CHECK - OUT OPERATIONS IN A SUPERMARKET

Thais Ior the Degree oI M. A.
MICHIGAN STATE UNIVERSITY

Joseph Emile Zola, Jr.
1956

 

HESI.

 

 

 

 

LIBRARY I

Michigan State
University

 

 

 

 

CHECK-OUT OPERATIONS IN A SUPERMARKET

by
Joseph Emile Zola, Jr.

AN ABSTRACT

Submitted to the College of Business and Public Service of
Michigan State University of Agriculture and Applied
Science in partial fulfillment of the
requirements for the degree of

MASTER OF ARTS

Department or General Business
Curriculum in Food Distribution

1956

e?‘ ///'
// / 4"!
Approved(/' . (ffé? ,///

 

ABSTRACT

Profit and efficiency are important goals of manage-
ment. Management continually strives to increase profits
through efficiency. The remainder after costs and eXpenses
have been deducted from earnings is called profit; and effi-
ciency is doing the right thing, in the right place, at the
right time, by the right person.

Chain supermarkets operate on a net profit on sales
of about one per cent. Therefore, each supermarket in the
chain must keep unnecessary eXpenses and losses at a minimum,
Since the cashier is the employee responsible for tabulating
orders, collecting money, and making change (if necessary),
she is in a position that contributes greatly in influencing
whether or not there will be a profit in the supermarket.
Preventative steps should be taken to avoid losses. These
preventative steps should include an attempt to increase
accuracy, efficiency, and speed, by having qualified checkers,
properly trained, with the most suitable equipment.

A qualified checker is one who has been trained in
company methods and policies. Management should develop
methods of checking which increase the accuracy and speed
of a cashier. Cashiers should be instructed on the proper
methods of handling the cash register, correct fingering,
coordination, change making, check cashing, customer service,
personal appearance, courtesy, complaint handling, refund

handling, and balancing-out the cash register. Company

policy outlines the procedure to be followed in the per-
formance of the various parts of the check-out operation.

The cashier is the last, and usually the only employee
with whom the customer comes into contact during the shopping
process. Thus, the cashier contributes to the acquisition of
a good or bad name by the store, because, in the customer's
mind the checker is the company. Therefore, accuracy, per-
sonality, and speed are needed by the cashier so the goals
of the best customer service and higher profits for manage-
ment are obtained.

The bagger and/or carry-out boy is an important
assistant to the checker. The bagger's Job is to assist the
customer and the cashier in every way possible at the check-
out stand. Unloading bascarts, sacking the merchandise and
placing it in the customers car, keeping the check-out area
clean, assisting the cashier by checking on prices and
serving the customer, are some of the tasks that must be per-
formed by the bagger. Having a sacker perform these Jobs
right is as necessary to the goals of management as the Job
of the checker, since the bagger and the checker compose the
human element at the check-out counter, and in most cases,
throughout the entire market.

Management should insure that suitable checkstands
are used to assist the cashier in maintaining a high degree
of accuracy and speed. The checkstand selected for a super-

market should meet the requirements of the store in design,

3

accessibility, and size. The check-out counter used should
make the cashier's work easier, quicker. and more accurate.
Management must choose the checkstand that suits its parti-
cular type of operation. When this is done, the customer
and the cashier become satisfied with speed and service
which leads to higher profits through goodwill and morale.
When the proper cash register, which performs the
functions desired by management, is obtained, the final
piece of equipment has been added to complete the check-out
operation. Management has a choice of a regular adding
machine cash register, a change computer, or a refund sub-
traction.model. Since the register is a machine that is
both accurate and fast, the needs and wants of both manage-
ment and the customer are served. Although the accuracy and
speed of the cash register are limited to that of the oper-
ator, the register can, in most cases, out-perform any per-
son in the various checking transactions. Since there is
no question as to the accuracy and speed of the cash register,
the decision by management which remains is choosing the make
and model*which best conforms to the wishes of the customer.
I There is no profit without customers, thus the customer
must be preperly served since she is the important person in
a supermarket. Therefore, qualified checkers. properly
trained, with the most suitable equipment are extremely nec-
essary for the proper functioning of the check-out operations

in a supermarket.

CHECK-OUT OPERATIONS IN A SUPERMAHKET

by
Joseph Emile Zola, Jr,

A THESIS

Submitted to the College of Business and Public Service of
Michigan State University of Agriculture and Applied
Science in partial fulfillment of the
requirements for the degree of

MASTER OF ARTS

Department of General Business

Curriculum in Food Distribution

1956

? v.9— d? 3" 7 ~

giamf/J

To Dad

ACKNOWLEDGMENT

The author would like to express his sincerest
gratitude to Dr. E. w. Brand, Director, Curriculum in Food
Distribution, for his guidance throughout the entire school
year, and for the assistance rendered in the preparation of
this thesis.

Words cannot eXpress the appreciation the author
has for the untiring effort and long hours spent by his wife,
Joan, in her assistance in preparing this text.

“Thanks” are also in order for the National Associa-
tion of Food Chains for making the course in Food Distribu-
tion possible, for American Stores Company of Philadelphia
for making it possible for the author to attend this course,
and for Mr. James Simpson, Sr., American Stores Company, for

furnishing much of the material used in this text.

TABLE OF CONTENTS

CHAPTER PAGE
I. THE PROBLEM. . . . . . . . . . . . 1

Definition of terms . . . . . . . .

Introduction. . . . . . . . . . .

Purpose of study . . . . . . . . .

Sphere of study. . . . . . . . . .

ODO\U\\.OH

II. TRAINING THE SUPERMARKET CHECKER. . . . .
Need for training . . . . . . a. . . 10
Prerequisites of checker training. . . . 11
Training program of American Stores

Company, Philaselphia . . . . . . . 12
Training schedule of Standard-Humpty
Dumpty . . . . . . . . . . . . 16
Training suggestions of National Cash
Register Company. . . . . . . . . 18
Recommendations of author . . . . . . 21
Summary . . . . . . . . . . . . 23
III. BAGGER (BACKING) TRAINING . . . . . . . 26
Importance of bagging correctly . . . . 27
Correct method of bagging . . . . . . 30
Summary . . . . . . . . . . . . 3“

IV. CHECK-OUT COUNTERS . . . . . . . . . 35

Importance of the most suitable check-out
counter. . . . . . . . . . . . 36

The deve10pment of the checkstand. . . . b4

CHAPTER

Comments by the author. .

Summary. . . . . . .

V. THE CASH REGISTER . . . .

The National Cash Register Company.

The Standard National Cash Register.

The Change Computer . .

The Swede Cash Register .

Comments by the author. .

Summary. . . . . . .

VI. CONCLUSIONS . . . . . .
BIBLIOGRAPHY . . . . . . . .

APPENDIX. C O O I O C O O C

1v

PAGE
5e
56
58
59
6o
63
65
67
69
71
76

80

TABLE
I.
II.
III.
IV.

LIST OF TABLES

Single Operator.
Two Operators. .
Three Operators.
Three Operators.

Four Operators .

PAGE

41
42
#2
1+3

CHAPTER I

THE PROBLEM

Definition of Terms

In order that a business may grow and prosper, profit
and efficiency are essential. Training programs are neces-
sary to teach employees the best methods of performing the
Jobs so that they (the employees) may be better equipped
to serve the customers. Policies must be established and
made known to employees in order that the company's plan of
action is followed. A wholesome attitude must be developed
in the employees by management.

The above statements may mean many different things
to various types of people and businesses. In order that
the reader may understand the author's concepts, the prin-
cipal terms are defined as follows:

PROFITS - l. The residual values which remain
after costs have been deducted from
income. 2. A necessary cost factor
needed to keip a business operating
and growing.

EFFICIENCY - Performance of the right thing,
at the right time. in the right place,
by the right person: A principal aim
of management planning. Right is

interpreted to mean 'correct' or 'most
suitable.'

 

1A. E. Benn, The Mana ement Dictionar (New York:
Exposition Press, 1952. p. 2 7.

21bid.. p. 115.

market,

TRAIN -

TRAINEE

To indoctrinate with knowledge of the
performance of a Job or an action, and
to follow up original instruction to
establish whether or not the individual
being trained really undegstands that
which he is being taught.'

- A worker receiving regular formal
training for an occupation requiring

a limited degree of skillzg differs
from 'learner,' who does not get
formal training and who learns through
actual work experience and Job perform-
ance under supervision, and from 'ap-
prentice', who learns a skilled trade.”

TRAINING - 1. Education applied to give or ac-

quire ability to exercise a specific
skill: a less broad term than the con-
cept denoted by education.

2. The process through which changes
are brought about in the improvement of
attitudes, potential behavior patterns,
etc.

POLICIES - Statement of aims, goals, principles,

purposes, or intentions which commit
management to a course of action in
accomplishing specified objectives;
policies are not to be confused with
rules and regulations, for they change
more slowly.

EMPLOYEE - Each and every person, on every level,

who is employed in the work of the organ-
ization.

The terms checker and cashier are used synonymously.

A 'supermarket' is defined as a large, self-service

operated by a chain.

 

p. 335.
P. 335.
p. 336.

p. 257.
p. 119.

Introduction

Profit and efficiency are the goals of most top
executives including those in food retailing organizations.
The ideal situation sought is higher net profits and greater
efficiency. Three factors are necessary for the attainment
of these goals; (1) Qualified personnel, (2) suitable equip-
ment, and (3) proper training. The questions then arise--
What is the prOper training program and the most suitable
equipment? Who are the qualified peOple? Whenaare these
three things obtained? The answers to these three questions
can be found in each particular organization. Personnel,
equipment, and training must be tailor-made to fit the in-
dividual requiements of the employer.

The buying operations in supermarkets are usually
the same. The customer enters the store through a self-
Opening door and takes a bascart to carry the purchases.
Moving throughout the store the customer does not come into
personal contact with a clerk unless there is a particular
question that must be answered. The merchandise is dis-
played in the supermarket so that the customer may serve
herself with whatever is desired. Except for the manager
who might st0p and talk, a clerk does not usually speak to
the customer throughout the process of shopping.

After everything that is needed is obtained, the
customer proceeds to the check-out counter and either

stands in line or is immediately checked out. At the

L.
check-out stand the customer, for the first time, comes in-
to personal contact with an employee for any length of time.

At this final stage of the shopping process, the
first and final impression of the entire operation is made
upon the customer. Every act of the checker is recorded
in the mind of the buyer. If the checker is pleasant--so
is the market, if she makes mistakes--so does the store,
if she says ”Thank you”--so does the organization, if she
is slowa-so is the management, if she is rude--so are all
the personnel, and so on. Every move of the checker is in-
terpreted by the customers as a move of the organization.
Therefore, the right checker with the preper equipment and
training is necessary in order that the customer receives
a favorable picture of the operation.

From a customer's standpoint, the checker is pro-
bably the most important of all store personnel. With
the advent of self-service meats and prepackaged pro-
duce, the checker may be the only person she talks to
during her entire shepping tour. In her mind the
attitude of the personnel at the checkout reflects
the store's attitude. A friendly greeting or a warm
smile on the checker's part can certaénly confirm
her belief in shopping in your store.

In order to obtain high profits efficiently, the
customers who already shop in the supermarket must be re-
tained. An accurate check—out system with the proper equip-
ment to give the quickest service with the least amount of

expense is also essential in order to maintain high net

profits.

 

8"Planning Your Work at the Checkout," Pgogressive
Grocer, vol. 3“, no. 12 (December, l955),73.

Pugpose of Study
The purpose of this study is to suggest ways of
improving checker training programs and check-out equipment.
One way that management‘s goals of profit and effic-
iency can be acquired is through prOper customer and clerk
relationships. The cashier must treat the customer in a
pleasing manner. Any act that may dissatisfy a customer
must not be tolerated, for this can contribute greatly to
the losing of customers. By having a great loss of customers,
the store is placed in an unsteady market, which is dangerous
considering the fact that the trend of the food industry
since l9hu has shown an increase in sales with no decrease
in sight.9 If a store places itself in an unsteady market,
a position has been gained which is not in line with.the food
industry. The supermarket is thus “walking on weak legs.”
Without the customer there can be no profit--effi—
ciency is useless. Therefore, keeping present customers
is essential to the life of the business and new customers
should also be sought.
The qualified person, properly trained, using the
most suitable equipment is necessary so that the customer
receives a favorable impression of the supermarket. A

properly trained person with the right equipment is needed

 

9

Editors of Fortune, The Chan in American Market
(Garden City, New York: Hanover House, l9535,p. 157.

6
so that both the customer and the market will get what is
due'to them in dollars and cents. If the customer is short-
ohanged, she may never come back to the store again. Too
much change given to a customer will be the cause of losing
money, and over a period of time, the supermarket will be
exposed to great losses.

A food chain operates on a net profit of about one
per cent on net sales. Thus, if a customer purchases five
dollars worth of merchandise and recives five cents too
much change, the chain does not make a net profit on that
sale. If this situation happens frequently, the chain
reaches a point where net profits are likely toldecrease.
If net profits decrease, then the goals of management are
not obtained, stockholders are unhappy because of the low
return on investments, and money for future expansion and
improvements is lost. Thus, the supermarket is placed in

an undesirable position.

