Black=Good to keep Blue=Added
Orange=Deleting
Yellow highlight=Questions about BASIC ONBOARD
General Onboarding
See Employee Manual
Injury on the Job
Your safety is our #1 priority and nothing else matters more.
Please make sure any and all ideas regarding bettering safety are communicated to management either face to face or through any of our slack channels.
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. 3
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.
• 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.
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 sub-category 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, “Customer-ready” 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
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
Must watch videos in ARA and complete quiz with 100% to be certified to use Straddle Stacker without supervision.
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 upholstered 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, or no note attached to item 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. Review Truck Key when there is one assigned to Corral
A. During busy season Truck keys are used for full truck loads to ensure efficient packing for schedule of installs/strikes
B. When a key is assigned to a corral the corral should organized to match the key and the Truck should be packed exactly to match
D. 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”)
E. Complete Electronic Pull for “LOAD” category sheet in Good Shuffle.
F. 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 day 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 the Clean + Care Cheat Sheet
• 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 pics to “Project Files” (unless item is not currently on an order)
3) If item is not on a current order refer to “Damage Process” for how to “set aside” and attach photos
4) SLACK it under “Damaged Items” channel
• Title: Inventory Item Name (as listed in GoodShuffle. 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.
5) L + P Manager 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 Calendar and assign a team
B. TDM 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 L + P Manager 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 TDM to attach work order in Insightly under project “Date, Last name of Client Damaged.”
Send task to LP Manager that damage complete and final steps can be taken.
D. LP records $$ spent into GoodShuffle and reassesses for rate increase.
E. $$ Spent includes Labor
G.
A. Is tracked in Good Shuffle
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 Good Shuffle 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 Good Shuffle
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.
G. Process is Complete when
H. All items cleaned and back on shelf.
I. Good Shuffle Restock Checklist Complete
J. All Damaged or Missing items have been reported in slack + set aside in Good Shuffle
C. SEASHELL CHARGERS
A. Can NOT be cleaned with water (as they will crack)
B. Wipe clean with a wipe. Stored in clear storage bin wrapped in bubble wrap
A. Very fragile
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 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 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 Good Shuffle in the event and under Fulfilment notes.
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 Good Shuffle Project Files
3) SLACK it under “damaged-items” channel
4) Unless it can be fixed and/or cleaned on-site, immediately call Logistics + Product Manager or On Call Manager (call Owner if no answer)
5) Set aside item in Good Shuffle through the Project. Add a note to the set-aside stating the damage
6) Logistics + Product Manager will create task in Insightly and assign to any FOH personnel with subject “ DAMAGED ITEM: _____________ (item name) with description and how it happened.
7) Logistics + Product Manager 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
A. Items can not be left outside overnight
B. Any size sticker placed on an item will be a $25 charge
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) Departed (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 Dolley Alley (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
