BOH Position Packet

Even though we have safety policies that everybody needs to follow, we understand that accidents have a chance of happening. If an employee gets injured at Borrow or at a venue, these are the steps we need to follow:

1) The non-injured person needs to ask the injured person and/or assess the degree of injury.

a. If it’s an emergency situation (broken bone, head injury, unconsciousness, etc.) immediately call 911.

b. If it’s a non-emergency situation, go to step #2

2) Be sure to secure any equipment / inventory causing the injury and any other equipment that can lead to a secondary injury. Limit any non-Borrow individuals to the area.

3) Call your supervisor (Team Development Manager, Logistics & Product manager, CEO) and explain the situation. Will discuss and plan out the next steps.

4) Once injured person is safe and the situation calms down, complete the Accident / Injury Form.

- It’s important that this form gets filled out while everything is still fresh. These details will help assess the injury, how it happened and steps we can take to prevent something like this from happening again.

5) Management will establish a return-to-work program with the injured individual. If the employee is cleared to work but is still in the recovery process, management and the employee will review / modify their job responsibilities for the short-term until he/she is fully recovered.

6) All employees + management will meet to discuss what happened and how we could prevent an accident like this from happening again.

7) Manager will then electronically file the report under Employee HR File as well as in the “Accident / Injury Report” project along with a coordinating note speaking tp the Manager’s Action.

a. Note title “Date, Name, Short Description”

Attendance and Punctuality

Absenteeism and tardiness place an unfair burden on the clients, your coworkers, and the organization. To maintain our high standards of guest service and mutual employee support, we expect you to be reliable and punctual in reporting for work as scheduled. Your attendance record is one measure used in evaluating your overall performance.

Management reserves the right to review all cases on their merit and to make exceptions to these guidelines as warranted by the individual situation. Questionable absences will be investigated. Any employee found to have abused the assistance of a

manager in this regard or falsified a claim of illness or injury, and/or falsified proof to justify sick leave will be subject to disciplinary action up to and including termination.

The following guidelines will be used in determining disciplinary action for poor attendance.

TARDIES

• Tardy between 6 and 30 minutes after the start of the scheduled shift will earn (1 point.)

• Tardy between 31 and 60 minutes after the start of the scheduled shift will earn (2 points.)

• Tardy between 61 and 120 minutes after the start of the scheduled shift will earn (3 points.)

• If more than 5 tardies occur within the 5 minute marker points will be assigned per management discretion.

Any employee that does not call the manager on duty or show within 121 minutes after the start of their scheduled shift will be considered a “No Call, No Show” and will result in termination regardless of the amount of points accumulated.

CALL OFFS/ABSENCES

• Employees are required to call Borrow and speak with the Operations Manager (or Operations + Production Director if manager not present) when reporting off work.

• Borrow Curated Furniture + Design will not honor text or WhenIWork messages when reporting off work.

• In the event the employee calling off has the shift covered by another employee with approval by management no points will be assigned.

• Attendance points will be assigned to the employee calling off if the shift gets covered by management.

CALL OFF POINTS

• When an employee calls off more than 12 hours before the start of their scheduled shift and shift is not covered. (4 points)

• When an employee calls off less than 2 hours before the start of a scheduled shift and up to 120 minutes after the start of the scheduled shift. (5 points)

• When the employee calls off for a shift on a day deemed as a delivery, pickup or a room rental setup, regardless of when management is contacted. (5 points)

If an employee calls off for two or more consecutive shifts, without having the shifts covered, he or she may be required to furnish physician's verification and a medical release stating the reason for the absence before returning to work. Employees are

expected to schedule any non-emergency doctor’s appointments around their work schedules (on days off, before the shift, or at after the end of the shift).

DISCIPLINARY RESULT OF ACCUMULATED POINTS

Progressive discipline will be issued for absences or tardiness occurring within a rolling 3-month period that “looks back” over the three months preceding the last occurrence to determine how many points have been earned. Steps in the disciplinary process may be skipped due to the amount of points earned:

• A verbal warning will be given to the employee upon earning 3 points.

• A written warning will be given to the employee upon earning 5 points.

• A final warning will be given to the employee upon earning 7 points. Any additional points following this will lead to termination.

• Employees will be terminated with cause upon earning 8 or more points in a rolling 90 day period.

• Employees earning 15 points in a rolling one-year period are subject to disciplinary action up to and including termination.

EXCUSED ABSENCES / LATES

Absences due to any of the following may be considered excused if calling off more than 2 hours prior to the start of the shift. Manager approved absences may be exempt from administration of this policy. Employees will not be paid for sick days.

• Non-FMLA covered sickness or injury of employee or employees’ child under the age of 18 with doctor verification and restriction from work.

• Military Leave

• Jury Duty

• Funeral Leave for immediate family only

• Scheduled Admission to Hospital (not applicable to emergencies)

• Subpoena to Attend Judicial Hearing

• FMLA and other approved leave for the employee’s own medical condition.

• Any other leave approved by federal, state, and/or local law.

Please remember that the above progressive discipline is simply a guideline and that depending upon the facts and circumstances involved in any absence or tardy, Borrow LLC, may, in its discretion, immediately institute termination. Nothing set forth above changes the employment at will relationship existing between Borrow LLC and all of its employees that are described in the Introduction to this Manual.

Shift Start Meeting/Morning Routine

“why”: lift each other up; focused on team success. These meetings are crucial to team success. Whether it’s planning out the day and getting everyone on the same page or just communicating / briefing on how we can get better, these meetings start the day and dictate how we will tackle the day.

• Everyone settled and ready to go at start time. Please arrive early to get coffee and/ or any other pre-shift necessities. (We’re not asking employees to do any work while off the clock; just to be here and ready to start at the scheduled start time)

• Please check your job role before meeting and that you are in proper uniform

• Every shift begins with a meeting to review the day forward and will be held in the Operations Office.

• The individual leading the meeting with by labeled with an (SS) on the schedule board.

• If an individual shows up late or not in uniform contact Team Development Manager ASAP via text.

• If TDM present complete Incident Report

Most Common Mistakes

1) Meeting is rushed. We know things can get crazy when we have multiple deliveries on a given day but we must remember to always “Slow Down.” When things get rushed, mistakes happen, people get put into unsafe situations and our product can get damaged or even worse, people will get hurt.

2) Job responsibility isn’t reviewed and the crew doesn’t have a specified leader that day. This can lead to the client being confused who to go to with questions and also, the phone could be left behind because there was nobody to take responsibility for it.

Creative Submission Process

To be recorded within Insightly / Slack

A. Idea submitted to Styling + Marketing Director via slack that include:

1. Made Pieces to each have their own Idea Page

- Inspire Pic or Sketch

- Intended Function

- Notes on the different elements of the piece if more complex or link if applicable.

- Ideas regarding which materials / fabrics that could be used.

2. Found / Vintage Pieces

- Link / Contact Info

3. Contracted Pieces from Clients

B. Styling Director directs idea into one of three avenues:

- Maybe: Filed into Burn Board. Great idea that fits but is a timing issue only.

- No: You will get response back as to why.

- Brand Aesthetic / Audience / Trend / Function

- Yes: Gets sent to Creative Director for sign off, put to Burn Board or a No. If yes then sent to Product Development Lead with the Idea Page that includes the following.

- Sketch / Inspire Pic

- Size requirements if applicable

- Material Requests

- Timeline (Contracted pieces + these pieces will jump in house product creation.)

C. LP Manager Creates Work Order - Sent to via slack and set a follow up task in insightly to make sure you’ve received within 48 hours.