‘gphere of Study
This study is broken down into three main divisions:

 

l. A discussion on checker training, which in-
cludes the importance of this training. several companiesf
checker training programs, and some suggestions for improve-
ments to training programs.

2. A discussion on the various types of check-out
stands and their importance-~also, some suggestions for

improvements to checkstands.

3. A discussion on the most used cash registers.

Included in the study will also be an informal
training program for baggere.

The author feels that the best study on check-out
operations in a supermarket would include all phases of the
operation. For this reason, checker training, bagger train-
ing, check-out counters, and cash registers have been in-

cluded in this study.

CHAPTER II
TRAINING THE SUPERMARKET CHECKER

Through training, employees are fitted more
quickly for their Jobs and are given the tools
they need to do their Jobs well. Training is the
lubrication that reduces wear and tear in an organ-
ization and helps the business run more smoothly.M3

The check—out operation is one of the very important

functions in a supermarket. Every sale is completed at the
checkstand.and at this point the customer receives her final
and most-lasting impression of the supermarket. Therefore,
a great deal of added responsibility is placed upon the
checkers because of the importance of successful customer
contact in a supermarket. The checker must be of such cali-
ber that a lasting impression is made upon the customer that
this is the store at which to buy, because the personnel is
accurate, the market gives fast service and is a pleasant
place in Which to shop.

Accuracy - Personality - Speed, these are the
prereQuisites for a really good checker. Speed is
important in getting the customer through the check-
out in the minimum amount of time. A pleasant per-
sonality is important because it is at the checkout
that the customer will form a lasting impression on
the store and its personnel. But, most vital of all
is the ability of a checker to be accurate. Nothing

loses a customer's confidence in a store faster than
the discovery of an error against her. Even a mistake

190. Preston Robinson and Kenneth B. Haas, ng to

Establish and 0 rate a Retail Store (New Yerk: Prentice-
Hall, lSEEI, p. 233. w

 

in her favor tends to shake confidence, since the
customer feels that if mistakes fife made, then they
can be made in either direction.

The average number of items in a supermarket ranges
between 3,000 and 6,000, with some markets handling more.
There are countless new and different items sold in a
supermarket. The variety of articles that can be purchased
and the speed with which the customer can get her shopping

done in today's supermarkets are far superior to the markets

of “yesterday." The merchandise is displayed in such a man-

ner that the customer can I'pick and choose" to suit her
taste. Items are easily accessible, prices are standard,
and in most cases good merchandise is sold. The supermarkets
attempt to utilize good locations, attractive stores, and
effective advertising to bring customers to the market.

Good merchandise, effective displays, and the right prices
are used to keep old as well as new patrons coming back to
the supermarket. The above mentioned ”lures" are useless

if the check-out operation is not run in a manner that is
accurate and fast.

Good merchandise, priced right, and effectively
displayed, persuades her (the customer) to buy. But
one mistake at the cash register can ruin every ef-
fort that you have made.

Customers can be found in many ways but the
easiest place to lose one is at the cash register.12

 

11"Tips on How to Handle Money at the Checkout,"
Progressive Grocer, vol. 35. no. 2 (February, 1956) 202.

12"The PayoffPoint--Managers' Training Course
Session 1," Chain Store A e, vol. 29, no. 9 (September,
1953). insert Between 103-107.

10

Need fgngrgining

A system that will assure accuracy and speed at the
checkstand is necessary. A method should be created so that
both the customer and the company will have the utmost con-
fidence in the ability of the checker. The system must be
designed to fit the needs of the organization it will serve.
To believe there can be one type of system that will serve
the purposes of all companies is a.fallacy. All men are
different. Companies are composed of men. Therefore, com-
panies are different. The goals of companies may be identi-
cal, but the means of arriving at these goals are not the
same because of the difference in individuals and their
ideas. Therefore, what may be a good system in one organi-
zation is not always the best in another.

Once a loss-preventing system has been developed,
proper use is essential. In order that the system may be
properly used, some sort of training program is necessary.
The training program can be formal or informal, depending
upon the importance of the Job in the eyes of the executives.
Regardless of which method of teaching the Job is used, the
employees should learn a system whereby the customers and
.the company are better served. Because of the importance
of this training program, it should become company policy.
The author has found in corresponding with many chains that
checker-training procedures are company policy. If the

chains feel that checker training is important enough to

11

make company policy, then there must be an extreme need for

this type of training. Therefore, potential checkers should

complete this course of training.

Prerequisites of Checker Training

In order to establish a training program there must

be a "plan of action." The follOWing points may be included

in such a plan:13

A.

Have a time table.
1. How much skill is expected of the trainees.
2. How soon.

Break down the Job.
1. List principal steps.
2. Pick out the key points.

Have everything ready.
1. The right tools and equipment.
2. Materials and information.

Have the work place properly arranged.

1. Everything in its proper place.

2. Set up as the worker will be expected to
keep it.

Before teaching traininees the company's methods,

there are certain steps that should be followed by the

training instructor. These steps are:14

I. Prepare the workers.
(1) Put them at ease.
(2) Find out what they already know about the Job.
(3) Get them interested in learning the Job.
(u) Place them in correct positions.

 

13Training Department, American Stores Company,
Philadelphia, Pennsylvania.

Ibid.

12
II.. Present the operation..

(1) Tell, show, illustrate and question carefully
and patiently.

Stress key points.

Instruct clearly and completely.

Taking up one point at a time, but no more than
they can master.

AAA
PU N
vvv

III. Tr out performance.

(1) Test them by having them perform the Job.

(2) Have them tell and show the instructor, have
them explain key points.

(3) Ask questions and prevent errors.

(h) Continue until it is known that the employees
know.

IV. llow'upe

F0
(1) Put them on their own, check frequently.
(2) Designate to whom they go for help, encourage
questions.
(3) Get them to look for key points as they progress.
(4) Taper off extra coaching and close follow-up.
'Since the actual difference among companies regard-
ing their training programs comes about in the contents of
the programs, the prerequisites stressed by American Stores
Company can be used as a model by any chain, regardless of
the field of operation. This "plan of action” relates to
the end result expected, which is the same in most compan-

ies--higher profits through better trained personnel.

Training Program of Agerican Stores Company, Philadelphig

In the summer of 19h“, the management of American

 

Stores Company decided to do something about the.accuracy
of the checkers. The customers, as was generally known,
doubted the accuracy of the checkers. For American Stores,
the time had now come to do something about this doubt. In

1945, after a checker training program had been put into

13
effect, the personnel training director placed an article
in Chain Store Agg about American Stores‘ simplified teach-
ing method which develops competent checkers. The follow-
ing is a brief summary of this article.

How accurate are checkers? For years customers
and management alike have debated this question.
'Of course, they never hit it exactly right, but
come as close as possible,‘ one of our customers
was heard to remark one day.
Last summer, to settle this vital question,
we began to search for a better way of checking
out merchandise-~a system that would prevent loss
either to our patrons or to ourselves. Under the
guidance of a specialist in training, a staff of
workers was assembled whose Job it became to ex-
plore all known methods of checking.15
Mr. W. C. Ferguson, Director of Personnel Training,
American Stores Company, further stated that check-out pro-
cedures at that time were inadequate because of inaccuracy
and inconsistency. The previous method of ringing merchan-
dise was to check out of the bascarts. The decision was
made by management to assemble the order according to de—
partments and combination-priced items. In order to faci-
litate the arrangement of goods, a new checkstand was de-
signed which would take up the same amount of floor space
but give sixty per cent more counter area.
The purpose of the training program was to teach
the employees how to use both hands at the same time, thus

creating a quicker and more accurate operation. ~The training

 

15William Carlisle Ferguson, "Training Checkers for
Accuracy," Chain Store Agg, vol. 21, no. 7 (July, 1945). 178.

14
program is a three day course with slower students retained
an extra day if necessary. During the three day session
the trainees are instructed on handling the cash register,
correct fingering, coordination, change making, sacking,
handling refunds and cash for deposit, mechanics of the
cash register, proper procedure in check cashing, customer
service, personal appearance, courtesy, and complaint handl-
ing. The actual beginning of American Stores' checker
training program was in 1944. Few changes have been made
since then, with several modifications to take care of
changing times.

The checker school is attended on the first three
days of the week so that the trainees may be available for
work in the stores on the weekend. American Stores pays
full salary while the employee is in training. .EXpenses
are paid if the employee lives an excessive distance from
the training school.

American Stores Company checker training schedule
is as follows:16

MONDAY

1. Introduction - answering the questions “Why,

When, and How?” about the checker training
program.

2. Introduction to Re ister.

3. Introduction on 1- Keys.

2. Practice 1-4 Keys, Addition Drill.

6

. Instruction on 5-9 Keys.
. Practice 5-9 Keys, Group Prices.

 

American Stores Company, op, cit.

15

7. Exercise 3 & 4 (tests), Group Price Sheets.
8. Instruction on Assembly.
9. Assembly Practice.
10. Instruction on Ringing.
ll. Ringing Practice.
12. Instruction on Making Change.
13. Making Change Practice - Change Exercise.
14. Coupon Discussion.
15. Instruction on sacking.
16. Sacking Practice.

TUESDAY

1. Review of First Day (Review at register with
order).
2. Instruction on Complete Checking Operation.
3. Complete Checking Operation Practice. 50-50
exercise.
4. Instruction on Refunds.
5. Refund Practice.
6. Bottle Rebates.
7. Practice Runs - 7 to 12 Orders - (Accuracy).
8. Instruction, Checker-Bagger Team.
9. Practice, CheckerbBagger Team.
10. Checks and Credits.

WEDNESDAY

1. Instruction on Mechanics of the Register.

2. Instruction on Manual Register Operation -
Practice of Manual Operation.

3. Instruction unloader-Checker—Bagger Team.
Practice, UnloaderbChecker-Bagger Team.

4. Instruction on Cash Disbursement. Practice
Cash Disbursement.

5. Practice Single Operator, 7 to 12 Orders.

. Final Runs - 1 to 6 Orders.
7. Service to Customers.
8. Discuss Score Sheets.

American Stores has a follow-up method whereby the
trainers visit each store to see if checking principles are
being followed after students are trained. when there is a
misunderstanding, the trainer demonstrates the preper method
and is always ready with advice. Accuracy tests are also

run to make sure that students are maintaining their school

30 0“.ch y e

16

In order that the reader may have some idea of the
contents of a checker training program of a large chain,
the author will break down part of the preceding outline to
show the exact contents of the American Stores Company
training schedule for the first day. (See appendix for the
outline which the training instructors use.)

Tuesday's session follows a similar pattern. The
items discussed are the same as those mentioned earlier in
this chapter (listed under schedule for Tuesday). Some of
the more important points taken up on the second<iay of
training are the handling of "over-rings," "under-rings,"
returned merchandise, checks and credits.

Wednesday's session includes changing of the regis-
ter tapes and detail rolls, and the changing of dates and
numbers on the register tapes; handling cash receipts, cash
pay-outs, cash deposited with manager, and "balancing-out"
the cash register; services to the customers such as per-

sonal appearance, courtesy, and customer complaints.

TrainingSchedgle of Standard-Humpty Dumpty
Standard-Humpty Dumpty Super Markets of Oklahoma
City, Oklahoma, schedules their checker training program
for four days. The course is operated on the same basis
as the American Scores Company—-during the first part of
the week, with pay. Their checker training program con-

sists of:17

 

17Training Department, Standard-Humpty Dumpty,
Oklahoma City, Oklahoma.

17

FIRST DAY

1. Introduction - Purpose of the course - Orien-
tation.

2. Brief discussion of Company Policy. Private
label merchandise.

3. Importance of good personality, character and
personal appearance.

4. What it means to be bonded. Fill out Bond
Application Form.

5. Use of the cash register--Tell - Show-~then
let trainee practice.

6. Continue use of the cash register.

7. Checkstand Procedure- Customer approach - Im-

portance of departmental keys — Film on handling
a customer.

SECOND DAY

1. Importance of accurate weighing. Acutal prac-
tice on scales and register.

2. Arithmetic test - Emphasis on fractional parts
of a dozen and multiple pricing in terms of
pounds.

3. Film on short change artists - Discussion on
how to prevent.

4. More practice on register.

5. Pilferage - Film.

6. More practice on register.

THIRD DAY

1. Forms used and received in the checkstand.
Thorough discussion on how to handle each.

2. Fundamentals of stocking.

3. Importance of checkstand selling - Film.

4. Fire fighting equipment and prevention.

5. Film on lifting and discussion.

6. More practice on register using money.

7. Question and answer period.

W

1. To be spent in retail store, on the Job training
under supervision of instructor.

2. One half of the group will work in checkstand
while the other half works in stocking. Each
with an experienced stacker.

3. After lunch, trainees who stocked during the

morning will check in the afternoon and vice
versa.

18

The management of Standard-Humpty Dumpty adOpted a
checker training program for four reasons. Management feels
that this type of training; (1) enables the new employee to
do a better Job immediately; (2) reduces the possibility of
stock losses due to undercharges; (3) helps the new employee
to fit into the company quickly by accquainting him with com-
pany policies and procedures; and (4) gives a sense of mastery
over the.Job through eXperience.

