1. Hey Johnny, how’s it going?

2. The reason for the meeting is your quality / productivity has gone down right now and it's really unlike you.
What's the story from your perspective? (So it sounds like (reiterate what they've said))
3. So what's your goal or desired outcome? (Ok. So you'll know this coaching session was good if you walk away
with X.)
4. Ok. So what's happening currently that's getting in the way of that.
5. If we had a scale of 1 to 10 in quality / productivity. 10 is what you described to me. Reiterate X. That's 10. And
1 is the lowest you've been with this. Where would you put yourself right now?
6. You said you're at a 6 at the moment. Where would you like to be on that scale in one weeks time?
7. What things could you being doing over the next week that's going to get you to that 9?
8. What else could you do in the next week that will help you get to that 9?
9. What's your level of confidence in implementing at least one of those right away?
10. Well that sounds like a good place to start. And if you want me to follow up and check in with you I'm happy to
do so. Or if you're happy to come talk to me and let me know how things are going I'm here to support you.

Let me tell you a time I reduced mistakes at ship

Situation: A recent situation in LBA3. I was Peer Trainer at Shipping. I noticed on our metrics that AAs were getting an
avg of 11 scan-errors per day. What made it a complex problem to solve was that it was the culmination of several
different causes.

Task: My goal was to parse them out. By tackling each issue separately I could isolate each root cause and solve it.

Action: I consulted with the AAs for what were the many causes for the mistakes. I boiled it down to three causes:

1. I discovered that after night-to-day-handover, AAs were scanning boxes into open carts assuming it was open on the
system. The problem was that we didn’t know which half were open and which half were closed. This caused AAs an
average of 3 errors per day. Solution: I used the CTI tool to create a Standard Operating Procedure directed to nightshift:
If the cart is open, make it open on the system. If the cart is closed, leave it closed on the system.

2. I drove the change of the QR codes on the floor. From small to larger, and repositioned from floor to side of the
conveyor. Making it larger made it easier to scan, causing less errors. Moving it off the floor made it deteriorate slower,
saving money for the firm.

3. The third one was really for new trainees. I coached AAs that if you scan a box to the wrong cart, you don’t place it
back on the conveyor and leave it. Because after 15 minutes it will come up as an error. I told them going forward, come
to me, I will show them the correct cart. Easiest things to avoid.

Result: Number one reduced errors from 3 → 0. Number two reduced errors from 7 → 6. And number three reduced errors from 1
→ 0. The aggregate of these improvements create a total avg error-reduction per AA per day of 11 → 6, or 45%.

Let me tell you a time when I saw a truck at ISS that was going to depart late and turned it around to leaving early.

Situation: A situation occurred recently at LBA4. I was OM in the yard. I docked a truck on Bay 211, I explained this to
ISS and handover the keys. They were now the owner of this project of getting it loaded. About an hour goes by, I’m doing
my OM job of docking and departing trucks and I notice that Bay 211 isn’t started yet. ISS did not make IM aware to open
the door so that LLOP can load it. 24 pallets to load usually takes 40 minutes. I’ve now got 30 minutes till it needs to
depart.

Task: Although outside my division of responsibility, my goal was to oversee that the truck get loaded fully and depart on
time.

Action: I speak to IM to open the bay door. I inform the LLOP to start loading it. I noticed that LLOP has to travel 1/3 of
the building to get the 24 pallets. I see that he’s gonna struggle to get this done on time. I walk over to another side of the
building and persuade to borrow 2 of their LLOPs for 30 minutes. They agree. I organise one LLOP who’s sole job is to
load, for safety. And while he’s loading, simultaneously the other two are bringing the rest of the 24 pallets to a designated
drop zone nearby. Half way through loading the TL says we’re loading it with the wrong pallets. I get LLOP to unload it
and reload it with the correct pallets. I ask the IM to close the door. I depart the truck. I then gather the ISS for a quick
meeting. I explain that ISS and IB have different calendars. IM can only see the calendar for IB. The only way for IM to
know to open a door for ISS is to communicate with them over the radio. I made sure this additional operational procedure
was put in place. So that going forward, if I was on holiday, or sick, other people knew what to do.