- Makes any tweaks / suggestions based on Opps efficiencies

- Completes Work Order and sends along with Idea Page back to CD for final approval.

- Enters into WORK ORDER PROCEDURE once approved

D. Once project completed back upstairs in “New Inventory” area for photography. Assign new inventory SMP to O

Borrow Builds / Upholstery “Shop Rental” / Van Rental

A. All employees after 90 days will be eligible for the employee “Builds / Upholsters” rental program which allows employees to rent out different areas of our workshops to complete personal projects.

B. To reserve the Borrow Builds / Upholstery Workshop, Spray Area or Upholstery room the employee contacts FOH to create a Confirmed Space Rental Invoice.

A. $1 Paid Fee

B. Contract to be signed prior to rental.

C. Pre+ Checklist to be completed prior to rental by management.

D. Post Rental Checklist to be competed immediately after space rental by lessee.

E. Items may be stored at Borrow if multiple days are reserved, however may be subject to $5 storage fee to be decided by Management.

C. Eligible Rental Days

A. Monday - Friday after 5pm.

B. Saturday - Sunday after 7am.

C. Rental can not occur during regular shop hours or concurrently with any scheduled shifts.

D. Only the lessee may be present during rental.

E. Please see contract for additional rules and agreements.

Efficiencies Found

“why” To constantly looking how to better systems and make our work hard and SMART.

A. When an efficiency is found in on of the BOH procedures send slack.

A. “Eff Found Corral 3 Order 4445” consolidated 2 carts.

B. Will be tracked by TD Manager and will affect review + compensations.

C. LP Manager will use information to better the truck key creation process.

Elevator Protocol

The Borrow Property currently consists of 2 spaces within the Twist Drill Cleveland building complex. Our main warehouse is located on the first floor accessible via entrances on Lakeside Ave E only. Our Showroom space is located on the 4th floor of the same building. There is 1 “primary” elevator all employees should use to move inventory between these 2 spaces, it is located directly at the back of the main dock area on Lakeside Ave E. This elevator should always be the default elevator used unless it is designated “out of service” for any reason, in which case we would then use 1 of the 2 contingency elevator options available to us. All elevators within the Twist Drill Cleveland complex are shared elevators with our many neighbors. They are all manually operated elevators which require the operator to physically open and close the outside door and inside gate. To be good neighbors we always practice closing both of these elevator doors immediately upon unloading them unless we are returning to the elevator within 1-2 minutes. The locations of the contingency elevators will be shared during on-boarding when you are toured through the space by your assigned Trainer.

Borrow 4 Square

Think Ahead - Sometimes a solution may seem obvious but turns out not to be the best solution upon attempted implementation, talk out a plan with multiple heads, brainstorm what could go right or wrong and make sure everyone is on the same page with the plan.

Go Slow - rushing through tasks even on very busy days leads to accidents, mistakes, personal and property damage!

Inspect - Borrow staff holds itself and its product to the utmost highest standards. Inventory should always looks ‘new’ fresh out of the manufacturer and if it doesn’t then it is not up to standard, these items should be reported and assessed for best methods to bring them into Borrow Best. This policy applies to presentation of staff as well. All staff should be in apporpriate dress code for their assignment on a given day, assignments cans be found on your schedule posted 2 weeks in advance

Safest Way - Borrow employees should always strive for every action to be the safest choice available for the task being performed, whether its using proper lifting techniques, moving safely through a congested space, following ALL local traffic laws etc. When we are using the safest practices available then our people and products and the people around us have the best chance for ultimate success!

BOH Timing Requirements

Borrow BOH employees follow a shared calendar for all tasks assigned on every day. This includes the Install/Strike schedule, pulling orders, corral completion, load, restock, cleaning, repairs etc. Each morning you will be assigned a group of tasks to completed throughout the day and the timeline for those tasks reviewed with you. Time blocks for any given task are planned out methodically and 99.9% of those tasks should be completed within that time block. If an emergency occurs that impedes the completion of a given task within its scheduled time block that should be communicated to the assigned supervisor for that shift, an explanation of why, and how much more time will be needed to ensure that the extra time gets scheduled on the calendar where is most convenient to the entire BOH Calendar.

Good Shuffle Intro

Good Shuffle Pro is the software used to track all orders and inventory. You will be trained on and be required to have an intimate working knowledge of this software to be able to properly complete installations and strikes as well as in-house inventory tracking regarding cleaning/repair needs and availability. Detailed training for this software is located within the processes for each subcategory of “Damage Process”, Install, Strike, Corral Completion etc.

Inspection Process

Proper inspection of inventory is Crucially important to upholding the Borrow standard of excellence for our inventory, vehicles and people. The inspection process starts at home with making sure you are in compliance with dress code for your upcoming shift and continues through everything you do in your work day at Borrow.

All Borrow inventory is to be kept in “New” or “Like new” condition, even for true antique pieces. “New” or “Like new” condition is defined as being retail showroom ready, or direct from manufacturer at all times.

Employees should have a keen eye at all times looking for imperfections in inventory and reporting them properly through the “Damage Process” so the proper amount of time for cleaning/repair can be scheduled in a timely manner.

Inspection should be carried out specifically during the “pull process”, “installation process” and “strike process” with anything that it not considered “New” or “Like new” being reported immediately through the “Damage Process” outlined later in this packet.

Subrentals

Occasionally we require the use of sub-rented items to fulfill orders. These items can range from a variety of dish, tables, linens etc. Subrented items are clearly marked within the “Fulfillment” section of each order in Good Shuffle. All details will be included in this section including: Vendor, Product, Quantity, and notes on when the items will be delivered to Borrow, or if Borrow will be required to pick those items up, as well as the return process for those items. All Sub-rentals will be marked clearly on the calendar for the day/method they are being received by Borrow and the day/method in which they are returning to the vendor of origin.

FOH/BOH Checklists

Daily, Weekly and Monthly Checklists are scheduled to be completed by BOH Staff that include a variety of general housekeeping items. Both the BOH Warehouse and the FOH Showroom should be kept in very clean, “Customerready” store standards at the end of every shift. All Borrow property should be left cleaner/more organized than it was found each morning. All Checklists can be found in the Google Drive attached to all Borrow Electronic devices and completed within the scheduled time given for them on any given day. The checklists are completed as a Google Form with space to include notes for timing, efficiencies found, completion details etc. There are also “Pre-Event Checklists” and Building Checklists” that will be scheduled to be completed prior to any “Borrow As A Venue” reservation and should be completed the same way as the daily/weekly/monthly checklists.

Invoice/Package Retrieval

Borrow receives packages of some sort nearly 5 days a week and should arrive under the “Borrow” name. All packages delivered to our address at 4700 Lakeside Ave E should be brought into our warehouse and opened by BOH Staff. BOH Staff should then post a photo of the item received in the “Supplies Delivered” Slack channel with a note on where they are being placed. All packages received should be placed immediately in their labelled home. If a package arrives that does not have a labelled home that package should be immediately hand delivered to its specific addressee (if there is one) or placed in “Inbound for Cleaning” with a question attached to the “Supplies Delivered” posting asking where the item should be taken. As soon as this is determined BOH Staff should place the item as directed.

Reviews / Growth Conversations

Each BOH Staff member will be given a 90-day review from the initial start date to assess where the employee is on Training and develop a plan forward for continued training, re-training if necessary, and a growth plan put in place. These conversations will then be re-addressed on a quarterly basis unless a deeper, more intensive development plan is required to bring the employee current with Training Schedule.