The procedure used in the instruction of trainees
in Standard-Humpty Dumpty is relatively the same as the one
used by American Stores. The listing of this schedule of
training is for the purpose of showing the reader a schedule
of training for more than.one company so he (the reader) may

have an understanding of the training programs of severalchaina

Trainigg Suggestions of National Cash Register Compggy

The country's leading producer of cash registers,
the National Cash Register Company of Dayton, Ohio, dis-
tributes instructione on the use of its registers. The in-
structions are designed to aid the individual owners, com-
panies, and/or chains in their’checker training programs.

The rules, regulations, and policies which manage-
ment considers important to the success of the business are
stressed by the National Cash Register Company.‘ Important
items to be stressed are:

Work hours - lunch periods, rest periods, etc.

Dress, conversation, etc., while working.
EXplanation of duties.

19

Store merchandise promotions.

Employee purchases.

Personal grievances.

And other policies characteristic of the store in
which you work.1

National Cash Register Company also stresses the
computing and recording of tax, handling refunds, making
change, sacking the order, and relief cashiers. Most of
their suggestions have to do with the actual Operation of
the cash register. The register training plan of National
Cash Register Company is called the "Touch System.” The
"Touch System,” which consists of six hours of training and

1
practice, is as follows:
Arrangement of Keys by Finger Groupg
Only the thumb, the index finger and the second
finger are used in the touch system. The thumb Oper-
ates keys 1, 2, 3, 4, and 10, 20, 30, and 40. The
index finger operates keys 50,60, 70, 80, 90. The
second finger operates keys 5, 6, 7, 8, 9.
Position of Hand

The hand should be placed on the keys in a re—
laxes position with the side of the palm on the
motor bar. The hand does not leave the motor bar
while the keys are being pressed. Nor do the index
finger, the second finger, or the thumb leave their
home positions when the motor bar is operated.

Home Position Keys
A home position is assigned to each finger used

in the touch system. These home position keys are the
natural location for the three fingers when the hand

 

18'Instruction to Checker-Cashiers,” National Cash
Register Company, Dayton, Ohio.

19"'Touch System' of Operation for National Check-
out Registers," National Cash Register Company, Dayton, Ohio.

20

is placed on the keyboard. The location of all
other keys is learned in relation to the three
home positions.

The home position for the second finger is

the 7 key. From this central location the second
finger learns the position of keys 5 and 6 below,
and 8 and 9 above.

The home position for the index finger is the

50 key. The finger is moved up one, two, three,
or four positions to reach the 60, 70, 80, or 90
keys, respectively.

The home position for the thumb is the 10 key.

From this position, it operates the one, two, three,
four, and 20, 30, and 40 keys.

Included in the National Cash Register's suggestions

are helpful hints for cashiers which show the major reasons

some checkers are avoided by customers. The reasons are:

AA AAAA" AA
\0 (I) \1 mm PM) N H
vv Vvvvv VV

A
H
O

V

(11)
(12)

(13)
(14)
(15)
(16)
(17)

20

Untidy check stand.

Dirty floor in and around check stand - paper,
vegetable taps, bags on floor, etc.

Untidy personal appearance.

Chewing gum or smoking.

Sitting on check stand — placing feet on stand.
Gossip about customers. ,

Carrying on conversation with customer in.adJacent
check stand - or another checker.

Impolite remarks about other store employees.
Lack of attention to customer and making replies
in undertones.

Flippant greetings such as "Dearle" - “Honey” —
"You Again,“ etc.

Asking customer price changes when in doubt.
Checking poorly marked item without calling price
to customer's attention.

Correcting mistakes in checking-—2 for--3 for,
etc.

Pitching merchandise to sackers when working as
a team.

Failure to step checking to answer customer's
inquiry.

Moving four or five items looking at all of them
with one glance--and memory-checking each price.
Sight-checking last four, five or six items
without moving each item as it is checked.

 

20"Instructions for Checkers," National Cash Regis-

ter Company, Dayton, Ohio.

21

(18) Inability to make change for lack of pennies,
nickels, etc.

(19) Register receipt paper runs out before trans-
action is completely recorded.

(20) Tossing register receipt at customer instead
of placing in sack with merchandise.

(21) Lack of willingness to step over and invite
customers to use your checking lane when other
lanes are overcroweded.

(22) Not being on duty when rush periods occur--
taking rest periods when peak traffic is in the
store.

These suggestions should be incorporated into the
checker training programs,by the instructora.in order to
decrease the possibility of any of the above listed inci—

dents happening in the chain's supermarkets.

Recommendations of Apthor

Some of the more important points that can be in-
corporated into the checker training programs are:

1. Include in the introduction the main reason the
employees are taking the course by explaining how the chains
Operate on a low net profit, and the price that must be paid
if the customer is undercharged.

2. The trainees should be encouraged to voice their
Opinions constructively about the training program.

3. There should be a question and answer session
at the close of each section of the program.

4. Trainees should be encouraged to ask questions
or offer objections at any time.

5. New employees should be trained separately.
Employees taking refresher courses should be trained at a

different time than new students.

22

6. Trainees should be instructed in the use of all
types of cash registers used by the company.

7. The trainees should be instructed in the use of
adding machines and calculators. If, in the future, the
trainee should become head cashier or store bookkeeper,
adding machines and/or calculators will most likely be used
in the work. Therefore, some knowledge of the machines is
necessary.

8. Instructions should include items of accuracy
in totaling the order and change making, customer greeting,
combination prices, wrong and illegible prices, giving the
customer the cash register receipt, and a cheerful ”thank
you6 and "good-by."

9. Trainees should be instructed on all types of
check-out counters used by the chain so as to facilitate
the movement Of personnel from store to store.

10. Instructions should also include tips on how
to keep an adequate supply of change, making change with
fewest pieces of money as possible, and the value of keep-
ing the cash drawer closed.

11. Instructions should be given on the value of
using the proper size bag (sack) for every order.

12. Instructions should include the proper sacking
of merchandise. Good customer relations depend a great deal
upon the proper bagging Of the purchases.

13. Instruction should emphasize the value of appear—

ance (both personal and physical).

23
14. Management should also follow the policy that
every cashier must take the checker training course. If
there is an impossibility Of having the desired number of
employees take the course, new instructors should be em-
ployed. If the backlog is only temporary, then some of the
better head cashiers could help out in the training program

until the accumulation has been alleviated.

Summary
The food industry is erratic in its ways. To find

any two concerns in the industry which will agree on one
method of performing some task is extremely difficult.
Practically the only things agreed upon are the basic re-
quirements needed to reach a certain end. The differences
arise among the companies in the food industry when the
means to arriving at the ends of profit and efficiency are
placed into effect. Because of these circumstances, the
author did not adhere to any specific program throughout
this chapter. In presenting these checker training programs,
the author has chosen what he considers to be good illus-
trations as means of arriving at the end sough in the check-
out operations.

The checker is an extremely important employee in
a supermarket. Through the cashier the store acquires a
good or bad name, because, in the customer's mind, the
checker is the company. The checker is a very important

means through which profits are made or lost in a supermarket.

24
Therefore, accuracy, personality, and Speed are needed by
the employee who will Operate the cash register. These
three necessities are skills that must be acquired and
developed. The acquisition of these skills may be had
through experience, but the development must come from a
more experienced source. This source is the instructor in
the company's checker training program. This training pro-
gram is designed to serve the needs of the customers as
well as the company. The program should be tailorbmade to
best serve the needs of the company for which the checker
training course was developed.

A good training program should be well planned be-
fore being put into effect. A schedule of operation should
be set up and the desired end should be known. The program
should take into consideration everything necessary for the
proper handling of customers, cash, and equipment. Where
the emphasis will be placed depends upon the particular
company the program will serve.

Once the program is set up, the decision to be made
is; ”Who will teach, and where?”. The instructors can be
selected from the more successful supermarket checkers.
Tact, patience, and understanding, on the part of the in—
structor, so vital in gaining employees' confidence, is
develOped through experience.21 The decision to have the
program carried on in the supermarket or at a central loca-

tion must also be made. There are many advantages to each,

21Ferguson, op. cit., 180.

25
although most of the larger chains perfer a centrally
located school.

After the above decisions are made, the employees
who will ever be in a position to operate a cash register
must be trained. Once trained, the employee does develop
accuracy, personality, and speed; and a better all-round
person can be detected. The cashier tends to appreciate
what has been done for him. Work has been made easier and
quicker, and an understanding for the need of the training
has been developed. There is a feeling that better things
are in the future in the way of promotions because of the
extra skill and knowledge acquired. Customers are handled
better, the company is served more efficiently. All in all,
a training program is a good thing, and a good thing is
something that everyone wants.

When you consider the fact that prior to checker
training our net losses on the cash register were
averaging over 1%, whereas trained checkers are A
limiting inaccuracies to less than one—tenth of 1%,
you can see the saving in money along. Add increased

customer confidence plus improved employee morale and
you have summed up the benefits of checker training.22

22
Ibid.

CHAPTER III
BAGGER (BACKING) TRAINING

At the checkout customers received their final -
and often most lasting — impression of the store
itself. 'Sacking' a customer's order so that it is
evenly ‘balanced and comfortable to carry is an ex—
tremely important part of the checkout operation.

It must be done with a minimum amount of time and a
maximum amount of efficiency.2

The check-out process is not completed when the order
has been totaled and paid for. Remaining is the important
function of bagging the purchases and assisting the customer
to the car with the goods.

The operation of bagging consists of the following:

1. Helping the customer place the merchandise on
the check-out counter.

2. Arranging each item on the counter so the checker
can more easily ring the merchandise on the cash register-~
this includes departmentalizing, placing items with prices
up. and keeping combination prices together.

3. Assisting the checker in every way possible by
checking on prices, obtaining case lots for the customer,

keeping a supply of bags on hand, and cleaning up around

the check-out counters.

 

23“Sad Sacking' Means Waste-~For YOu and YOur
Customers.'.'I nggressive Grocer, vol. 34, no. 11 (November,
1955). 127.

27

4. Bagging the merchandise.

5. Placing the purchases in the customer's car.

Usually, the new employees receive the Job of
bagging.

During the early 1930's when the supermarkets were
Just ”babies,“ at the peak of the depression, many markets
tried to eliminate the bagging operation entirely. The cus-
tomers were asked to bring their own bags, since the market,
in order to offer lower prices, stated that sacks could not
be furnished. The customer was also asked to pack the order.
The supermarkets soon found that the customers were dissat-
isfied with such a policy. Soon the bags and baggers were
back in the supermarkets. Prior to this time, there were
still other chains stressing the importance of having an

24 The bagger and/or carry-out

adequate system of sacking.
boy has become one of the symbols of the supermarket today.
Since the business of today's markets is service, the best
service shOuld be given. The best service is given when

the baggers are preperly instructed on the sacking of mer-

chandise.

Importance of Baggigg Correctly

Some of the reasons merchandise should be Placed

properly in the bags at the check-out counters are:

 

24"Gett1ng It in the Bag--Managers' Training Course“

Session 13," Chain Store Age, vol. 30, no. 9 (September,
1954), Insert between 7 7 .

28

1. For safety. A bag that is properly packes will
not rip and cause undue hardships upon the store and/or the
customer. Any merchandise that is broken in the store is a
total loss. Merchandise that is broken in a customer's car
is a double loss--a loss for the damage done to the car,
especially in the breaking of a bottle of bleach, and the
probable loss of a good customer who is extremely difficult
to replace.

2. For sanitary reasons. A quarter pound of butter
sitting on top of a can of lye, or a cake of cream cheese
spressed down on the top of a bottle of bleach is unsanitary
because Of the poison that can be absorbed by these foods.
Many other instances can be sighted which would show a defi-
nite danger to one's health, but the main objective is to
avoid such cases through correct bagging.

3. For convenience. A large order which is evenly
spread over several bags is much easier for the customer to
handle than an order that has the heavy articles in one bag,
and the light ones in another. By evenly distributing the
weight throughout the sacks, the handling and emptying of
the bags are greatly facilitated.

4. For efficiency. Bags are expensive and their
waste can mean an impairment to profits. Selecting the
right size bag is important. If an order is placed in a
bag which is too small, the bag will tear and the order will
therefore have to be repacked and time is wasted. Using too

large a bag continuously can also harm profits.

29

5. For goodwill. A job well done is appreciated
by all, and a customer treated right is the best friend a
store can have. This customer will advertise by word of
mouth by telling her neighbors about the wonderful service
received at the supermarket. Advertising by word of mouth
(of a customer) is one of the least eXpensive and best ad-
vertisements any market can have.

6. For speed. Since a great deal of the customer's
time spent in a supermarket is at the check-out counters,
speed is essential to maintain a steady flow of traffic,
thereby eliminating the ”bottleneck” at the checkstands.

We have seen customers wait so long they lose

patience, throw their purchases to one side, and
stalk out of the store empty-handed . . . all be-
cause he Check-Out was hopelessly crowded and
slow!

