I went through the downsizing phase of Sears maintenance before the QMT program .
Those of us that "made the cut"as QMTs were kept busy with non-maintenance tasks like moving departments around. A secondary layer of semi-skilled maintenance was formed , but the majority of those folks that were any good moved on to higher paying maintenance jobs that really involved building maintenance. Not playing musical chairs with end caps and registers.
There were several layers of management at that time , clinging to those moves as the foundation of their careers. When you added up all the salaries and overhead involved in a move, plan-o-gram or not, no one took into account the salaries of those calling for the moves.
Or the cost of the labor.(which when pulled from their real job of maintaining the building, was considered "free")
Or the cost of materials. Or the labrynth maze of internal purchasing, which materials often cost more than a regular retail outlet.
Or the effect of a move on the store's electric or HVAC load.
Or violations of building codes not taken into consideration.(or ignored)
Building maintenance was secondary .
Only real impact to the organization was downsizing the help on the sales floor and sales support.
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IN reality, the competition beat Sears in price and volume in stores that were cookie cuttered in layout.
And that was proven before the Internet became popular.
When the Internet came......the Internet just took it to the next level.
You are all reaping the benefits of that lack of any forward vision, 25 years later.