Proper Client Interactions + Relationships

The relationships that Borrow has with its clients is largely what drives our success in everything we do. Borrow has curated deep relationships with many industry-adjacent vendors and clients over the years and keeping those relationships in good standing only serves to promote us positively on a year round basis. Borrow Staff is always willing to go above and beyond to meet the needs of our clients, with no ask being too big or too small. We are always meeting the requests of our clients and co-vendors to the best of our ability. Sometimes these requests can feel like they are too large, or too much for us to be able to handle, and if you are in a situation where you are unsure of a client request you should always make the phone call to management to discuss and create a plan forward that ensures the utmost happiness of our clients.

WAREHOUSE

Warehouse/Showroom Process

“why”: lift each other up; focused on team success. Following this process is crucial because we want FOH / BOH to feed off each other. If we make the showroom spotless for appointments, this will impress clients and make our FOH staff look good + bring more business!

• Warehouse / Showroom to be kept cleaned and organized.

• Plan time within shift to clean up after all days activities.

• Organize as you go.

• Clean as you go.

• Projects never to be left out over night.

• Leave every space the way you found it OR (even better) leave the space even more organized or more clean.

• Checklists: to be completed daily, weekly and / or monthly and to be scheduled on the calendar on appropriate day/time.

• Checklists are located in the Google Drive that is logged into each Borrow electronic device within the “Checklist Forms” folder.

• All Checklists are filled out as Google Forms and submitted electronically upon completion.

Most Common Mistakes

1) Job responsibility isn’t reviewed and the crew doesn’t have a specified leader that day. This can lead to someone not being in charge of the phone. If someone needed to call the phone, we would be unresponsive. Also, certain tasks assigned for the day might not be accounted for with the lack of clarity on who is the Warehouse Lead

Damage Process

A. Damages for Orders

A. If damage is found at pickup, take a picture at immediate time and upload to the Project files in Good Shuffle immediately on site

B. BOH send Slack in “damaged items channel” with a note saying “Setting aside ____item in Good Shuffle damaged on site with Project Name”

A. Add estimate of time for repair

C. Set aside item through the Project, go through fulfilment–>Check in + set-aside and leave a comment in Good Shuffle with details

D. Physically put the item in +/-20 minute fix or Long term Project

B. Damage Found In-House

A. BOH send Slack in “damaged items channel” with a note saying “Setting aside ____item in Good Shuffle”

A. Add estimate of time for repair

B. Set aside item through Inventory–>Search for the item, open it, scroll down to SET ASIDE and click CREATE. Leave a comment in Good Shuffle with details

Equipment + Furniture Handling

A. Equipment

A. 4-Post Table Dolly

A. Holds up to 5 farm tables

A. Holds 20 legs for matching tables

B. Has removable platform that rests on the 4 posts to utilize upward volume of truck cargo space

B. Furniture Dolly

A. 2 platforms per dolly

A. Lower platform for COUCHES ONLY

A. Can place smaller items in and around couches on bottom platform

B. Upper platform is for chairs and smaller items on order only.

A. NO COUCHES ON UPPER PLATFORM EVER

C. Pallet Jack

A. Used for moving palletized inventory around warehouse and onsite for orders

A. Only take 1 pallet jack per order for any order requiring use of a pallet jack unless otherwise noted in Fulfillment note, or directed by TDM or Lead.

D. 2-Wheel Dolly

A. Primarily used for moving stacks of Bentwood Chairs

B. Can be used for certain upholstered items whose base fits on platform

E. 4 Wheel Dollie + Straps

A. Used for various bars, Harmony walls, other large pieces.

B. Dollies need to be strapped to item being used with for safe, stable travel

F. Bar dollies

A. Most bars have specific dollies used for their transport and are labelled properly.

G. Ladder Training

A. All employees must be trained and observed using safe practices for ladder use

H. Step Ladder Training

A. All employees must be trained and observed using safe practices

I. Ratchet Straps

A. What happens when you overload a strap?

B. Best Practices.

B. Furniture Handling

A. Heavy-Duty Inventory Handling

A. Bars

A. All Bars should be moved, lifted, carried by no less than 2 people

A. Bars that ship in multiple pieces and require on-site assembly should never be moved once assembled.

A. Place each individual piece as close as possible to final destination before assembling

B. Arbor

A. Arbor travels on its designated wood dolly

B. Should be assembled and raised by minimum of 2 people

A. Necessary tools:

A. 2 - ratchets w/ proper sockets

B. 2 - crescent wrenches or channel locks

C. 24 - Bolts, Washers, Barrel nuts required for assembly

A. Always maintain 12 extra of each item

C. NEVER move Arbor with less than 4 personnel lift or 2 personnel w/ 2 dollies/pallet jacks

C. Stage 14

A. Travels on specific designated stage dollies OR a red cart

A. All pieces of the stage should be moved by 2 people as close to final position as possible before beginning assembly

B. Stage CANNOT be moved once assembled so make sure to lay out and confirm location before starting assembly

C. Tools/hardware required:

A. 1 - Ratchet/Socket set

B. 12 - Dominoes for platform levelling

C. 12 - Nut/Bolt/Washer set

A. Each set includes 1 bolt, 1 nut, 2 washers

D. 24 - Stage top attachment screws

E. Drill

D. Sugi Ban

A. Tops travel on Sugi Ban Top Dolly (Same as folding banquet table dolly) OR a 4-post dolly/furntiure cart if able to fit for smaller orders

B. Bases travel inverted on each other on a pallet; shrink-wrapped

C. Tools required:

A. 2-4 Thumb bolts to attach top

A. Amount if bolts depends on style of top; will either 2 or 4

B. Drill and Screws (In case of emergency ONLY) if tops cannot be secured using standard bolts

E. Farm Tables

A. Travel ONLY on 4 post table dollies

A. 4 post dolly can hold up to 5 table tops and the 20 associated legs

B. 4 legs per table

A. Leg type is found attached to the item in the “Fulfillment” section of each order in Good Shuffle

A. Leg types include:

A. Standard Table leg (brings table to 30” tall when attached)

A. Standard Table Leg is different depending on style of table on order

B. High Table leg (brings table to bar height when attached)

C. Short Table leg

F. Swing

A. Swing can be attached to “Arbor” as an added accessory or taken on its own to be hung from an already standing structure on-site

B. When attached to swing it will be hung from the middle truss of the Arbor using the “Eye Bolts” running through the truss and threaded/ locking “O” rings for security

B. Small Accessories Handling

A. All small accessories should be packaged/wrapped securely and placed within a larger cart on any given order. Examples include:

A. Angeles Side tables should have glass top wrapped in blanket and base wrapped in a blanket

A. Can combine multiple pieces of glass and multiple bases in same blanket where possible and safe.

B. Frames should be placed in a frame box and packed securely with larger items on order

C. Easels should be wrapped in a blanket where possible and packed securely with larger items

C. Mirror Handling

A. Mirrors should always be handled/carried by 2 people

B. Mirrors should always travel on a cart, laying down on there longest edge

A. Wrapped in moving blankets and shrink-wrapped

C. If a mirror has calligraphy on it that mirror should have a cardboard face covering and protecting the calligraphy from any smudging that may occur during transit

C. Ladder Training

Straddle Stacker Training

ARA Worksheet

Pull Process

To help track the fulfillment part of a job before it goes out the door, we create a digital version of your pull sheet! To start using your Digital Pull Sheets, you’ll need to navigate to the project in question and click on the fulfillment tab.

A. From here, all you need to do is start clicking (tapping on mobile) the boxes that correspond to the stage each item is in.

A. Pulling times get tracked in goodshuffle so please work consistently in each corral / order without bouncing around so times get tracked consistently.