Bagging is easier and faster when done right, thus,
speed becomes natural with correct sacking. The quicker
the customer's order is bagged, the sooner another customer
can be checked out.

7. .To save customer complaints. When a job is
done right and the customer is satisfied, complaints will
cease. Complaints lead to "badwill" which is the starting
point for failure. By keeping the customers happy, manage-

ment is satisfied and profits rise.

 

25Scott Store Advisory Service, "Here is What We
Found Out About Check-Out Operations,'I Check-O t, Scott
Paper Company, Chester, Pennsylvania.

30
The supermarket of today is a service center. The
store is designed for the comfort of the customers. More
and more merchandise is being added in the non-food lines
to make the supermarket a one-stop shopping center, thus
contributing greatly to the convenience of the customer.
Many other services have been added to make the customer's
visit more enjoyable. One of these services is bagging.
Since bagging is a service to the customer, the job should

be performed correctly.

Correct Method of Bagging

The new employee is usually the person who receives
the job of bagging. This employee must be taken aside by
someone in authority, probably the assistant manager, and
instructed on the importance and methods of correct sacking.
The assistant manager should instruct on how the job is
done and show the new employee how to do it (the job). The
new help should then work with an eXperienced bagger so the
method of sacking may be observed.

In most of the larger chains, the formal training
on the bagging of merchandise is conducted in the checker
training school for the benefit of the checkers. The
training a bagger gets is the informal training during
actual experience. Since the job of bagging merchandise
in a supermarket is relatively simple, an informal training
procedure is sufficient. But,'because of the importance of

getting the job done accurately, there must be some

31

eXplanations and demonstrations on proper bagging for the
benefit of those who are to perform the task. Written lit-—
erature could be used to explain the importance of the job
and what is expected of the bagger.

There are three things a bagger should do:

1. Greet the customer with a smile and give cour-
teous service.

2. Be ready to assist customers and checkers when
necessary.

3. Be willing and able to help other employees
keep the store clean.

The bagger should be instructed on how to bag at
top speed and how'to.adjust his speed to that of the checker
so the team operates as a co-ordinated unit. The bagger
must also be held responsible for having a sufficient supply
of various size bags and for remaining at his post at all
times during a peak period unless a replacement can be
obtained.

To perform the job correctly, the bagger should:

1. Assist the customer, whenever possible, in un-
loading the bascart.

‘ 2. Be sure that all merchandise has been removed
from the bascart--pay particular attention to the bottom Of
the bascart for merchandise the customer might have missed.

3. Keep prices turned up, combinations together,
and items departmentalized when placing them on the check-

stand.

32

4. Obtain any merchandise, at the customer's re—
quest, which she (the customer) might have forgotten to
purchase.

5. Aid the checker in any problem she might have,
such as checking prices, securing change, calling the
manager, etc.

6, Select the proper size bag.

7. Open the sack with two hands so the bag stands
by itself.

8. Build a solid foundation using canned or
glass goods.

9. Place only two rows high of a standard size
“can in the bags.

10. Place cartoned merchandise and meats in the
middle of the sack, on top of the cans. Be careful not to
sack too many heavy articles in one bag, such as several
five pound boxes. Each bag should be approximately the
same weight. This means three medium weight bags instead
of twO heavy ones.

11. Items such as eggs, bread, and fresh tomatoes
should be placed 1 , rather than on the top of the bag.

12. Bleaches and ammonia are to be placed in a
separate bag.

13. Frozen foods and ice cream products are to be
placed in insulated bags before sacking.

14. Wet produce is to be placed in smaller bags

first so the moisture will not weaken the larger bag.

33

15. Bleeding meats, such as liver, should be placed
in smaller bags, before sacking, so other merchandise will
not be soiled because of a leaking package.

16. Butter and cream cheese should be placed in a
separate bag since both products readily absorb odors that
could cause them to spoil, or which might change their
taste. '

17. Ask customers to place small crushable items,
like yeast, in handbags.

18. Use both hands to bag an order.

19. Check for torn bags before turning sacks over
to the customer.

20. Do not sack awkward parcels.

21. Place cash register receipt in every order.

22. Never try to put too much in one bag.

23. Be careful when placing sharp—cornered items
into bags to avoid tears.

24. Use small items to fill in the spaces between
larger objects.

25. Place all loose produce items into small bags
first. Items such as berries must be handled with extra
care.

26. Do not attempt to place all of the perishable
items in the top of the same bag, or in a bag by themselves.

27. If there is more than one bag, take them to

the customer's car.

34

28. Place merchandise safely in the customer's car.
The best place for the order is on the floor behind the
front seat leaning against the back seat of the car. In
placing merchandise on car seats, due care must be taken so
the merchandise will not tOpple over because of sudden stops.

29. Thank the customer with a smile and ask her to
return again soon.

30. Be on the constant lookout for shoplifters and
report any incident to the manager immediately.

31. Be neat, clean, and well mannered.

Summary

The bagger, in most cases, is the last person with
whom the customer comes into contact. This person must,
therefore. make a good impression upon the customer. The
bagger must be fast, neat, and polite. As part of the
check-out operation the bagger shares the important respon-
sibilities of the checker. The job must be performed right,
and to the customer's liking. Thus, the orders must be
bagged correctly and the right method must be used.‘ A
customer who returns home from the supermarket with her
purchase and finds tomatoes on the bottom of the bag,
butter next to soap, or blood on the merchandise can become
very antagonistic. To stop the antagonism caused by things
such as this, the baggers must be instructed on the proper
sacking of merchandise. A simple way to lose a customer is

to damage merchandise for which full price has been paid.

CHAPTER.IV
CHECK-OUT COUNTERS

Speed is important . . . but speed should not

give away your profits. Increased checkout speed

without item control also increased the hazard of

check-Out errors, literally gives away market profits.

Each year, millions of dollars of profit slip through

the checkstands of markets across the country. During

peak periods, when tension mounts and the need for

speed becomes more urgent, the possibigity of human

error just naturally becomes greater.2

A checkstand that is "all” speed or "all" accuracy

in the check-out operation is not an instrument that is
giving management and/or the customers what is desired. In
order that these desires may be filled, a checkstand which
is both accurate and fast must be designed. A customer is
willing to pay for what is purchased and nothing more. Be—
cause of low net profits, managements demands that the cor-
rect price be charged for merchandise and that the right
amount of change be given to the customer. Therefore, both
management and the customer are interested in accuracy.
On the other hand, the majority Of customers do not like to
stand in line to be checked out. Management would like the
customer checked out as quickly as possible so that impati-
ence on the part of the patrons is held to a minimum.

Therefore, management and customers are also interested in

speed.

 

26'Accromatic Checkstands,“ The Zephyr System,
El Monte, California.

36
Most manufacturers of checkstands, as well as food
chains using a certain type of check-out counter, are biased
about the particular piece of equipment they manufacture or
use. Because of this biased‘feelingthe author will present
the material and let the reader make his own decision regard?

ing the merits of each checkstand.

Ilpportance of the Most Suitable Check-out Counter
The check-out stands used by a company are designed
to serve the needs of that organization. The requirements
of the check—out counter are decided by management. Some
of the important basic requirements are: speed, efficiency,
accuracy, floor Space used, accessibility, and design. Just
how much speed will be needed from the checkstand, how ac—
curate it should be, how much floor space will be covered,
how easy will the cashier be able to check and bag, and
what shape the counter will be, is decided by the managements
of the food chains and what they expect from a checkstand.
Recently,the management of American Stores Company,
in order to select a checkstand, conducted tests to decide
whether the Turntable (Spec-dee), Belt, Pushpull, or the
Stationary top (Acme-American Stores') was the most suitable
type of counter for their use. The following is a summary

of the American Stores Company investigation.27

 

2
7American Stores Company, Op. cit.

37

VARIABLES WHICH AFFECT CHECK STAND CAPACITY

The size of order.

A fifty cent order requires the same amount of time
to take a sub-total, total, and make change as a
$5.00 order.

The composition of the order.
Meats run into dollars much faster than baby foods.

The flow of traffic.
The steadier the flow of customers, the fewer delays
and the faster the cashier works.

The method of checking.
Assembling merchandise before it is rung slows down
the operation.

The personnel.

(1) Number. Each operator added to the stand in-
creases output, but at a declining rate.

(2) Competence. There is a wide spread in the
speed at which trained cashiers can ring mer-
chandise, and comparable differences in the
productivity of unloaders and sackers.

(3) Organiggtion. When four Operators are used,
two average baggers have no difficulty keeping
up with a fast cashier and unloader, while
with three operators, it takes a fast bagger
to keep up with an average unloader and cashier.

(4) Morale. How much production is obtained on
any check stand obviously is influenced by how
much productivity the operator wants to obtain.

(5) Teamwork. When two or more people are operat-
ing a stand the way each person performs his
part of the job, of course, has a bearing,
favorable or otherwise, on the performance of
the next operator in line. A smart job of un-
lOading makes for easier and faster ringing.
Where and how far the cashier pushes the mer-
chandise as she rings it speeds or slows sacking.
With three people to a stand, when a small order.
sandwiched between two large ones reaches the
cashier, this gives her an opportunity to sit
back and wait for the unloader and bagger to
catch up - or an opportunity to lend a hand to
the bagger.

(6) Fptigpe. When this factor creeps up depends,
of course, on the operator and the pace at
which she works.

The cashiers who helped us on these tests worked
under conditions comparable to the Friday rush

38

periods. While they were most c00perative, we
found they slowed down after working two or
three hours under pressure.

Miscellaneous.

The time of the day, an error or mix-up in orders,
the mood operator is in, whether she has Just
stepped into the check stand or has been there long
enough to "get in the groove,” likes or dislkies the
stand, are additional variables which affect output.

CONTROL OF VARIABLES IN TESTS

Size of order.

As a means of eliminating these variables affecting
capacity, the same 12 orders, averaging 18 items,
and $6.00,were used on all four stands tested.

Composition of order.

This practice introduced another variable - famili-
arity with prices and composition of orders. This

we minimized as much as possible by getting figures
on all stands after all the operators were familiar
with the orders.

Flow of the traffic.

In all the tests on all the stands, orders were
delivered as rapidly as operators could handle them,
and the trainer acting as customer always had her
money ready.

Method of checking.

When three and four operators were used on the
SPEEDEE and BELT and PUSHPULL stands, the unloader
was able to make a complete assembly most of the
time. When one and two operators were used on
these stands, no assembly was required.

Personnel.

(1) COMPETENCE: All four cashiers used for the
tests were trained, and well above average in
competence. Two operated SPEEDEE stands in
their stores.

(2) ORGANIZATION: When three and also four opera-
tors were used, the two fastest girls were
used as unloaders and cashiers on all stands.

(3) MORALE: This was exceptionally favorable be-
cause of the interest the girls took in the
experiements. '

(u) TEAMWORK: This was extraordinary, because
of the competence of the girls, and their ex-
ceptional morale.

39

(5) FATIGUE: An attempt was made to eliminate this

by providing a rest period whenever it began to
show up.

6. Miscellaneous: Every effort was made to control
these factors, but without complete success, as
evidenced by the figures on certain runs on all
types of stands.

7. An accurate assembly of merchandise was required on
the ACME stand at all times.

The following tables, as compiled by the training
instructors of American Stores Company, give a break down
of the tests performed by management. The four types of
checkstands: the Turntable (Spee-dee), the Belt, the Push—
pull, and the Stationary (Acme), were used in the test.

The stands were tested with one, two, three, and four
operations per stand. The dollars checked, average dollar
per hour, average dollar per man hour, percentage dollar
errors, and the number of department errors were recorded,
according to the type of checkstand and the operators.

The test on check—out counters by the American
Stores Company indicates several interesting points. With
a single operator, the Turntable (Spee-dee) was the fastest
checkstand while the Stationary (Acme) was the slowest,
based on the average dollars checked per hour. But, the
difference is not as great as it seems (lhfl), since several
of the tested checkers averaged more dollars per hour on

the Stationary (Acme) that they averaged on the Belt or

Puehpull.

40

TABLE I

SINGLE OPERATOR

Complete assembly on PUSHPULL and ACME
N9 assembly on SPEEDEE or BELT

W

SPEEDEE BELT PUSHPULL ACME

 

3 Checked $1709.04 $1033.36 Is1851.u6 $1352.99

Ave rage 3
per hour 305.55 298.20 271.80 266.70

Difference between fast stand (SPEEDEE) and
Slow (ACME) $38.85 per hour, or 10%.

Mar .

5 Checked $ 356.05 3 28a.su s 569.68 3 356.05

Average 3
per hour 307.20 29U.00 303.60 280.80

Lorraine
3 Checked 3 027.26 3 027.26 e #27.26 $ 280,80

Ave rage $
per hour 306.60 305.u0 269.u0 276.00

Mar aret
3 CEEEEed 3 #27.26 3 356.05 3 u98.u7 e 28b.8u

Average 8
per hour 300.60 277.80 2b5.b0 250.80

Pauline
5 Checked $ “98-“7 3 356.05 3 356.05 $ “27.26

Average 3
per hour 307.80 315.60 268.80 259.20

‘— ‘—

 

 

—'
.J-

 

 

—_‘-:—

 

01

TABLE II

TWO OPERATORS
Complete Assembly on PUSHPULL and ACME
fig assembly on SPEEDEE or BELT

 

 

 

 

 

 

SPEEDEE BELT PUSHPULL ACME

 

Average of All Operators

 

Av. t PMH.’ 3 527.60 s 088.00 $ 063.20 8 069680
0 0.)

