCompBudget=$197,341 YTD vs goal $336,236
As a unit,we have metor exceededall the safetygoals.
My SafetyTeammembersandIspeakaboutsafetyat everystart-upmeetingandalsowhilecoaching
associates,butIneedto become more involvedwiththe entire process.Mygoal over2012 isto take a
more active role byattendingat leastone safetyteammeeting.
NC/Shippinghasalsohadthe highestamountof accidentsof everydepartment.Ibelievethatinrecent
monthswe have made some improvementonthisareaon 2nd shift,andsplittingthe NCvolume over2
shiftswill helplimitthe trafficinthe aisles.
I agree withratingand comments.The N.C./Shippingdepartmentisone of ourmost'at risk'areas and
mustbe highlyfocusedonsafetyandhow associatesperformtheirwork.Thisareahada large increase
inMHE accidentsandincurred1 LTA. We are certainlylookingforagreat 2012.

Goal Name : Associate Turnover
Measure/Target: DC Specific
Ratingby RYAN GORECKI: High Contributor(4)
The average hoursworked= 37.9
Associate Turnoveris12% YTD vs goal of 17% or less.
The SalariedTurnoveris17%
Pro-Associate Initiativesare at100% YTD.
People are happyintheirjobswhentheyenjoythe workenvironmentandthe people theyworkwith.I
try to make the job funforthe associatesbygettingtoknow themona personal level.People alsoenjoy
workingfora boss whocares.I conveythisbyalwaysbeingavailable andbyspendingtime withmy
associatesouton the floor.Turnoverisalsoreducedwhenassociatesfeelthattheyhave the supportof
the company,and I make sure that theyhave the toolstheyneedinorderto succeed.Ienjoybuilding
strongteamsthat enjoyworkingtogetherandthiswill alsohelpskeepturnovertoaminimum.Iam
eagerto learnnewcoachingtechniquesandothertraininginitiativestohelpmyassociates.
In 2012, my goal is to helpimprove ourAssociate SensingSessionsbyconductingAssociate roundtables
and alsocross-trainingthe associatesandmanagementstaff.Thiswill leadtoabetterunderstanding
and appreciationof others,aswell asgive the associatesmore diversityandalsoopenthe opportunity
to work more hours inotherdepartments.Mygoal is to mentorthe DepartmentManagersand
Supervisorstobecome more Associate friendly.Thistranslatesonhelpingthemimprove withstartup
meetingsandanytype of one-on-oneconversationstheywillencounter.
I agree withcomments.However,performance inthisareaisrateda '4'. The secondshiftteamisone of
the most diverse groupsinthe bldgwithalarge numberof short service,seasonal,andtempstowork
with.The managementteameffectivelyworkstokeepmorale onapositive note.

Goal Name : ManpowerAnalytics
Measure/Target:Subjective
As a newlypromotedOperationsManager,Ihave become more involvedwithhelpingdetermineour
dailyworkload,staffing,andmanagingtothe dailyplan.Improvingourprofiling,pickpathsandShipping
processes,aswell aseliminatingunproductive hours,hashelpedkeepourhourslow andour UPH /
WCPH high.
My goal in2012 is to trainmy Managementstaff tounderstandthe planningandworkonwaysto
achieve andultimatelyexceedourUPHand WCPH goals.I will be activelylookingforwaystobetterour
pickdensityandpickpathsto increase the NCUPH and will also explore waystoeliminateanFTE in
Shipping.Ifeel thatalongwithcross-trainingthe associates,thatthese avenueswill provide usthe
greatestchance of improvingournumbers.
I agree withratingand comments.Jeff isaquicklearnerthatfullyembracesandappreciatesthe tools
requiredtosuccessfullyplan/execute the day.
Goal Name : NetworkInitiatives
Measure/Target:Subjective
CommentsbyJEFF VERHOFF:
LPP roll out= N/A
LPP compliance:RRCsison-track
CI roll outand No Debatesare on track.
Work Methodstrainingandexecution=ReceivingandOrderFillinghave beencompleted.NChasbeen
re-scheduledfornextyear
Since takingoveras the OperationsManager,Ihave attendedandcontributedtothe Shipping
Horizontal callsandhave become more involvedwiththe Pickpath/Profilingteam.
* EMP/FMI Online:Whilethe EMP/FMIprocessisnow fullyimplementedandbeingexecutedproperly,
our unitdidincursome issues withendof batchreconciliationwithregardtosome cartonsthat

originate fromthe EMP Online process.Afterpartneringwithnetworkpeersandimplementingthe
properreportsand queries,we were abletogetthe properprocessinplace and it isbeingexecuted.
* NCPickStrategy:I was able tobe involvedwithhelpingtoplanthe NCproject.While there were some
instancesof re-workrelatedtothe placementof inventoryinthe pickingarea,overall we includedthe
opinionsof manyguests,projectmanagers,andresources.We implementedsome of theirideasand
continue tooptimize the NCpickstrategy.
* MOPS andSOPS:Mops/Sopshave beenputoff for 2012.
* RF Non-Con:InJuly,Iwashighlyinvolvedinthe implementationof the NCRFpicking.Itraveledto
MemphisinJulyandworkedcloselywithmypeersthruthe networkandinMantenoto trainthe
managementandassociatesonthe setprocess.
* RF Hostling:Thishasbeenimplementedandisongoing.Whenwe were notsuccessful withourfirst
attempt,Matt Edwardsand myself tookituponourselvestocome inthe followingSaturdayandassist
withthe yard check.The followingMonday,we hadasuccessful roll-out.
* Utilizationof PlanningToolsWithAll Levelsof Management:Asateam, we are gettingbetterabout
howwe planour workload.Ilookforwardto spending2012 to trainthe rest of my managementstaff on
the planningandthenthe executiontothe highestlevelanddrive the efficiencyhigherinmyareas.
I agree withratingand comments.Jeff'ssupportof the shippinghorizontalwaslimiteddue tohismid-
yearpromotiontoOPs. However,asnotedabove manyothercontributionswere made duringthe year
to supportthe rating.Jeff isverystrategicinhisthinkingandwill contribute toour2012 network
initiativesinasignificantway.
Year-endSummary
Overall Rating3.6 - HighContributor
Overall SummaryComments(Mandatory)
Jeff hashad an outstandingyearconsideringthe frequencyof changesinhisareaandexpanded
responsibilitieswithhispromotiontoOPsmanager.Jeff hasahuge task as the secondshiftOPsto
ensure the RRC hitsthe goal for the day.His mature leadershipandunderstandingof whentoreachout
for a partnerare critical to our associates,customers,andcompany.Igreatlyappreciate hisfocusand
workto helpmake our DC a success.I am proudhe ison our team.

Jeff Verhoff 2011 Year End Review

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