B. PULL items to Corral # Designated in Fulfillment Notes

A. Use Gloves at all times when handling clean product.

C. INSPECT all items that they are in “Like New” condition.

A. Follow Damage Process if clean and/or repair needs are found.

B. LIKE NEW condition is defined as: A piece that has no signs of wear or use.

A. Most Common mistakes: Dirt or Debris on fabric or rugs.

A. Knicks in wood that have not been hit with stain or scratch cover.

B. Small Tears and/ or chips in paint.

C. DISHWARE / FLATEWARE: Inspect silverware and glassware for spotting. Inspect plateware for cleanliness- must be “best new” condition.

A. Grab at least 5 silverware bags for inspection.

B. Pull out 5 glasses for inspection.

C. Pull out 5 plates for inspection.

D. ALL dish ware racks must be individually bagged.

E. When stacking racks if more than 2 racks- stack must be wrapped.

F. When packing more than 3 crates- items must be packed and wrapped on a wooden pallet WITH A LIP.

G. When all is complete please add note to yellow tape with count and initial.

D. PLACE to KEY if applicable.

A. If not applicable pack the corral with the orders going out first to the BACK of the corral. (Front of Corral is closest to door.)

E. CHECK OFF items as they are placed in the Corral.

A. Notice how the counts in the top bar, just below the fulfillment tab, keep track of how far along you are. A check indicates that entire phase is complete.

B. Bonus: You can add this summary to your project list via the customize columns button:

F. NOTATE If an item is unable to be pulled because out on a job please notate in notes. “OFD”

Corral Completion Process

A. CONSOLIDATE + SECURE: Properly pack + load all items safely on proper equipment and consolidate whenever possible as long as it does not jeopardize the safety of the item.

A. Check item notes for indicators on how to pack an item. If unsure- defer to a trainer or Manager.

B. DOUBLE CHECK: All dollies + equipment are listed on pull sheet.

A. If missing - add equipment to order under Fulfillment (refer to step “C” for how)

B. If changed - please update order under Fulfillment (refer to step “C” for how)

C. Add “Cleaning Kit” and/or “Tool Kit” to order once process is complete physically AND in Good Shuffle.

C. If items do not fit in the corral per the Truck Key, notify LP Manager via Slack

immediately.

Load Process

A. DOUBLE CHECK

A. Counts on all items.

B. Everything is properly protected and secured.

B. Back Borrow vehicle to dock: MUST BE TRUCK CERTIFIED TO DO THIS STEP.

A. Open garage door and switch off the fuse that goes to the door (the sensors sometimes do not work and have shut while moving the Borrow vehicles

B. Inspect / compare all items to delivery tickets to ensure everything is accounted for

C. Properly pack vehicles so all inventory is as safe as possible

A. Good Shuffle Checklist once all items appropriately strapped in truck

B. Approved strapped techniques to be checked and approved by Lead or Mgr. (ref “Equipment Handling”)

D. Complete Electronic Pull sheet in Good Shuffle.

E. Shut doors, park vehicle + lock

Most Common Mistakes

A. Not using proper padding to protect our inventory. If something is wooden and has a strap against it, it must have a blanket to protect it. Although the strap itself is not metal, it can dig into the wood.

B. Forgetting to hit the fuse on the garage doors. The truck will be sticking out of the garage but the sensor sometimes will not detect it and it will close onto bumper of truck.

C. Not doing the double count on everything

Clean/Repair Process for Furniture + Decor

“why”: selflessness and humility, lift each other up; focused on team success. If we ever notice damage, we must follow our process. We always want to set the next man up for success. If we don’t report damage, the next time that item goes, it will add more work for the guy corralling, loading, and delivering. If we identify damage, we can take care of it with plenty of time to spare. Also, whether you are following protocols or not, mistakes can happen. As long as we own them, communicate it and get better from them is all we can ask for.

1. Any items requiring more than a 20 minute quick fix to be brought to and stored in Clean / Repair Area

2. Dish items are to be brought back to Dish

A. Track all time spent on cleaning / repair on designated clip board in clean / repair / dish.

• Nicks in wood.

• Uneven Staining / Noticeable Glue

• Stains or spots on upholstered pieces that cannot be removed with vacuum.

• Rips in upholstery.

• Broken Legs or wobbly frames.

• Missing bolts or pieces missing from inventory.

IF ANY OF THE ABOVE IS NOTICED ON AN ITEM:

1) Take Pic

2) Attach to RW Checklist (unless item is not currently on an order)

3) SLACK it under “current inventory” channel

• Title: Inventory Item Name (as listed in RW. If this is a new piece of inventory, assign a name to it; example, if we got a new blue couch. name it “Blue Couch”)

• Add how / why the damage occurred.

4) Operations + Production Director will create task in Insightly and assign to any FOH personnel with subject “ DAMAGED ITEM: _____________ (item name) with description and how it happened.

• Will add and schedule Repair In Microsoft To Do / Apple Calendar

B. Operations + Production Director will check tracked cleaning times and share with FOH via insightly task.

3. IN THE EVENT AN ITEM REQUIRES MORE THAN 2 DAYS OR ADDITIONAL MATERIALS TO CLEAN / REPAIR.

A. Work order completed by Operations + Production Director and put in schedule “Top Priority” as well as shared with FOH in Slack.

B. FOH to inform any upcoming clients this could affect and come up with solution based on estimated time to completion (on work order.)

C. Once fix complete, times recorded and quality checked BOH Mgr to attach work order in Insightly under project “Date, Last name of Client Damaged.” Send task to FOH that damage complete and final steps can be taken.

D. FOH records $$ spent into R.W. and reassesses for rate increase.

E. $$ Spent includes Labor

F.

A. Is tracked in R.W. under Quantity Change

A. Enter in $$ amount and date but no quantity change.

Most Common Mistakes

1) Seeing inventory damage and not reporting it right away. Perhaps you were in the middle of something and told yourself you would remember later but you forgot. Always, stop what you’re doing (aka “Slow Down”), report it using the steps above so this damage does not get forgotten!

2) Assuming the damage or cleanliness is acceptable. We always strive to get the best customer experience and that includes serving them a product that’s as perfect as we can make it. If you are ever unsure if something is acceptable or not, always ask! It may end up being okay but it could be something we can fix / improve before more damage is done to it.

Dish Cleaning Process

“why”: Borrow has ventured into tabletop because it allows us to add to our current rental orders with product that is low volume and yields a fantastic return based on its size. It is so important silverware and plate ware get delivered in “NEW” condition. It should appeared it was ordered from the store. Also because this is in relation to FOOD SAFETY all rules are regulated by FDA. For this reason close inspection is important to carry on the Borrow standard and make us a more profitable company!

WASH PROCESS: SCRAPE, SOAK, WIPE, INSPECT, WASH, DRY GLOVES REQUIRED DURING PROCESS

A. DISH WARE: ** Remember to pivot to damaged / missing process at any time during process. Food debris is considered damage. (If found on plates we charge the client.)