3 Spread 222.05 190.20 191.00 203.10

% Spread 72.16 63.8 70.0 76.2
(13.9)

 

Two Fastest Operators

 

 

 

 

 

3 Checked 3 027.26 3 280.80 $ 356.05 3 356.05

AV. t PMH.* 537.60 513.00 081.20 522.60
Difference between fastest (SPEEDEE) and
slowest (PUSHPULL) is $57.00 per hour or 12%

fi— Two Slowest

3 Checked s 356.05 0 280.80 $ 356.05 3 280.80

Av. RPMH.* 511.20 083.00 035.00 439.20
Difference between the fastest (SPEEDEE) and
slowest (PUSHPULL) is $76.00 per hour or 17%

Fast and Slow Combination
8 Checked 3 027.26 3 213.63 3 356.05 $ 213.63
AV. $ PMH.’ 53#.00 “69.20 073.00 HH?.6O

Difference between fastest (SPEEDEE) and
slowest (ACME) is $87.00 per hour or 19%

 

 

*PMH. — Per man hour.

02
TABLE III

THREE OPERATORS
Unloader, Cashier, Bagger

A practically complete assembly was made on all
stands by the unloader.

H

 

_:-_
fl

SPEEDEE BELT PUSHPULL ACME

 

3 Checked 3 356.05 3 280.80 3 356.05 33 356.05

 

 

 

 

 

 

 

 

Av. 8 Per
Hour 583.80 506.00 586.80 585.82
The same operators were used in the same
position on each stand.
Difference between the fastest stand (PUSHPULL,
$586.80) and the slowest (BELT, $506.00) $00.80
per hour or 7.5%.
TABLE IV
THREE OPERATORS
Cashier - Two Baggers RITE Unloader-Cashier—Bagger
8 Per 5 3 No.Dept. 3 Per Z 3 No.Dept.
Stand Hour Errors Errors Hour Errors Errors
Spee-dee $500. 2.0 . 088 5 $538. 80 1. 39 0
Belt 502.00 .091 0 506.00 0 0
PRIBIIPull 099.20 .00 0 586.00 0 0
Acme 575.00 .011 0 585.00 0 0

 

 

 

 

03

TABLE V

FOUR OPERATORS
Unloader, cashier and two baggers

A practically complete assembly was made on all
stands by the unloader.

W
SPEEDEE BELT PUSHPULL ACME

 

0 Checked s 213.63 0 027.26 s 356.05 0 356.05

Av. 3 Per
Hour 600.00 602.60 601.00 657.00

The same operators were used in the same position
on each stand.

Difference between fastest stand (Acme, $651.00)
and slowest (PushPull, $601.00) is 315.60 per
hour or 2.5%.

 

With two Operators, grouped into the two fastest
and the two slowest, the Turntable (Spee—dee) again was the
quickest but the Pushpull was the slowest. With a fast
and slow combination, the Turntable (Spee—dee) and Stationary
(Acme) were the fastest and slowest, respectively.

As the number of operators increased, up to four
with an unloader, cashier, and two baggers, the Stationary
(Acme) became the fastest and the Turntable (Spee-dee) the
slowest.

With three operators, a cashier and two baggers, the
Stationary (Acme) averaged more dollars per hour With less
errors than the other three checkstands. With an unloader,

cashier and bagger, the Stationary (Acme) was one dollar

00
behind the fastest checkstand, the Pushpull, in dollars per
hour and also had no errors.

The conclusions that can be drawn from these tests
are:

1. Although there is a spread of fourteen per cent
between the fastest and the slowest checkstand with a single
operator, Speed is not very neCessary in this case. Single
operators are usually used when there is no rush of customers
at the checkstand, therefore, the customers do not have to
wait in line an extensive amount of time.

2. With four operators, the four checkstands oper—
ate at about the same pace. During rush hours each stand
can check about as many dollars, since four operators are
usually used during a rush period.

3. The number of errors was less on the Stationary
(Acme) than the other checkstands when a cashier and two
baggers were used; also when an unloader, cashier, and
bagger were used.

The Stationary checkstand used by American Stores
performs as well as the other three checkstands and costs
less to install, therefore, there is no reason to change to

one of the other types.

The Development of the Checkstand
The last ten or fifteen years have brought about a
remarkable change in the handling of merchandise at the

check—out stand. Before the change, which came after the

05
Second world War, the bascarts had removable baskets. The
customers would make their purchases and proceed to the
check-out stand where the cashier would lift the basket on-
to a stationary counter and check the merchandise out of
the basket. Much time was consumed in bending, lifting, un-
packing, sorting. checking, collecting, and bagging the
merchandise. Time was wasted and the cashiers were prone to
commit many errors due to fatigue and the absence of a sys-
tem Of checking. Something had to be done to speed-up the
checking operation and decrease errors and customer dis-
satisfaction.

The first improvement was a checkstand that had
more counter area. The advantages of more space are best
explained by the following quotation:

. . items being removed one at a time from
the basket did not allow customers the full benefit
of group prices because at times identical items
priced in combination became separated when checked.
. . . because all merchandise in the basket was
mixed together, department keys had to be changed
frequently, a further cause of error. Added to
these possibilities was the checker' a failure to
lift one item at a time out of the basket, preferring
instead to remove four or five items at one time,
then ringing them all together. Then again, what
was to be done with customers who insisted gg carry-
ing purchases to the checker in their arms?

More counter area enables the cashier to assemble
orders before checking, also, the merchandise can be re-
moved from the basket, which remains on the carriage, a few
items at a time. The new checkstand Operation results in

28Ferguson, op, cit., 178.

06
less physical strain and fatigue on the part of the cashier
and the customers receive full benefit of group prices be-
cause combinations are kept grouped. The merchandise can
be departmentalized on the checkstand, thereby decreasing
the possibility of department errors. Also, there is room
for customers to place merchandise on the checkstand which
is carried without using a bascart. Although the possibi-
lity of error was reduced with the more spacious checkstand,
the cashier was still required to take many steps and had
many functions to perform with the result that the speed of
the operation was not greatly increased.

The next development was unloading of the bascart
by the customer. This made the cashier's Job easier since
the customer does the lifting and sorting (to a certain de-
gree). A checkstand was then designed with a pull-bar
slide, which was known as the Pushpull. The top Of the
stand is extra long and narrow, and extends beyond the reg-
ister in the direction of the interior of the store. The
stand is about eight feet long with the cash register usual-
ly placed at the middle of the counter.

As the check-out area is entered by the customer,
she places the merchandise on the first part of the check—
stand. The cashier, by means Of a “U" shaped bar, pulls
the merchandise to the register and returns the bar to its
former position at the front of the checkstand. As the

checker tabulates the merchandise, the purchases of the next

07
customer are placed on the first part Of the counter, and
the procedure continues.

Maintain Store Engineering Service, Incorporated,
Of Woburn, Massachusetts manufactures this type of check—
stand in two sizes. The specifications of the checkstands
are:

All metal base.

Rugged, heavy gauge stainless-steel top.

Birch pull-bar slide.

Sloping front for ample leg room.

Top size: 7'—9” long, 19" wide, 30" high, and

Top size: 9' long, 21'I wide (bagger end 02"

Wide) 30" high.

Finish is Buff baked-on plastic enamel.29

With the advent of the Pushpull check-out counter
came a number of changes in the designing Of checkstands.
Companies such as Deer Lodge Manufacturing Company; Fried-
rich (Becht) Refrigerators, Incorporated; Maintain Store
Engineering Service; The Zephyr System; Hussmann Refrigera-
tion, Incorporated; Durable Fixture Company; The Bulman
Corporation; Almor Company; and Spee-dee Checkout Systems;
have done a remarkable Job in developing mechanical check-
stands. A description of the various checkstands manufac—
tured by the above mentioned companies will now follow.

With the Pushpull check-out counter, the cashier
has to pull the "U" shaped bar, loaded with merchandise,to
the cash register. Many times the order is so large the
checkers do not have enough strength to pull the loaded bar.

Thus, time is qaent either getting aid, or in stretching

 

29Maintain Store Engineering Service, Inc.

08
for the merchandise. Often times merchandise is crushed or
broken because of the weight shifting to the back of the
bar. COnveyortype checkstands Were designed to eliminate
these faults.

A moving conveyor belt Was substituted for the pull-
bar on top Of the counter. The movement of the belt is con-
trolled by the cashier by means Of a foot pedal or hand
switch. As the customer approaches the checkstand, the
cashier (should). with a friendly greeting, tactfully ask
the patron to place the merchandise on the conveyor belt.
The checker starts to tabulate the order when the items are
placed on the conveyor. By using the foot pedal or hand
switch to bring the items to her side, the cashier provides
more room for the customer to continue unloading the re—
mainder of the order on the conveyor. When each item is
checked and moved six inches, the cashier again starts the
belt to make room for the customer's purchases, to bring
more merchandise to be checked, and to carry tabulated items
to the bagger. Thus, the Job of pushing the merchandise to
the bagger is eliminated since the conveyor belt does the
work.

Since the movement of the belt is controlled by the
cashier, human Judgment is involved and human error is bound
to cecur. Because of human error, merchandise can move
past the cashier without being charged causing,losses to the

supermarket.

09

A checkstand that would aid the cashier in checking
every item is necessary. The check-out counter that assists
the cashier in this wayvvould also have to be fast, assure
less work for the checker, and separate orders to prevent
errors by the bagger. A checkstand designed to perform a
fast, efficient, and accurate Job with minimum effort is
the ”Pacemaker," manufactured by the Deer Lodge Manufactur-
ing Company of San Bernardino, California. Features of the
”Pacemaker” are: no customer participation; checker remains
in same position throughout entire sales operation; customer
sees register and scale simultaneously with no cart inter-
forence.

The operation of the "Pacemaker" is relatively simple.
There are no cigarett or similar counters at the entrance.
Upon approaching the check-out area, the customer leaves
the bascart in the Opening between the register stand and
the counters. The checker uses her left hand to unload the
bascart and her right hand to tabulate the order. The
checker places the merchandise upon the conveyor belt which
carries the merchandise to the sacker. A separator bar is
used to divide orders if the bagger does not finish the first
customer's purchase before the checker starts tabulating the
next order. The patron, without having to do any unloading,
stands in the check-lane and observes the register, scale,
and items being checked. When the cashier has emptied the
bascart, it is pushed back by the checker and nested with

other carriages. The cashier totals the order, collects

50
the money, and the transaction is completed with a minimum
amount of effort on the part of the customer and the checker.

Another system designed to prevent merchandise from
passing the cashier without being checked was designed by
the Fredrich (Becht) Refrigerators, Incorporated of San
Antonio, Texas. The conveytaelt of the Becht checkstand
carries merchandise from the entrance of the checkstand to
the cash register. The customer places the merchandise on
the conveyor. After an item is tabulated, the checker must
push it the rest of the way down the counter to be bagged
since the conveyor ends at the cash register. By compelling
the cashier to handle the items separately, the possibility
of an article passing the checker without being included in
the total is greatly decreased. The becht also has a divider
bar so two orders may be bagged simultaneously.

The “Pace-O—Matic," by Maintain Store Engineering
Service, Incorporated of Woburn, Massachusetts, is a single
belt type of checkstand. At the cash register a stationary
bar, about one inch square, is placed over the conveyor belt.
As the merchandise is placed on the conveyor belt it is

carried to the bar which stops the goods while the belt con-
tinues to move. The cashier must lift the merchandise over

the bar, item by item, as the order is tabulated. The con-

Veyor then carries the goods to the bagger. The stationary

bar is designed to eliminate the possibility of merchandise

being carried past the<3ashier without being checked. The

51
"Pace-O-Matic" has a divider bar for separating orders when
the checker is ahead of the bagger.

The "Accromatic,” by the Zephyr System of El Monte,
California, is very similar to the "Pace—O-Matic." The
difference, except for the actual physical shape of the
checkstand, is that the ”stop" bar, on the ”Accromatic,"
automatically halts the moving belt when merchandise comes
into contact with the bar. The belt resumes running after
the items are removed from against the bar, tabulated, and
transferred to the other side. Because of the necessity
of lifting each item, few articles pass the cashier without
being checked.

The “Auto-Flo,” by Hussmann Refrigeration, Incorpor-
ated of St. Louis, Missouri,.and the "Duramatic,“ by the
Durable Fixture Company of Cleveland, Ohio, are two belt
checkstands, with dead plates that divide the conveyors.
The rear conveyor usually moves continuously throughout the
tabulating process, while movement of the front belt, on
which the customer places the merchandise, is controlled
by the cashier. When a customer places her purchases on the
first belt, the cashier starts the conveyor to transport
the merchandise to the dead plate. Each item stops on the
six inch wide dead plate. The cashier,ivhile checking the
order, must then push the merchandise, item by item, to the
rear conveyor so the goods will be carried to the bagger.

