1. Joe Pellegrini
ASMT-D280Central Phoenix-STR03769

2.  Specific: Achieve higher sales per customer $20 to $30, 85% to 95% Scanouts,
accurate counts, consistent 100% smart counts, and Store Condition during a 3-6
month period may take longer. This will cover the backroom and the floor
 Measurable: KPI Outs/Order Review, smart counts, sales trend counts, policy
implementations
 Attainable: Goals set out are attainable
 Realistic: Fixing OSA in this store will take at least 3 to 6 months maybe more.
Should show steady improvement 1 to 2 months
 Timely- Goal is to get OSA fixed in 3-6 months

3. 03769'S PROBLEMS WITH
OSA
 SMART COUNT WASN'T GETTING COMPLETED
 SCANOUTS WERE INCONSISTENT
 BACKROOM ORGANIZATION NEEDED HELP
 STORE CONDITION NEEDED HELP
 TOO MANY OUTS ON THE FLOOR
 EXCESSIVE 1506 WE DIDN'T KNOW ABOUT (ITEMS EXPIRED SOON OR
ALREADY EXPIRED BOTH IN STORE AND BACKROOM)
 NON BASIC ITEMS IN THE WAREHOUSE NOT BEING SOLD OFF
 INVENTORY BEING MISPLACED

4.  Fix the counts on a step by step basis
 Do scan outs on a regular basis
 Pull and work red carts
 Check lows and outs/tons
 Organize backroom and rearrange to where food and beverage is easy to access
since 3769 is a food store
 Communication: Create signs such as (to be worked, reset, to be binned, etc)

5.  Proposal to management at 3769 to buy in
 Creating signs for backroom communication
 Smart Counts/Price Changes on regular basis
 checking lows and outs and tons
 stocking outs and zoning
 Communication to the team members/leadership in meetings and 1/1

6.  Initiated the "no public restroom" policy with exceptions (Store Manager approval)
 Trouble with the Buy-in of the plan
 Problems with instock beverages/juices, cooler, and freezer
 Staffing problemsscheduling issues
 Staff lackadaisical
 Leadership Conflict
 Store Manager Change
 Granted half of an overnight to try and fix backroom

7.  Plan Paused
 New Store Manager's goal aligns more with OSA
 Cosmetics and Food bays switch
 Original plan to move vendor and water implemented
 Better concept and routine of smart counts and scanouts
 Backroom still in the same state
 Communication issues still present
 More focus on 1506 in more areas
 Changes ongoing unclear future

12.  1 or 2 overnight shifts
 Clearance any non-basic from the backroom
 Check for outdates in the backroom
 Making sure there's a mylar (even items with prices)
 Cross train, Cross train, Cross train
 Have more accountability
 More coaching
 check up on the progress
 + everything from the original plan
 Live at 3 zoning

13.  More accurate on hands
 Less Shrink
 More Organization
 Increased Team Member Engagement
 Higher Profits and Sales
 Better Communication
 Increased Teamwork

14.  Buy in very important
 Management support
 Describing plan in detail to whole team
 Change doesn't happen overnight
 Continuous coaching
 Giving feedback and recognition