A. Turn On dishwasher and fill sink bays with hot soapy water.

B. Count as you go. Ref Restock Checklist for each order being cleaned

A. Record “Missing” dish in “Check In” immediately

B. An entire rack of 24 plates fit in each sink.

C. Scrape plates into green compost containers.

A. Use dish scraper

B. load sink with scraped plates

D. Send green rack through dishwasher empty on dish square.

E. Soak plates as long as possible but for at least 20min.

F. Load Dishes into clean rack front to back, but 1st follow these steps:

A. Wipe front and back with scrub sponge.

A. (MOST IMPORTANT) scrub stubborn food.

B. Look for for chips, breakage: Follow Damaged Process if item found.

A. Make sure to document in Slack AND Restock Checklist

C. Make sure 24 plates are loaded from the front

D. Make sure plates match the label on the rack.

A. If label falls off, make new one immediately before re-stocking

G. Send through Dishwasher

A. Shake to remove excess water.

H. Put on drying shelving.

A. If you can’t bag the rack right after dishes are dry wrap the entire shelving unit. ZIP UP ZIP UP ZIP UP

B. Label with yellow tape the job order associated with dishes if unable to complete checklist right away.

I. Bag dishware

A. twist tie “non-labeled” end of bag

B. Return to shelves with label facing out

C. Must wear gloves during wash process.

D. Use flatware scraper for flatware.

E. Towels can never be used in drying process. Instead all items must be put on a dry rack. If drying is left for overnight it must be and covered to prevent dust residue.

F. Complete all records on RW checklist.

G. Flatware only to be washed in white dishwasher (not commercial) under China setting.

J. Complete GoodShuffle Check In Checklist

K. Post- Wash:

A. Clean out sink.

B. Dispose of food waste in proper location.

C. Wipe down all surfaces.

D. Record in RW

B. FLAT WARE

A. Count as you go. Ref Restock Checklist for each order being cleaned.

B. Flatware cannot be soaked or sit in water at any time.

A. Use cloth rag to remove food debris.

A. Can use flat ware scraper only on silver pieces.

C. Load dishwasher (white, noncommercial)

A. Top Shelf put flatware in dark grey rack (square layer, spoons down)

B. Middle Shelf put flatware in blue containers standing up with hands down.

C. Put flatware on door basket

D. Turn On: China Setting

E. After cycle shake flatware and put in dark grey racks to completely dry.

A. INSPECT for food residue.

F. Bag flatware 10 pieces per bag.

A. Careful with 2 different size forks.

C. Process is Complete when

A. All items cleaned and back on shelf.

B. RW Restock Checklist Complete

C. All Damaged or Missing items have been reported in slack

DRIVER Install Process

“why”: selflessness and humility, lift each other up; focused on team success, can do, positive attitude. There’s a rhyme and reason for things we do here at Borrow. We

have these processes so we can deliver the best service / product possible. The only way we can achieve this is to work together and give a smile even when things get crazy and days get longer. Better attitude leads to better customer relationships and better work days with your team. One negative person can put a group of people in a negative state of mind. Always be positive!

A. Shift Start Meeting

A. Shift Start (SS) Leader lays out plan for the day including all drops, pickups, warehouse tasks and lunch

B. Review delivery notes

B. Truck + Pre-Trip

A. Check Levels of Gas / Oil / DOA

B. Truck Inspection

A. Engine

B. Lift Gate

C. Underbelly

C. Open cab door and check truck full + cleaning / tool kit present.

D. Double check onsite contact #’s are present on order.

A. If onsite contact missing notate in notes under first item in Delivery Checklist

E. Look Ahead to oncoming drop. Notes present? Floor plan uploaded? Fulfillment notes?

F. CALL AHEAD to client and record time under “note” of last inventory item on delivery checklist directly above Terms & Conditions Line Project messages–Team messages Ex) Called Ahead (it will time stamp, so not need to put time

G. IF AT ANY TIME RUNNING LATE OR OUTSIDE OF DELIVERY WINDOW PLEASE CONTACT ON-CALL MGR

H. While driving, the Delivery Lead will review with Team members who will do what onsite.

C. Onsite Complete

A. Lead to Record time arrived under “note” in checklist. Project messages–Team messages Ex) Called Ahead (it will time stamp, so not need to put time

B. Lead to look for onsite contact to let them know we’ve arrived.

C. Lead to review delivery plan and double check any changes with contact.

A. Install per floorpan after we verify the floor plan is correct with onsite contact

D. Unload / Set to Floor plan

A. SILVERWARE + FLATWARE + SMALLS are drop only unless notated in RW under line item.

B. Furniture/Table cart Load and Unload process onto truck

A. When loading onto a dock that is the same height as the truck

B. Make sure truck is tight against the dock

C. Make sure there is room on the dock to wheel the carts onto

D. Unstrap cart

E. Wheel off cart

F. This can be done by one employee on flat ground

G. If there is any kind of incline/decline two employees must do this

H. When loading onto the ground

I. Make sure parking brake is on and liftgate power is on

J. Unloading onto the ground will always require two employees

K. Both employees will unstrap cart to make sure that it does not start to roll in case we are on uneven ground

L. Both employees will walk cart onto lift gate

M. One employee will make sure cart stays still while the other operates the lift gate

N. Lower lift gate

O. Both employees then wheel cart to a safe and stable location on the ground

v) If you notice an item is damaged or stained:

1) Take Pic(s)

2) Attach to Drop Checklist

3) SLACK it under “current inventory” channel

4) Unless it can be fixed and/or cleaned on-site, immediately call Operations + Production Director (call Owner if no answer)

5) Add a task in Microsoft ToDo under “Repair/Clean”.

• Title: Inventory Item Name (as listed in RW. If this is a new piece of inventory, assign a name to it; example, if we got a new blue couch. name it “Blue Couch”)

• In notes, add “Went to Repair for _______”.

6) Operations + Production Director will create task in Insightly and assign to any FOH personnel with subject “ DAMAGED ITEM: _____________ (item name) with description and how it happened.

7) Operations + Production Director will schedule repair

F. Clean / Polish all inventory

G. Mark off in Good Shuffle Pull Sheet that ALL ITEMS HAVE BEEN INSTALLED

H. Take pictures of items placed and upload to FILES in Good Shuffle

I. Find onsite contact to get sign off on job and go over weather / sticker policy.

J. Record Signature + Phone Number

A. Open Good Shuffle in CHROME app on phone

B. Go to Files

A. Open the most recent contract

B. Click “Open With”

A. Markup

A. Client should be able to sign name on Signature Line indicating items were installed

A. Save and upload to “Files” in Good Shuffle

D. Post Installation while in truck

A. Record your departure time: Project messages–Team messages Ex) Called Ahead (it will time stamp, so not need to put time

A. Example: Departed from Instal

B. Record and debrief notes for the job that is useful for pickup team or venue notes.

A. Ie: Union workers slowed our install by 1 hour etc.

C. Look ahead to the next drop details. IF AT ANY TIME RUNNING LATE OR OUTSIDE OF DELIVERY WINDOW PLEASE CONTACT

ON-CALL Manager

D. Double check all Onsite tasks complete + notate any misses in debrief notes.

E. Do Pre-Trip for next drop if applicable.

F. POST TRIP (Back at Warehouse)

A. Place all job specific equipment: ie covers, tool kit, dollies in Coral 7 or 8 (unless instructed to keep on truck)

A. Label with yellow tape: Job Name + #

G. Process is complete when:

A. All items set to Floorplan

B. Item notes + pics attached (Damage process completed)

C. Signature and times recorded

D. Pickup items prepped and in Corral or Truck-Pickup Checklist up to date

Most Common Mistakes

1) Not calling ahead. If we do not call ahead, this can put the client in an uncomfortable position / not ready for us. Also, certain venues do not have people actually working inside. Often they have to send someone out to unlock the venue. If we don’t call until we get on-site, we run the risk of sitting there for a certain period of time waiting for the person to arrive.

2) Not communicating if you are running late and arriving past the arrival time on calendar. It’s very important that we communicate with FOH and clients to let them know about our status. We want to give the best customer service and never want the customer wondering where we are. Communication is key.