Both.the "Auto-Flo" and the 'Duramatic” have a deflector or

52
or a divide bar to keep tabulated orders separated so they
will not be mixed by the bagger.

The "Automatic,“ by the Bulman Corporation of Grand
Rapids, Michigan, is a two belt checkstand. This check-
stand counter works on the same principle as the "Auto-Flo”
and the 'Duramatic" checkstands. The two conveyor belts are
divided by a plate which is about six inches in width. The
plate, which is called the "Micromatic Plate," is located in
the same position as the stop bars and dead plates. The
”Micromatic Plate" stops the first belt as items accumulate
for checking, starting it again when the cashier tabulates
the articles and slides the merchandise off the plate onto
the rear conveyor. The rear belt moves continuously through-
out the tabulating of the order, carrying merchandise to the
bagger for immediate sacking. A spring-loaded, hinged
divider bar keeps merchandise separated when the checker
starts a new order and the bagger is working on the previous
one.

The “Check-Eze," by the.Almor Company of Detroit,
Michigan, is constructed on the same order as Bulman's
”Automatic." The “Check-Eze" is a two belt system with a
divider plate about twelve inches wide. An electronic eye
mechanism placed Just ahead of the dead plate, stops the
first conveyor as each item of merchandise reaches the
cthier. The leader conveyor is automatically started as
the item is moved out of the beam of the electronic eye on-

to the second belt, stoppdng the first conveyor again as

53
the next item is delivered to the cashier. A divider bar
separates the orders for the bagger when more than one is
tabulated and on the checkstand.

A checkstand that is different in design, operation,
and appearance, than any counter heretofore mentioned is
the "Spee-dee' of the Spec-dee Checkout Systems, Grand
Rapids, Michigan. The "Spee-dee' checkstand is designed to
accomplish three important goals: (1) to eliminate "bottom
basket pilferage"; (2) to create easy cart diaposal; and
(2) to facilitate the job of the cashier. The design of
the checkstand is responsible for the attainment of these
goals.

The "Spee—dee" check-out counter has a circular
turntable at the customer's entrance to the checkstand. If
an imaginary line is drawn parallel to the checkstand (a
line that follows the same direction as the checkstand con-
veyor belts mentioned earlier in this chapter) and placed
on the turntable so that the line forms the diameter of the
turntable, the position of the cash register and the cus~
tomer unloading location can readily be identified. Imagine
the turntable as the face of a clock with the twelfth hour
located at the front of the turntable (the customers' en-
trance) where the diameter line intersects the rim of the
disc. The customer enters the check-out area and takes the
merchandise to the left of the checkstand where the items
are jplaced on the turntable between twelve and three o'clock,

according to the disc. The cash register is located on a

54
platform that covers the disc between three and six o'clock.
As the merchandise is placed on the turntable by the custom—
er, the cashier starts the movement of the disc, which is
counterclockwise, to bring the order around to be tabulated.
When the merchandise makes the circle of the disc, the edge
of the counter, which supports the cash register over the
turntable, forces the goods off the disc to the side of the
cashier. As the cashier checks the items, they are pushed
down a slight grade to the sacker. When the customer has
finished unloading the bascart, it is pushed straight ahead,
on the left side of the checkstand, where the cart is nested
with those from previous orders. The nested bascarts remain
along side the checkstand on the cashier's right-hand side.
The customer moves to the other side of the check-out
counter, pays for the merchandise, and leaves.

The three important goals are readily obtained by
the "Spee-dee" check-out counter. "Bottom basket pilferage"
is eliminated since the bascarts are nested along side the
checkstand, therefore, unchecked merchandise does not leave
the check-out area; baskets are nested after unloading; and
lifting or stretching by the cashier is greatly reduced
since the merchandise is brought to the cash register by

means of the turntable.

Comments by the Authgg
With the many new innovations incorporated into the

check-out counters, the question may be asked, ”What next?".

55

Actually, there are many more improvements that can be made
to the checkstands. The conveyor belts can be made longer
so several persons can unload their orders simultaneously.
Thus, the "Waiting time" of the customer would be decreased
since she would be able to unload her bascart sooner. More
than one order would also be ready to be tabulated, thereby
decreasing loss of time by the cashier waiting for the con-
veyor to be loaded. The Speed of the belt could be regulated
according to the speed of the particular cashier operating
the checkstand. By regulating the speed of the conveyor to
that of the cashier, the checker would be more inclined to
check for a longer period of time without any great fatigue,
because, she (the checker) would be maintaining her own
steady pace and not the pace of a machine. The cashier
would also be less inclined to err, since the speed of the
operator depends on the individual, causing less fatigue
which is a great cause of errors at the check-out counters.

The height of the cash register stand has a great
deal to do with the loss of efficiency. If the cash regis—
ter is too high, the checker must move her eyes an excessive
distance which is tiring. Eye strain is a contributing
factor to the slowing down of the check-out operation and
making errors. By having the cash register on a lift that
could be lowered or raised to suit the height of a particu-
lar checker, the possibilities of eye fatigue would be

greatly lessened.

56

Summary

Since the chains operate on a net profit on sales of
about one per cent, errors must be minimized. An attempt
is made through checker training to decrease errors, but
the proper equipment must also be used to secure greater
accuracy. Proper equipment includes a checkstand that will
make the cashier's work easier and enable her more time and
energy to tabulate orders, collect money, and make change.

Efficiency and accuracy, combined with speed and
serviceability.are the qualities sought by management in a
checkstand. When management finds a check-out counter that
meets these requirements, and the counter is superior to the
checkstand being used, a change should be made. But, if
management is satisfied that their checkstands are not
obsolete, as the case was in the American Stores' test,
then there is no reason for new checkstands. However, the
important basic requirements of a checkstand, which are;
speed, efficiency, accuracy, area, accessibility, and design,
should not be overlooked.

A checkstand that is efficient and accurate, and
has servieability and speed, may not suit a particular super—
market if it is too large, inaccessible, or extreme in de-
sign. If a small supermarket requiring four checkstands is
GQuipped with counters that,are too bulky, the required
amount of check-out counters will not be installed for lack

of floor area. A checkstand that is difficult for the

57
customer and/or the cashier to enter or leave, does not
serve the full purpose of management, since any complaint
by patrons or employees may eventually lead to a decrease
in profits through the loss of customers. A checkstand
that has a design which is not in accord with the design of
the market, such as an antique looking check~out counter in
an ultramodern supermarket, is out of place. These and
many other points, like cost and durability, must be con-
sidered before a checkstand is decided upon. Therefore,
management must choose the checkstand that best suits its

particular type of operation, and base their decisions on

known facts.

CHAPTER V
THE CASH REGISTER

. . . . the problem at the check-out stand is
a relatively simple one. The only Job to be done
is to check out the merchandise. The only knowl-
edge required on the part of the checker is the
ability to record prices accurately, plus facility
in operating the cash register. In a CLERK-SERVE
store the problem is much more difficult. The
clerk must not only do everything that the checker
does, but, in addition, must assist the customer
in selection of merchandise and must actually assem-
ble it on the counter. In a CLERK—SERVE store a
clerk must be in attendance upon every customer ALL
of the time she is in the process of selecting mer-
chandise, having it recorded, and paying for it.

In a SELF-SERVE store that period of contact with
store employees is limited only to the time required
to record the sale.

The cash register itself can never be a limiting
factor. An electrically-Operated check-out. . . .
is capable of operating faster than any operator can
accurately check out merchandise. Therefore, we need
give no fu§8her thought to the register as a cause
for delay.

The past half century has seen many changes in the
method of handling money received from customers. In years
gone by, the cigar box and a drawer with a bell were the
favorite places for keeping the cash receipts. As methods
of merchandising improved, so did methods of tabulating the
orders and collecting payments on purchases. With the early
cash register, the clerk had to list the prices of each item

in a column and add_the total. The total amount of the order

 

30John M. Wilson, 'A Customer Already Buying, Won't
Leave. . . One Waiting, May!,' National Cash Register Company,
Dayton, Ohio.

59
was then rung on the register and the money received placed
in the drawer, which opened. With the advent of the super-
market, a new method of tabulating merchandise had to be
found. A cash register was designed that could add the
prices of the goods and keep a record of the department
sales from which the merchandise was purchased, as well as
keeping a record of total sales tabulated. Thus, with a
new era in marketing, also came a new method of tabulating
orders and collecting cash receipts.

There are three basic types of cash registers used
in the self—service supermarkets today: The Standard and
Change Computer of the National Cash Register Company of
Dayton, Ohio; and the Sweda of the Sweda Cash Register,

Incorporated of Chicago, Illinois.

The Qgtiongl_ggsh Register Company

People who shop in supermarkets have certainly seen
the Rational Cash Register. This cash register is as much
a part of the supermarket as the groceries. Customers have
come to know and depend upon the Standard model of the
National Cash Register Company. Recently, the company has
introduced a new model, the Change Computer. For the benefit
of the reader who is not familiar with either the Standard
or the Change Computer, the author will briefly describe

the operations of the two cash registers.

60

The Standard National Cash Register. The exterior
of the National Cash Register consists of the indicator on
top, the keyboard in the center, and the cash drawer on the
bottom of the register.

The indicator is used by both the customer and the
cashier to read the amount of each item tabulated and the
sub-totals and totals of the order.

The keyboard of the cash register is that area upon
which the cashier performs the mechanical functions of
checking. This area includes the exterior operating parts
with the exception of the release lever and the cash drawer.
The keyboard consists of the tape opening, checker identi-
fication keys, tabulating keys, department keys, the total
lever, and the motor bar. -

When an order has been tabulated and totaled, the
register receipt is discharged at the tape opening. The
register receipt, which is given to the customer, is a de-
tailed list of the merchandise tabulated, item for item,
designating the prices charged, the departments, and the
total amount of the order.

The checker identification keys, which are usually
lettered from A to D, are used to identify the cashier
operating the register. (The register will not operate
unless an identification key is pressed.) When the checker
is assigned to a cash register, she is also assigned an

identification key. The letter of the key used by the

61
cashier, the number of the register, and the date, appear
on the customers' receipts. If any questions are raised
by the customer, after she has left the store, about the
price charged for an item, the cashier who rang the order
can be easily identified and questioned.

The tabulating keys usually consist of three verticle
rows of buttons which are numbered from one to nine; number
one being on the bottom, nine on the top of the keyboard.
These keys are used for placing the prices of the merchan-
dise into the register for adding. When the tabulating
keys are pressed with a department key (if motorized), and/
or the motor bar, the price of the item appears on the reg-
ister receipt and on the indicator in view of any interested
party.

The department keys are used to indicate the depart-
ments, grocery, meat, produce, or dairy, from which each
item is obtained. . The price and the department appear on
the indicator and on the customer's receipt. Total sales
of each department are also recorded in the register
through the use of the department keys. If the department
keys are motorized, the price is recorded in the register
as soon as a department key is depressed. If the depart-
ment keys are not motorized, then the tabulating keys, the
department key, and the motor bar must be pressed to record

the sale.

62

Under the department keys in the lower section of
the keyboard, are the tax and no sale buttons. The tax
button is used for recording money due on taxable items.

To epen the register drawer for any reason other than a
sale, the no sale key should be used.

The total lever operates in a slot which is parallel
to, and to the right of the department, tax, and no sale
keys. When the total lever is in the center position of
the slot, the cash register adds. The sub-total is obtained
by pushing the lever to the top of the slot. By bringing
the lever to the bottom, the cash drawer is opened, the
total of the order is shown on the indicator and is printed
on the register receipt and detail roll. Above the sub—
total stop, there is a section in the lever slot which opens
with a special key. When this section is opened and the
total lever pushed up to the top, the total business for
each department may be obtained by pressing the department
keys. By bringing the lever down to the next step and
pushing the motor bar, the total business done on the reg-
ister may be obtained. The figures obtained from this
upper section of the total lever slot are printed on the
register receipt and discharged at the tape opening.

The motor bar which controls the operation of the
cash register is located on the right center of the key-
board. Prices, if the department keys are not motorized,
are put into the register and added, sub-totals and totals

are shown, and the cash drawer Opened, after the motor bar

63
has been pressed. The motor bar activates the cash register
by completing the electric current and allowing the elec-
tricity to operate the machine.

The release lever, which frees any keys that may be
depressed by error or accident, is located on the upper
right hand side of the cash register, Just below the in-
dicator.

Above the register drawer and below the working area
is a window containing several dials. From these dials can
be read; the number of customers checked, the number of no
sales rung, the number of sales made.by each checker, the
number of tax sales, and the number of items sold in each
department.

Inside the cash register is the detail roll. Every
transaction handled on the register is printed on the audit
strip in the order of occurrence. The detail roll is a
permanent and unchangeable record of every transaction that

is computed by the cash register.

The (gangs 00%. National Cash Register's new
Chamge Computer has the same general appearance as the
Standard, with the following exceptions. Department keys
are listed as follows; meat, produce, miscellaneous, tax,
no change, amount tendered, refund, and change. The motor
bar is the grocery department key.