Result: I achieved a reduction of avg loading time from 40 minutes to 15. And prevented the late departure of 24 pallets.

6. Unfortunately I was not effective at reducing the time enough to get this project completed on time. However, the SOP
that I put in place achieved a reduction of avg loading time of 24 pallets from 40 minutes to 15. And prevented the late
departure of the next 5 trucks for ISS.

Let me tell you a time when I made wage slips paperless

Situation: I had decided to push myself out of my comfort zone by joining the sustainability board at LBA3. I didn’t know
how to help solve the climate problem because it was outside my circle of competence. So I decide to buy the top 5 books
on the subject and read them. Drawdown, Sustainable energy, How to avoid a climate disaster, Plastic free, and
Garbology. An AA on the board challenged me to think how LBA3 could do things differently.

Task: Armed with my new knowledge, my goal was to explore some low hanging fruit that had been overlooked in a
department and put my sustainability spin on it.

Action: I requested if we had a budget for solar panels. But this was turned down due to limited resources. So I had to get
creative. One of the unexpected areas I decide to change is wage slips in the HR department. I notice an external trend of
companies, like the Amazon agency, going ‘paperless’ with the wage slip. It would be a trade-off for cost with minimal
compromise on quality if any. So I devise an email for HR about this big-brain idea of mine. I ask them if they can facilitate
myself going ‘paperless’ as it would cut back on our deforestation, pollution, and trash. I thought, instead of the initial idea,
why not do this for everyone? They opted me out but didn’t get a reply about doing it for everybody. Followed up once a
week, 7 times. Was finding it an uphill battle. I decided to speak with people face to face as it’s easier to convince people
in person. And then after 3 months, on 17 Sep this became a reality.

You could speculate that this roll-out was planned months ahead and it was running in parallel with what I was doing.
However, I sent the emails, I followed up, I talked to people on the sustainability board, to HR, and senior management.

Results: Here’s how I worked out the results of this change. According to the RM website, it cost 66p to send a wage slip to each
AA under consumer prices. With business rates, Amazon’s economies of scale, and it being a centralised operation, a conservative
number would be 45p. The vast majority of AAs are Tier 1s so out of the 1.6M associates approx 1M are Tier 1s receiving a wage slip
every week. 45p x 1M x 52 weeks in a year. That’s £23/yr not including other Tiers (to be conservative). On top of that, I’ve
eliminated a non-value adding task. At the printing press, loading the paper, replacing the ink, maintenance. That’s say £10/hr
*10hr/wk *52wks ≈ £520/yr.

That’s as far as costs go. Emissions go down to virtually zero because it’s digital only. A ream of paper, that’s 500 sheets,
uses 5% of 1 tree. So to serve 1M AAs that’s 5,200 Pine trees (not deforested) annually.

Let me tell you a time when I transformed a demanding driver to a satisfied one

Situation: A situation occurred recently at LBA3. I was OM in the yard. A driver walked up to me demanding a microwave
to heat his sausages. I reply, “we unfortunately don’t have one but I can write-up a request.” I was met with the
unreasonable request of, “But you’re the everything store, just take one from inside.”

Task: My goal was to balance the driver’s needs with what the business could do.

Action: I walked to our canteen and asked if they’d be willing. It took me 5 minutes to walk back and I say to the driver,
the canteen is happy to reheat it on this special occasion, here, let me bring it back reheated for you. Also, whilst I was
gone, I’ve filled in a form to have a microwave designated for drivers so that your problem is solved for next time. So I
come back six minutes later with steaming sausages. I hand the tupperware of sausages back to the driver. I look at my
watch, it’s an hour and half till departure. I suggested that he could sleep in between and I’ll knock on his door when it’s
time to depart. When I come back an hour and a half later to knock on his door, he wakes up looking refreshed. He
apologises that he was grumpy earlier. Turned out the solution that the driver really needed was a good nap.
Result: I converted that driver from disgruntled to happy. I prevented an uncooperative driver from not fulfilling over 250
orders. I got the microwave implemented in one week. The impact it's had on total drivers’ happiness has overall
improved.