3) NOT COMMUNICATING

Strike Process

“why”: selflessness and humility, lift each other up; focused on team success, can do, positive attitude. There’s a rhyme and reason for things we do here at Borrow. We have these processes so we can deliver the best service / product possible. The only way we can achieve this is to work together and give a smile even when things get crazy and days get longer. Better attitude leads to better customer relationships and better work days with your team. One negative person can put a group of people in a negative state of mind. Always be positive!

A. Shift Start Meeting

A. Shift Start (SS) Leader lays out plan for the day including all drops, pickups, warehouse tasks and lunch

B. Review debrief notes from Delivery Checklists from drops

B. Truck + Pre-Trip

A. Check Levels of Gas / Oil / DOA

B. Truck Inspection

A. Engine

B. Lift Gate

C. Underbelly

C. Open cab door and check truck has pickup items listed on Pickup Checklist for coordinating jobs for the day + cleaning / tool kit present.

D. Look Ahead to oncoming drop. Notes present? Floor plan uploaded?

A. Be sure to check delivery notes to use notes to make pickup smoother.

E. CALL AHEAD to client and record time under Project messages–Team messages Ex) Called Ahead

F. IF AT ANY TIME RUNNING LATE OR OUTSIDE OF DELIVERY WINDOW PLEASE CONTACT ON-CALL MGR

G. While driving, the Delivery Lead will review with Team members who will do what onsite.

C. Onsite Complete

A. Lead to Record time arrived under Project messages–Team messages Ex) Arrived for strike

B. Pickup

A. SILVERWARE + FLATWARE + SMALLS all complete quantities can be review back at shop however:

A. Check all creates full / no easily recognizable missing items.

B. Double check crate counts present on pickup checklist.

B. Furniture/Table cart Load and Unload process onto truck

A. When loading onto a dock that is the same height as the truck

B. Make sure truck is tight against the dock

C. Make sure there is room on the dock to wheel the carts onto

D. Unstrap cart

E. Wheel off cart

F. This can be done by one employee on flat ground

G. If there is any kind of incline/decline two employees must do this

H. When loading onto the ground

I. Make sure parking brake is on and liftgate power is on

J. Unloading onto the ground will always require two employees

K. Both employees will unstrap cart to make sure that it does not start to roll in case we are on uneven ground

L. Both employees will walk cart onto lift gate

M. One employee will make sure cart stays still while the other operates the lift gate

N. Lower lift gate

O. Both employees then wheel cart to a safe and stable location on the ground

iii) If you notice an item is damaged or stained: Follow the DAMAGE PROCESS (listed above)

1) Take Pic(s)

2) Attach to Drop Checklist

3) SLACK it under “current inventory” channel

4) Unless it can be fixed and/or cleaned on-site, immediately call Operations + Production Director (call Owner if no answer)

5) Add a task in Microsoft ToDo under “Repair/Clean”.

• Title: Inventory Item Name (as listed in RW. If this is a new piece of inventory, assign a name to it; example, if we got a new blue couch. name it “Blue Couch”)

• In notes, add “Went to Repair for _______”.

6) Operations + Production Director will create task in Insightly and assign to any FOH personnel with subject “ DAMAGED ITEM: _____________ (item name) with description and how it happened.

7) Operations + Production Director will schedule repair

D. Spot clean all inventory before packing up

E. Find onsite contact to get sign off on job and review any items found damaged or needing repair / cleaning.

F. Record Signature + Phone Number

D. Post Strike while in truck

A. Record your departure time under Project messages–Team messages

A. Ex) Departing from strike

B. Record and debrief notes for the job that is useful for venue sheets to be updated.

A. Ie: Union workers slowed our install by 1 hour etc.

C. Look ahead to the next drop details. IF AT ANY TIME RUNNING LATE OR OUTSIDE OF DELIVERY WINDOW PLEASE CONTACT ON-CALL Manager

D. Double check all Onsite tasks complete + notate any misses in debrief notes.

E. Do Pre-Trip for next drop or strike if applicable.

Most Common Mistakes

1) Not calling ahead. If we do not call ahead, this can put the client in an uncomfortable position / not ready for us. Also, certain venues do not have people actually working inside. Often they have to send someone out to unlock the venue. If we don’t call until we get on-site, we run the risk of sitting there for a certain period of time waiting for the person to arrive.

2) Not communicating if you are running late and arriving past the arrival time on calendar. It’s very important that we communicate with FOH and clients to let them know about our status. We want to give the best customer service and never want the customer wondering where we are. Communication is key.

3) NOT COMMUNICATING

Unload/Restock Process

Labeled and “Unload / Restock” in WIW. This is one of the key steps in ensuring our product is always in “like new” condition! When done efficiently it also enables us to handle and pull product that will not need work before going out.

A. Consult “DAMAGED” slack channel to check items being unloaded with damage.

B. *****IF AN ITEM IS DAMAGED, FOLLOW DAMAGE PROCESS LISTED EARLIER****

C. As items are unloaded off of truck double check + INSPECT + COUNT product + equipment

A. If furniture or equipment is not in “New” condition or can not be made “New” in under 20 mins: move to Clean / Repair corral 8 and notate action needed in “Item Note” in RW.

A. Slack DAMAGED PROCESS

B. DISH- only slack Damaged Process if dishes returned un-rinsed or have debris.

B. Move all tables, chairs, bars and architectural items back to proper place in warehouse.

C. For upholstery or any other item regularly kept in showroom check next usage of product in Good Shuffle

A. Good Shuffle –> Item –> Search Item Name –> Usage –> Upcoming & In-Progress Projects

B. Used in 3 weeks: Place on shelves in warehouse w/ yellow label of next job + date.

C. Within 2 weeks: To Corral 6 (or appropriate corral if known)

D. CHECK OFF item in RW RESTOCK Checklist once Complete + COUNTED

E. Process is COMPLETE when:

A. All items are in their proper position in warehouse and are cleaned and prepped “like new.”

B. Items unable to be restocked have notes associated and have been slacked in DAMAGED PROCESS

Per Diem Rates

To be granted for shifts longer than 10 hours and will be out of town. Per diem rates for the continental U.S. are set each year by the General Services Administration (GSA). For fiscal year 2022 (which begins October 1, 2021), the standard rate is $59 for meals and incidentals and $96 for lodging.

Vehicle Training

“why”: lift each other up, focused on team success, Good Partners The safer you drive the truck, the safer you are, the safer our product(s) are, and the most likely we’ll complete orders with happy clients. This in turn makes everyone at Borrow look good along with vendors that we frequently work with. Being a smaller company, we strive on these relationships whether they’re clients, vendors or just anybody associated with events that we are a part of.

Log Book

Accident / Incident Form

All Operation Leads must be able to pass a 3 part test before they are allowed to operate a truck without TDM or Trainer.

A. Pre-Trip Test: a verbal test where the driver must complete a thorough check of the truck to make sure everything is functioning before you get behind the wheel (this includes checking fluid levels, leaks, tires, brakes, suspenders, gauges, lights, lift-gate and other parts of the truck). Once passed, you will move to the Basic Controls Test.

i) Review instructional walkthrough video (multiple times)

ii) Perform minimum of 3 pre-trips with an instructor

iii) Final Pre-Trip Test

• Employee will perform a pre-trip and will be tested by instructor. This will be a “pass or fail”

iv) If failed, the employee can redo the test 3 days later

v) If passed, employee moves to “part B”

B. Basic Controls Test: evaluates your skill at controlling the truck while backing in / pulling out through different situations given to you. We will be testing your judgement to the truck’s position relative to other objects. Once passed, you will move to the Road Test. The 4 different parts are below:

SCORING

• Crossing boundaries (encroachments)

• Pull-ups

• Vehicle exits (looks)

• Final position

The examiner will score the following:

Encroachments: You will be scored with an encroachment error each time any portion of your vehicle touches or crosses over a backing exercise boundary. Each encroachment is scored as a two point error.