The no change, amount tendered, and the change keys

are the buttons which give this cash register the name,

64
Computer. When the total of the order is registered; if
the customer gives the cashier more money than the indicated
amount for the order, a twenty dollar bill for a twelve
dollar purchase, this amount ($20) is placed in the register
by depressing the twenty dollar button, then the amount
tendered key. The change key is depressed and the amount
of change due to the customer is recorded on the customer's
receipt and on the register indicator. The change indicated
in this case would be eight dollars.

If the exact amount of money for the total purchase
is tendered to the cashier by the customer, then the no
change key is pressed and the drawer opens. If the cashier
accidentally enters an amount less than the cost of the
order on the amount tendered key (amount tendered $5.00,
price of purchase $8.00), the cash register will not operate.
The cashier will have to release the five dollar key and
enter the proper amount.

The meat and produce department keys are motorized
for individual ringing and entering of the merchandise.
Motorized department keys are helpful where items are not
pre-eorted by departments.

The refund key mechanically subtracts from the
total of the order, the amount of credit due for all re-
funds (coupons, bottle returns, and/or returned merchandise).
frhe key can also be used in the event of overcharging on an
Iltem by simply cancelling the entire amount of the “over-

:rdng' and re-entering the proper amount into the register.

65
The refund key saves time spent by the cashier in subtract-
ing, and also assures accurate subtraction. The use of the
refund key eliminates an important recording step. There
is no way of telling if the subtraction was an “overering,”
returned merchandise, or bottle returns. If records are
kept, then a double operation is performed, writing and
tabulating, which lengthens the time to make the refund.

The Sweda Cash Register

The Sweda Cash Register is small and compact. The
single drawer cash register, which is used in most super-
markets, measures 18' x 1h" x 18". Since the width of the
register is a little over one foot, the keyboard must be
smaller. With the working area less than a foot, even the
small hand of a female checker can readily span the key-
board. A description of the working area or keyboard of
the Sweda Cash Register now follows.

The identification keys are on the upper left of
the keyboard. An identification key must be depressed and
turned to the right in the pressed down position before a
transaction can be tabulated. If the cashier must leave
the register, or go off duty, the identification key is re-
moved from the slot for the protection of the checker. The
keys are not interchangeable, thus, only the person having
an identification key can operate the cash register.

The department keys, and a tax key, are on the lower

lefthand side of the working area and Just a few inches to

66
the right of the identification keys. The first department
key, grocery, is automatic and does not have to be depressed
manually unless management so desires. If management wishes
that no amount should register unless a department key is
depressed, the adjustment is easily made.

The center of the working area is composed of the
adding keys. There are usually four rows of keys, two for
cents and two for dollars. The lefthand row of buttons
registers amounts from ten dollars to ninety dollars, with
ten dollars on the bottom of the keyboard.

All five fingers of the right hand are used in the
operation of the Sweda keyboard. The home position of the
thumb is the one dollar key, the index finger-~the fifty
cent key, the middle finger-—the seven cent key, the ring
finger--the total key,eand the little finger--the motor bar.
The one to four dollars, the ten to forty cents, and the
one to four cents keys are controlled by the thumb. The
index finger controls the five to nine dollars and the
fifty to ninety cents keys. The five to nine cents keys
are controlled by the middle finger.

The motor bar is located between the five and eight
cents keys, to the immediate right of the total button, and
automatically gives the sub-total of the order when pressed
alone. When pressed after the total key, the total of the

purchase is recorded.

67

The correction key, to release buttons that were
pressed by error, is located in the lower righthand corner
of the keyboard.

The receipt chute is in the upper righthand corner,
below the indicator. As the items are recorded by the cash
register, the prices are stamped on the receipt in the
order of tabulation. The first item checked is recorded
last on the customer receipt and the total price of the
order is recorded first. When the final total of the
order is taken, the customer's receipt is automatically
clipped off by the register.

The department totals are obtained by inserting a
special key into a lock opposite the three cents button.
The key is turned counterclockwise and the department
buttons pressed, one at a time, followed by the pushing of
the motor bar. When department totals are obtained, press-
ing the motor bar again gives the group total. A receipt
is issued containing all the necessary information.

The Sweda Cash Register Company also manufactures
a Refund Subtract Model which subtracts and provides a

record of cash refunds, bottle returns, and coupons.

99mments by the Author

The cash registers of today are accurate and simple
-to operate. Any person who can read and push buttons can
perform the cashier's duty since the functions of the

checker have been greatly simplified by the respective cash

68

register companies. There is, however, one improvement or
device that can be added to the cash registers, and that is
a I'stamp dispenser.“

Stamps may be short lived, but predicting the future
is extremely difficult. While stamps are present and grow-
ing, as at present, a more efficient means of handling the
stamps should be devised, such as a stamp dispenser. This
dispenser would consist of an attachment that could be con-
nected to either side of the cash register. A double roll
of several thousand stamps, similar to the register roll
could be placed under the cash register and threaded up
through the special attachment in the same fashion as the
register tape. The attachment should be connected with the
cash register so when the sub—total on the order is taken,
before taxes and liquors, a button could be depressed which
would dispense the correct number of stamps in the same way
that the register dispenses the receipt. The stamp dis-
penser would eliminate shortages due to loss or theft, and
would also save a great deal of time. In order to give out
stamps, the cashier must take a sub-total before ringing
non-stamp items, open the stamp drawer, remove the required
number of stamps, close the drawer, give the stamps to the
customer, and continue to check. With a stamp dispenser,
these steps would be eliminated. Three steps would be re-
, quired; push the button, tear the stamps off the dispenser,

and hand them to the customer. _ .

69

Summary

The cash register is an extremely important piece
of equipment in the front end operation of a supermarket.
If the cash register was removed from the check-out opera-
tion, and the old method of writing down the prices of the
merchandise and adding manually restored, the use of the
word'buper“ would have to be discontinued in referring to
supermarkets. Without the cash register, the front end
Operation would lack speed, accuracy, and efficiency. Cus-
tomers as well as management, would be dissatisfied with
the lack of Speed and accuracy. The Operation of the super-
market would be "thrown back” to the dark ages. There is
no amount of help that can compensate for the absence of
one cash register. The very idea of having a machine per-
form the addition gives the customer confidence, since a
machine-added total is accepted as accurate. Therefore,
cash registers must be used in supermarkets.

Even if adding machines were substituted for cash
registers, the check-out operation in the supermarkets would
not be made more accurate or faster. An adding machine
combined with a drawer and bell may resemble a cash regis-
ter, but there is a big difference. With an adding mach,
ins, the customer cannot see the price of each item being
tabulated. The department from which the merchandise is
purchased will not be indicated on the adding machine

receipt. The lack of department keys means that management

70
will not be able to determine how much business was done
for any period by each department. The adding machine is
good for straight tabulation, but it cannot replace the
cash register.

Management must investigate and find out as much.as
possible about each type of cash register, and decide which
is the best type, style, and make to use to perform the par-
ticular type of work that is desired. Once a register is
selected and trained cashiers are added, management has a
team that puts the "super" back in supermarket.

The thought of John M. Wilson is well worth re-
peating:

The cash register itself can never be a limiting

factor. An electrically-operated check-out. . . .
is capable of operating faster than any operator can
accurately check out merchandise. Therefore, we need

give no further thought to the register as a cause
for delay. 31

 

31I

O‘
p
n:

CHAPTER VI
CONCLUSIONS

The necessity of having qualified checkers, preperly
trained, with the most suitable equipment, cannot be over-
empasized. Since food chains operate on a net profit on
sales of about one per cent, accuracy, efficiency, and
speed, are of the utmost importance. The customer must be
properly served since she is a very important person in
any supermarket. By using the most suitable equipment,
both the customer and management will be served accurately,
efficiently, and quickly.

There can be no profit without customers, so manage-
ment, through employee selection and training, should pro-
mote good customer-employee relations to insure that present
customers will continue to shop in the supermarket, and
create a favorable impression for the store in the minds of
new customers. The cashier represents the supermarket
management to the public. Actions and attitudes of the
checkers will determine the customers' Judgments of the
market, therefore, cashiers should be governed by the
following points when dealing with customers:

1. Patience is the first rule of conduct.

2. Alertness is necessary in serving customers.

3. Arguments with customers should be banned.

4. Raising of voices in the market and arguments

among employees should be forbidden.

72

5. Friendliness with customers do not mean

familiarity.

6. Cleanliness, neatness, and presentability should
be practiced.

7. Punctuality should be eXpected.

8. Complaints of customers should be directed to
the manager.

9. Intelligent service should be given.

10. Greeting customers with a smile and amenon
should be mandatory.

ll. Appreciation should be eXpressed to the cus—
tomer for shopping in the supermarket.

Research is necessary for the continual development
of better service at the checkstand. In order to speed up
this service, there are six points that should be considered
'by management:

1. Training checkers adequately.

2. Using training materials and consulting services
of'related firms to the best advantage (such as checkstand
or'cash register manufacturers instructions).

3. Providing ample check-out counters in the stores.

h. Training baggers.

5. Marking merchandise plainly.

6. Using the type of cash registers and checkstands

Suited to the stores.

The training of personnel should be systematic and

complete.

73

In order to have good checking, the supermarket must
first have trained checkers. Good management determines
what is needed, sets up a plan of operation and training
which will result in an operation that meets the needs and
Wants of the customers, as well as management. Through a
prOper training program, the cashiers are better able to
serve the customers and to meet arising situations. The
cashier develOps speed, accuracy, and efficiency, plus im-
jprovement in morale, so vital in the operations of today's
supermarkets. A realization of the importance of the Job
is developed, and a better company employee is molded to
serve the needs of the customers.

The cashier's assistant, the bagger, should also be
trained. The qualities of a good sacker are: personable,
Ihelpful, neat, respectful, courteous, clean, fast, and
systematic. A person with these qualities will make a
Ilasting impression on the customers. These two employees,
'the cashier and bagger, represent the company to the cus-
‘tomer, for the check-out stand is the last, and usually the
sole point of customer—employee contact in the supermarket.
The last person to handle the customer's purchase is usually
‘the bagger, therefore, the customer is likely to look to
him if anything is wrong with any of the merchandise.
TTnerefore, the sacker is likely to be considered the com-
Dany in the eyes of the customer.

Equipment and facilities are important to the proper

Performance of a good checkstand. A good checkstand should

7h
aid the cashier in accuracy as well as speed. The customer
is interested in "getting out“ of the market as quickly as
possible, but, to her, accuracy is more important than ex-
cessive speed. When the customer realized that the Job at
the checkstand is well done, then she will return to shop
again and again, thus, the needs of management and the cus-
tomer are served. The customer receives the needed confi—
dence which assures her that this is the store in which to
shop, and management is assured that customers will return,
therefore, the future of the business looks healthy.

There are many types of checkstands being used in
the supermarkets. Although the checkstands are fundamentally
the same, the added features of one type appear more useful
to management of a particular chain than do the features of
another. Management must ”pick and choose" in order to
find a checkstand that will serve the needs of their par—
ticular operation.

The cash register is a precision instrument. Max-
imum accuracy, as well as speed, should be obtained through
‘the use of a good cash register. or course, the accuracy
and speed of the register depend a great deal upon the
Skill of the person using it, for a machine of this type is
Iiaeless without an Operator.

A cash register totals, subtracts refunds, and com-
Ifiites change faster and more accurately than can be done
manually. The cashregister and the cashier are an import-

EUTt team in a supermarket, because customer contact, and

75
the manner in which money is handled at the checkstand,
affect profits. This money represents income, and any mis-
take at the checkstand due to human error or faulty equip-
ment, over a period of time,can seriously harm profits. If
the customer is undercharged a penny on a dollar, then there
is no net profit on that sale. If the customer is contin-
uously overcharged, she will stop buying at that chain and
shop at another, thus net profits are decreased. Therefore,
qualified checkers, properly trained, with the most suitable
equipment are extremely necessary for the proper functioning

of the check-out operations in a supermarket.

BIBLIOGRAPHY

BIBLIOGRAPHY

A... Bgoks

Benn. A. E. The Management Dictionary. New York: EXposi-
tion Press, 1952.

Editors of Fortune. The Changing_American Market. Garden
City, New York: Hanover House, 1955.

Robinson, 0. Preston and Kenneth B. Hass. ggw tg Establish
and Operate a Retail Store. New YOrk: Prentice-‘
Hall. l9h6.

‘BL Booklets

Accromatic Checkstands. The Zephyr System, El Monte,
California.

Hello. L_L Sweda Cash Register, Incorporated, Chicago,
Illinois.

The Package Boy. Standard-Humpty Dumpty Super Markets,
Oklahoma City, Oklahoma.

Sweda Demonstratigg. Sweda Cash Register, Incorporated,
Chicago, Illinois.

Your Sweda Cash Register. Sweda Cash Register, Incorporated,
Chicago, Illinois,

9‘ Bulletins

"Instructions to Checker-Cashier.” National Cash Register
Company, Dayton, Ohio.

“Instructions for Checkers.” National Cash Register Company,
Dayton, Ohio..