Let me tell you a time I didn't bring enough pallets into the warehouse

Situation: A situation recently at LBA3. It’s morning. I’m shipping at dock. I don’t have the data of how many pallets I
should bring in so I make the decision of pump-truck our regular amount, of 10, into the warehouse. By mid-day, I notice
that I hadn’t brought in enough pallets.

Task: My goal was to have enough pallets inside to lay orders onto.

Action: I admit my mistake immediately to all stakeholders, so that we can work together on solving it. I then got the
shippers, clerk, and TL’s perspective on the solution. The solution was for the TL to re-open the bay door. I brought in 20
more pallets so that we had more than enough. Going forward, I decided that the SOP (Standard Operating Procedure)
be that the clerk who has the data of orders flowing in knows that the rule of thumb say for every 250 orders that needs 1
pallet. So if we have 4000 orders thats a minimum of 16 pallets. They then tell that to the one collecting the pallets;
whether that be me or someone else, when I’m not there.

Result: After I made that as part of the SOP, the TL has only needed to open the bay door once instead of twice. Saving
them about 5 minutes. Allowing them to get an extra 30 scans on their rate.

Let me tell you a time that my TL and I disagreed about the QTY pallets needed in the warehouse but I still
supported.

Situation: A recent situation at LBA3 at Ship Dock. It was Christmas peak. I was partaking in a regular start-of-shift
meeting with all shippers. TL was leading the meeting. Using my rule of thumb for 4000 parcels I estimated we would
need at least 16 pallets. I only saw 10 pallets inside so I needed to bring in more from outside.

Task: My goal was to bring this to light. I asked if someone could open the bay door for me, as I wasn’t trained. This is so
that I could pump-truck more pallets into the warehouse.

Action: I said to the TL and the shippers that it was very important that we do this now whilst it’s quiet. Rather than when
it’s the middle of the day when it’s busy and forced to play catch-up-ball. Anyway, this was unpopular. I got the sense that
none of the people I asked, were interested in opening the bay door for me. They were more interested in cracking on with
scanning their boxes onto the preexisting pallets, that would soon run out, and increasing their "rate". I personally saw this
as optimisation of the part; rather than the whole. To increase his likability among AAs, my TL said he reckoned we had
enough pallets. I said I respectfully disagree but still supported.

So there's 4 hours left till end of shift and we run out of pallets. I managed to divert the team’s focus by persisting with the
need for pallets from outside. Push came to shove and someone eventually volunteered to open the bay door for me to
bring in more pallets. I bring in the pallets. Now everyone who was on task had to leave their task to build pallets for their
parcels to be loaded onto. So all of their rates start declining.

Result: Parcels are coming down the conveyor at an avg pace of 7 per minute. This resulted in approx 130 parcels
dwelling 20 minutes longer. It resulted in 33% drop in rates because 20 minutes was diverted to another task. And we
nearly missed CPTs.

Reflection: One of the things I learned from this is that sometimes the lessons have to be experienced rather than
hypothetical because then it becomes visceral enough to act on. Since then I’ve managed to convince ship to have a
minimum amount of pallets in the building based on 1 pallet for every 250 parcels.

I think I've got a really good sense of what you're looking for, but I'm curious. If you think forward six months from here, a
year from now, and you picture whoever you hire for this role. They're doing an awesome job. What do you picture them
doing that would tell you that they've knocked this out of the park? What would it feel like? What would have changed if
somebody really knocked this out of the park?

"Let’s say this goes great. You hire me and I come into work. It's my first 30 days on the job. My first 90 days of this job.
What do you think would be a trap that would be easy for me to fall into you know should be avoided?"