Pull-ups: When you stop and reverse direction to get a better position, it “may” be scored as a pull-up. You will not be penalized for initial pull-ups. However, each excessive pull-up will count as a one point error.

Looks: You are allowed to stop and exit the vehicle to check the position of the rear of your vehicle (look) during each exercise. You are allowed one look for the Straight Line backing exercise and no more than two looks each for the Offset to the Right and Alley Dock exercises.

When using a look, you must place the vehicle in neutral, or park if equipped with an automatic transmission and set the parking brake. When exiting and reentering a truck or tractor, you must do so safely by facing the vehicle and maintaining a three point of contact method with the vehicle at all times.

When exiting and reentering a bus, maintain a firm grasp on the entryway handrail at all times. If you do not safely secure the vehicle, or if you exit the vehicle in an unsafe manner, you may be disqualified.

Final position: It is important that you finish each exercise exactly as the examiner has instructed. If you do not fully place the rear of your vehicle into the final docking boundary or the front and back of your vehicle is not relatively straight as described by the examiner, you will be penalized 10 points and could disqualify on the backing exercises.

You must have a passing score of 12 points or less as a combined score for all three backing exercises. If more than 12 points/errors are scored, the test will be stopped and you will not pass the Basic Control Test.

i) Straight-Line Backing

You will be instructed to back your vehicle in a straight line between two rows of cones without touching or crossing over the exercise course marked by cones. If you encroach on or through any cones the examiner will stop you and you must return back into bounds.

Set your parking brake and tap the horn when you have completed the exercise. If the back of your vehicle is not within the final docking boundary, you have not successfully completed the exercise and a position error will be scored.

ii) Offset Backing (to the right)

You will drive straight forward and then back your vehicle into the lane to the right, without touching or crossing over the exercise course marked by cones. The examiner will stop you and instruct you to return back into bounds if you encroach on or through any cones.

If a pull-up is needed, you must first back so that the entire rear of your vehicle crosses over the exercise’s center boundary line (middle cone between both lanes) before a pull-up is allowed. Set your parking brake and tap the horn when you have completed the exercise. After completing the exercise, your entire vehicle must be relatively straight.

If the back of your vehicle is not within the final docking boundary or the front of your vehicle is positioned to the left or right (in front of the row of cones) of the backing lane, you have not successfully completed the exercise and a position error will be scored. See Figure 12-2 at the end of this section, for examples of the center line the vehicle must cross before making a pull-up and where the vehicle should be positioned after completing this exercise.

iii) Parallel Parking

You may be asked to park in a parallel parking space that is on your right. You are to drive past the entrance to the parallel parking space with your vehicle parallel to the parking area; and back into the space without crossing front, side or rear boundaries marked by cones. You are required to get your entire vehicle completely into the space.

iv) Alley Dock Parking

You will be instructed to set your vehicle up at a 90 degree angle and back your vehicle (sight side) into an alley dock. You must put the back of your vehicle inside the final docking boundary. The examiner will stop you and instruct you to return back into bounds if you encroach on or through any cones.

After completing this exercise, set your parking brake and tap the horn. Your entire vehicle must be relatively straight.

If the back of your vehicle is not within the final docking boundary or the front of your vehicle is positioned to the left or right (in front of the row of cones) of the backing lane, you have not successfully completed the exercise and a position error will be scored.

Grounds for Automatic Disqualification

You will be automatically disqualified for any of the following:

Dangerous action:

• Anytime the examiner has to intervene and stop you from striking any fixed object.

• Applies to other dangerous situations while positioning the vehicle or completing the backing exercises.

• When you fail to put the vehicle in neutral/park and set the vehicle’s parking brake, before exiting the vehicle to perform a “look.”

• Repeated instances of exiting the vehicle in an unsafe manner while performing a “look.”

Accident:

• An accident, even if it’s minor. This includes contact with any fixed object.

- Striking exercise boundary cones is not scored as an accident.

Failure to perform:

• When you cannot comprehend or respond to instructions given during any part of the Basic Control Test.

• Applies to the inability to perform any of the backing exercises.

C. Road Test: using the first 2 tests and doing a real life scenario with a Borrow delivery / drop to a venue or personal residence. Starting off the day with a pretrip and heading to the delivery or pickup. If the tester feels that the driver safely operated the vehicle, he or she will have full reigns of the truck without supervision. Please note that this may take a few shifts to complete this portion of the test.

Qualified Drivers

For employees driving the Borrow truck, he or she must always have a spotter when backing out or in at venues or any tight places. The truck has a box that is 26 feet long and it is way longer than you think when you look through the side mirrors. The truck under NO CIRCUMSTANCES can go under a bridge that is under 13’ 2” high. An employee is to never drive down MLK here in Cleveland. Avoid driving anywhere near MLK Jr. Drive or in the city of Euclid. There are several old bridges that will not be high enough for our truck. If a driver comes to a bridge that doesn’t state the height but looks low, they must put their hazards on and have another team member jump out and be their spotter as they inch to the bridge. If in doubt, turnaround and find another route. If a driver goes under a bridge and damages the truck in doing so, he or she will be responsible along with the team member who is not driving. Each team member needs to ensure Borrow property is the safest hands as possible. Drivers must be aware of other low hanging things other than bridges. Low hanging tree branches and wires are common in residential areas so each driver needs to be aware of not only what’s on the road but what’s above it as well.

All drivers are required to turn off the breaker for the appropriate dock door they are parking in at Borrow HQ. The dock doors in our current home base are known to close at times whether or not a vehicle appears to be blocking the signal. To ensure the safety of all Borrow team members, vehicles, and other pedestrians ALL drivers must exit their vehicle immediately upon safely parking and turn the appropriate breaker off. If you are a spotter that is opening a dock door for a fellow driver you must turn off the breaker for the appropriate door as soon as the door is fully open. Any team member that fails to secure a dock door is subject to disciplinary action up to and including termination.

Failure to follow these policies can result in serious injury or death to you or to others and is a very serious matter. If you do not follow these rules and are in or cause an accident or damage to Borrow LLC property, you may be subject to disciplinary action up to and including termination of employment.

Borrow Dock Test

Most Common Mistakes

1) Underestimating the truck length when backing up. Safety is priority #1 and we must always use a spotter and be smart. If you are by yourself, you must get out at least once, and can get out multiple times to ensure the truck and more importantly yourself are not at risk.

2) Taking sharp turns. The truck is very long so you must always take wide turns (especially at intersections). If you cut a turn, you run the risk of hitting the curb and damaging tires along with shaking inventory in the truck.

3) Not ensuring the dock door power supply is turned off when parked in a “Home” dock. All dock doors must have the breaker switch turned to “off” position immediately when parking in a dock at Borrow HQ.

Borrow Builds / Upholstery Process

“why”: creativity + can do, positive attitude. Borrow is a place where ideas are encouraged no matter what position you hold here. When it comes to Borrow Builds, there are so many projects that can be used for an event and in turn, benefit Borrow. Each project can hold a certain amount of speed bumps so it’s always important to communicate with the team and always look for solutions / efficiencies.

A. Creative Submission or Damaged Item submitted via slack. Creative Director either approves for work order or shelves for future or denies.

A. Unless Damaged by Borrow than Proceed to B.

B. If approved for Work Order CD slacks too FOH to start process. FOH creates a “Project" for the item with appropriate pipeline.

A. Project to be created by Ops Director if “Borrow Project”

C. Operations + Production Director Creates a Work Order and attaches to the Project with a task for Creative Director to check.

A. If this is a “repair” or “maintenance item” or Pre-Approved project no approval needed and skip to step E.

D. Submission is approved by Creative Director or Operations + Production Director in which case said person communicates via slack and updates the Insightly Pipeline.

A. If not approved Creative Director to delete pipeline.

E. Product Development Lead, Build Team Lead, Lead Upholsterer or Operations + Production Director

i) Print 2 copies of work order (1 just by itself and the other with time sheet + QC attached)

ii) Put both copies Operations + Production Director’s office

iii) Add to Google Doc

F. Operations + Production Director

i) Orders all necessary materials and marks off ordered on WO..

ii) Once materials are received WO notated on WO.

i) All labor is scheduled on Apple calendar and Microsoft To Do two weeks ahead.

iii) Hangs copy with time sheet and quality check of Work Order on Workshop and/or Upholstery whiteboard

iv) Moves single sheet work order to “In Progress” on cork board.

G. Build Team Lead / Product Development Lead / Lead Upholsterer

i) Follows sketch / plans to the exact dimensions and details desired

• All days / times worked on project along with details of task(s) gets recorded

ii) If there’s any idea about a change in the sketch whatsoever:

• Stop what you’re doing + submit an updated sketch on Creative Submissions Slack channel — be as detailed as possible

• Wait to hear back on approval or not

- If time sensitive, giveCreative Director and/or Operations + Production Director a call

- Move to work needs reassessed on cork board if there is a delay.

iii) IF STAINING or a certain look in the wood is desired, Approval must be gotten by Creative Director Before moving on — submit pictures via Slack on “Creative Submissions” channel under specific Creative Submission post.

• Once we poly, it is extremely difficult to undo staining. Too much labor, time, and materials will be wasted if we need to make changes

• Once approved, keep the project moving

- Again, if time sensitive, give Owner and/or Operations + Production Director a call

iv) There should be constant updates communicated with Creative Director + Ops Director between stages of projects (i.e., construction, sanding, staining, painting)

• This helps FOH be aware of progress + it will give more eyes on the project just in case something is not completed the right way or if the final look won’t be exactly what we had in mind. It is easier to fix this between stages rather than undoing after we complete it.

v) Once the build is complete + timing is all recorded:

a. Ops Director puts work order on Borrow Builds Board “Quality Check”

b. Move project to a corral for inspection / quality check

a. Borrow builds items to go in Builds Overflow

b. Borrow Upholstery to go in Upholstery Overflow

H. Operations + Production Director

i) Schedule a task + SLACK message to Creative Director for quality check.

I. Creative Director

i) Will quality check the piece + decide if it’s approved or if more work needs to be done on it

ii) If additional work needs to be done, it’s hung back up on workshop whiteboard with all necessary work that needs to be complete (go to step “G”)

iii) If approved, Creative Director will:

1) Update timing, work order (attaching in Insightly), and RW Elephant

2) Put work order in Operations + Production Director office

• SKIP STEP “J”

J. Build Team Lead / Product Development Lead / Lead Upholsterer

i) Move upstairs to photo / new inventory area on 4th floor

Work Order Completing

A. The Pieces of Parts of a Work Order

i) Quality Check Date: 2 weeks prior to delivery date for rentals or retail or equipment needed for such.

ii) Quality Check Date: Inside Creative Projects - to be determined based on event and client schedule.

• Reference Google Doc

iii) Blank Space for Inspire Pic

iv) Hour estimates.

• Use prior work orders, ask and google time estimates with a wide range.

- Best Case: Be Aggressive

- Worst Case: Novice timing.

v) Labor

• Break Down per step / department.

• Fill in estimate of hours based on prior work orders or google research.

• Standard Labor Rate: $16

vi) Materials

• The name of products and where we purchase from. Make sure to include as much info on the material as possible.

- Pricing through Amazon or Hardware Store

B. Terms of Service: brief description of what we’re doing.

C. Description of Project: use dimensions when applicable.

D. Blank Space at Bottom

E. Include all dimensions / measurements / sketch / All Build / Upholstery Cuts Listed.

• If need additional space attach a separate sheet.

Most Common Mistakes

1) Staining process is rushed. This is very common because you would like to stain a piece and then apply finish to it. Remember we need to always go through the steps for approval and make sure it is the exact look we want. Once we apply the finish, we cannot undo and this will add more work than what we originally planned.

2) Incorporating new idea / diverting from original sketch. Improvements and ideas are encouraged but we must follow the protocol rather than “assuming” we will go with the idea. Money and the “look” are factors when we do the sketch so we

must keep this in mind and never rush. Always “SLOW DOWN” and communicate ideas to ensure the team succeeds.

3) Moving new project upstairs to photo area before Quality Check. “Inspection” is part of the Borrow Square and it’s important that we follow the process we have in play. There must be a final Quality Check before we move complete Build upstairs. It’s exciting to finish a project but if we move it upstairs and there’s a flaw, we’ll need to bring it back downstairs to correct it.

Equipment

A. Drill

B. Impact Drill

C. Pocket Holes

Saws

D. Orbital Saw

E. Miter Saw

F. Jig Saw

G. Table Saw

Power Tools

H. Dremel

I. Grinder

Air Compressor

A. Air nossel

B. Pneumatic nail gun

Sanding

A. Orbital sander

B. Hand sanding

Planing

C. Hand Planing

D. Stationary Planer

Finishes

A. Staining (3 different pieces)

B. Poly (3 different pieces)–water based, oil based

C. Danish/Tung Oil Application

D. Tack Cloth

Painting

A. Latex (painting walls)

B. Oil-based paint (on inventory)

C. Paintbrush Maintenance

Fire/Safety for paint + oil rags

Wood Glue Ups (planks)

Judith Sofa Construction (1st test project)

Safety Protocols

UPHOLSTERY

Stripping / Removing Fabric

A. Structural Repairing (legs, frame)

A. Chair pads

A. Dining Room Chair

A. Wingback Chair

A. Sofa

A. Tufted Work

A. Pillow making

A. Cushion/Sewing

A. Patterned Fabric

A.

Stripped (like Anne Sofa)

A. Fabric Repair on Chair

A. Equipment

A. Pneumatic Staple Gun

B. Staple Remover

C. Pliers

D. Regulator

E. Foam Saw

F. Adhesive Foam Spray

Safety TRAINER

Job Role Expectations BOH

What makes a great……..

Warehouse Lead

• Understands the importance of setting up delivery crews for success.

• Positive + Energetic

• Ready to take on the job responsibilities of Warehouse Lead

• Is a checklist maniac and obsessed with the details.

• Has a “figure it out mentality.”

• Never leaves prep half way done.

Delivery Lead

• The safety of his team is his #1 priority

• Never forgets to call ahead

• Is polite and friendly with all clients

• Is a documentation stickler and never forgets notes

• Strategizes better equipment and takes the initiative to talk to Mgmt

Borrow Builds

• Safety + Systems stickler

• Not afraid to keep MGMT accountable on timelines

• Thinks and plans ahead

Team Member

• Cooperative and always takes the initiative to keep moving

• Hustles

• Friendly and fun

• Great supporter of the Warehouse and Delivery Lead

What makes a bad………

• Operates unsafely

• Never thinks ahead

• Never thinks of how to help out other employees

• Is crabby

• Ignores problems and has an “it’s not my job mentality.”

• Argumentative with superiors

• Doesn’t care about the inventory

• Stands around doing nothing

• Is sloppy and unorganized