Scott Store Advisory Service. “Here is What We Found Out
About Check-Out Operations," Check-Out. Scott
Paper Company, Chester, Pennsylvania.

"'Touch System' of Operation for National Check-Out Registers."
National Cash Register Company, Dayton, Ohio.

Wilson, John M. "A Customer Already Buying, Won't Leave. . .
One waiting May.“ National Cash Register Company,
Dayton, Ohio.

78

'2‘ Food Chains' Data

Training Department. American Stores Company, 12h N. 15th
Street, Philadelphia, Pennsylvania.

Training Department. Standard-Humpty Dumpty Super Markets,
P. O. Box 1996, Oklahoma City, Oklahoma.

g; Periodicals

Ferguson, William Carlisle. ”Training Checkers for Accuracy,“
Chain Store.Age, vol. 21, no. 7 (July, l9fl5),178-180.

“Getting It in the Bag--Managers' Training Course* Session
13," Chain Store ggg, vol. 30, no. 9 (September,
l95h), Insert Between 7h-75. -

”Good Training Makes Good Checkers ' Pro ressive Grocer,
vol. 33. no. 7 (July, ”$551235?

Pincus, Ely. "Why Customers Like My Favorite Checker,"
Progressive Grocer, vol. 32, no. 7 (July, 1953, 52-55.

"Planning Your Work at the Checkout," Pro ressive Grocer,
vol. 34, No. 12 (December, 195 , 73—7 .

"'Sad Backing' Means Waste-~For You and Your Customers!,'
Pro ressive Grocer, vol. 3“, no. 11 (November, 1955),
1 -132.

Silverthorne, Glenn R. "Four ways to Build Better Customer
Relations," Progressive Grocer, vol. 3”, no. 7
(July, 1955). 133-13“. 137-138.

Stagg, Ralph. ”We've Found the 'Team System' Best for
Training Checkers,“ Pro ressive Grocer, vol. 34,
n0. 3 (March. 1955): l 03 135.

“The Payoff Point-~Managers' Training Course“ Session 1,”
Chain Store e, vol. 29, no. 9 (September, 1953)
Insert between 106-107.

'Tips on How to handle Money at the Checkstand," Pro ressive
Grocer, vol. 35. no. 2 (February, 1956). 73-76.

"What Does the Customer Think--Managers' Training Course“
Session 18,” Chain Store A e, vol. 31, no. 2(February,
1955). Insert Between 90-91.

79
E‘, Manufacturers' Dgta
Almor Company, Mt. Elliott Station, Detroit 34, Michigan.

The Bulman Company, Inc., 1719-1725 Elizabeth Avenue, N.W.,
Grand Rapids 2, Michigan.

Deer Lodge Manufacturing Company, 354 South 1, Street,
San Bernardino, California.

Durable Fixture Company, 2800 St. Clair Avenue, Cleveland
14, Ohio.

Hussmann Refrigeration, Inc., Hussmann Building, St. Louis
6. Missouri.

Maintain Store Engineering Service, Inc., 22 Crane Court,
churn, Massachusetts.

The Robert Becht Company, 1087 Woodrow Street, Cincinnati 4,
Ohio.

The National Cash Register Company, Main and K Streets,
Dayton 9, Ohio.

Spee-dee Checkout Systems, 260 Garden Street, 8.3., Grand
Rapids, Michigan.

Sweda Cash Register, Inc., 7313—31 N. Harlem Avenue,
Chicago 31, Illinois.

The Zephyr System, 11850 E. Valley Boulevard, El Monte,
California. .

APPENDIX

81

CHECKER TRAINING PROGRAM OF AMERICAN STORES COMPANY

The following is the outline, for Monday, used by

the training instructors of the American Stores Company,

Philadelphia, Pennsylvania.1

II.

MONDAY
1. INTRODUCTION

Research

A. Sometime back the company spent weeks Of research
on the complete checking operation with two ob-
Jectives in mind:

1. What is the most accurate method?
2. Which is the simplest and easiest method?

B. What do you think of these objectives — are they
sound?

C. As a result of this research, the system of check—
ing from the counter has been officially adopted
as Company Policy.

Advantages of checking from the counter.

A.

More accurate.

1. Our research showed that consistent observance
of a system is essential to accuracy, that
everytime you depart from a system you invite
errors. .

2. What percentage of our customers shop with-
out using a basket?

a. Our research showed that 50% of our cus-
tomers shOpped without carriages.

3. Research also showed that when you checked from
a basket one at a time you were required to
change the department keys more often, thus
encouraging the chance of departmental errors.

 

1
American Stores Company, op. cit-

82

III. Research on Type of Check Stand.

A. After working on various type of check stands to
find the one which made the work easier for the
checker, this check stand was adopted.

B. Advantages.

l.

‘JN
O I

3’

03V O\'J\
O I O

Closer to merchandise - Less strain on legs
and back.

Adequate room for large orders.

Working space of checker more compat. (Dis—
tance between register and work space.)
Abundant room for sacking - No lifting of
large full bags.

Space for bottles.

Pads and pencils.

Ledge around counter prevents breakage.
Packer working outside prevents cramped work-
ing quarters.

IV. Purpose of Training Program.

A. Developed for three reasons:

1.

2
3.

To train all experienced checkers in the system
of checking from the counter.

To train new checkers when replacements are
needed.

To provide a uniform method of checking in all
of our markets.

B. Improvement.

1.

Since we started checker training, improve-
ments have been constantly included in the
training course.

Most Of these improvements came from the
checkers attending the training course.

We have no idea that what we now have is

100%. Therefore, we wish you would contribute
your ideas and suggestions toward improving
the operation while participating in this
training.

V. Sample Orders.

A. We are going to ask you to run 6 sample orders to
illustrate the following:

1.
2.

Why we need a system.

Where we should place emphasis in our training.
(Only test checkers who have checked two weeks
or more.)

83

B. When you run these 6 sample orders, we would like
you to handle them as you do in the store and bag
all merchandise the same as you do for the customers.

C. The prices on the merchandise are not store prices,
but each item is marked clearly.

VI. Test orders - One to six.

A. Assign these Jobs.
1. One trainee to act as checker - Provide change.
2. One trainee to act as customer - Provide money
for purchases.
3. One to unsack orders, put in basket - Mix up
merchandise, 1/2 of prices upside down.
4. One trainee to reline orders in proper sequence.

B. Record results on test run.

1. Write down money and department errors on ruled
form - Do this as each order is run.

2. Start stop watch as trainee starts first order -
Avoid being conspicuous.

3. Stop watch as last item on last order is sacked-
Write down total time on ruled form.

4, Re-set watch to zero for next run of orders.

C. Test second trainee (Use same orders.)
1. Move trainee on #4 assignment to #1 position,
#1 to #2, #2 to #3, and #3 to #4.
2. Test second trainee and record results as above.

D. Repeat above until each trainee has been tested on
orders #1-6.

VII. Give trainees results of test - Avoid mentioning per-
formances of any one trainee.

1. No four agreed on price of any one order.

2. Mention specific money errors made - “One cent
error on a one dollar purchase more than wipes
out the company's profit.“

3. Refer to department errors - Errors here make
produce and meat departments show poor results.

4. All checkers tested have made errors on these
original orders.

5. All have made great improvement in accuracy as
result Of training.

2. INTRODUCTION TO REGISTER
I.‘ Demonstrate to each trainee individually (having entire

group observe; after two trainees, instruct by asking
questions) how to:

84

A. Get register set for operation - Cover one step at
a time, have trainee perform each step before goipg
to next one.

1. Check power plug - Electricity. .

2. Identify operator - Letter key extreme left 0
register, assigned by manager.

3. Indicate departments - Colored keys at extreme
right.

4. Set machine to register - Totalizer lever to
"add" position.

B. ”Unset" register, have trainee perform entire opera-
tion - Identification and department keys raised,
totalizer out of “add" position, pull plug occasion-
ally.

3. INTRODUCTION ON 1-4 KEYS
THUMB Kaye

Have entire group observe. After second trainee in-
struct by asking questions. Have egch trainee perform
each step after_you - Demonstrate to each trainee in-
dividually how to:

A. Ring 1-4 keys.

1. Set register for operation — Have trainee per-

form without any instruction.

2. Place hand on register for ringing - Heel of
hand on motor bar, thumb on #1 key, fingers 45
degree angle, elbow raised.

. Indicate amount - Depress 1-4 keys with thumb.
Register - Depress motor bar without lifting
hand.

FU

B. Change incorrect key - Pull down clearance lever
with little finger.

C. Have each trainee total sales.

; Push totalizer lever to Sub - Use thumb,

. Depress motor bar - Use heel of hand.

. Pull totalizer lever to item - Use thumb.
Push motor bar - Use heel of hand.

Stop drawer - Use left hand.

Tear off tape - Use left hand, call attention
to identification key letter. Close drawer
with right hand.

OWC'UNH

I.

II.

III.

IV.

I.

85
4. PRACTICE 1-4 KEYS, ADDITION DRILL
Assign two trainees to ring register.

A. Use exercise #1 - Give each trainee identification.

1. Give trainee copy of Exercise #1 showing total
of each column.

2. Have trainee run total and sub total on each
column — Put correct tapes face down on counter.

3. Instruct trainee to call you when answer is in-
correct - Find out why, instruct how to avoid.

4. Have each trainee ring until other trainees
have finished addition drill - Watch for slow,
incorrect trainee.

Assign two trainees to addition drill.

A. Use form #632.
1. Have each fill in all answers.
2. Give each copy of correct answeres when finished.
3. Have trainee circle and study mistakes.

Check to see trainees on register are using thumbs,
while others are working on addition drill.

Have trainees reverse positions when register drill
is finished - Remember to watch use of thumbs on
register.

5. INSTRUCTION ON 5-9 KEYS

Have entire group observe. After second trainee, in -
struct by asking questions. Have each trainee perform
each step after you - Demonstrate to each trainee in -
dividually how to:

A. King 5-9 keys.

1. Set register for operation - Have trainee per-
form without any instruction.

2. Place hand in prOper position - Heel of hand
on motor bar, forefinger on 9 key, fingers at
45 degrees.

3. Sub-total and total - Have trainee perform
without instruction.

6. PRACTICE 5-9 KEYS - GROUP PRICE DRILL #5 a #6

Assign two trainees to ring together.

II.

III.

IV.

II.

III.

86

A. Use exercise #2.

1. Give each copy of exercise #2 showing total of
of each column - Have trainee use same identi-
fication key.

2. Have each run sub-total and total on each
column - Correct tapes face up on counter.

3. Have each call you when answer is incorrect -
Find out why, instruct how to avoid.

4. Have each ring until others have finished group
group price drill.

Assign two trainees to group price drill.

A. Use exercise 5 d 6 on Form #635.
1. Have each fill in all answers.
2. Give each correct answers.
3, Have trainee circle and study errors.

Check trainees on register.
1. Look for use of first two fingers.
2. Look for errors and causes - Omitted items,
transposed figures, wrong keys.

Have trainees reverse positions when register drill
is finished - Remember to watch use of first two
fingers on register.

7. EXERCIE 3 6c 4, GROUP PRICE SHEETS
Assign two trainees to ring register.

A. Use exercise 3 & 4.

1. Give each COpies of exercise 3 a 4 with cor-
rect answers - Use same identification key.

2. Have each run sub-total and total on each
column - Correct tapes face up on counter.

3. Have each call out when answer is incorrect -
Find out why, instruct to avoid.

4. Have each ring until others have finished
group price drill.

Assign two trainees to group price drill.

A. Use exercise 7, Form 635.
1. Have each fill in all answers.
2.. Give eachczorrect answers.
3. Have trainee circle and study errors.

Check trainees on register.
1. Use of correct fingers.

IV.

II.

III.

87

Have trainees reverse positions when register drill is~
finished - Remember to watch use of fingers, correct
cause of errors.

8. INSTRUCTION ON ASSEMBLY
Demonstrate assembly operation - Work with entire group.
A. Draw layout on blackboard - Pattern only.

B. Assemble order on counter. Have trainees watch
operation for key points. See how many they note.

C. Demonstrate, explain, and discuss each step.

1. Call attention to use of both hands.

2. Point out merchandise is not moved once it is
placed on counter - "Save yourself work by
putting it in the right place the first time."

3. Point out how to work from the register, down
the counter - " The closer to the register,
the less work for you."

4, Hos to handle loose produce.

9. ASSEMBLY PRACTICE, EXERCISE 5, 6 & 7

Assign trainees to practice assembly — Give most of
your attention to these trainees, watching for two
hands, working close to register, moving only once.

A. Have one act as checker, other as customer.
B. Reverse when first has assembled three orders.
Assign two trainees to ring register.

A. Use exercise 5, 6 & 7.

1. Give each copies with correct answers - Use
same identification key.

2. Have each sub-total.and total - Correct tapes
face up.

3. Have each call you on errors - Find out why,
instruct how to avoid.

4. Continue until others have finished assembly.

Reverse pairs of trainees when first have completed
assembly.

10. INSTRUCTION ON RINGING
ll. RINGING PRACTICE

III.

88

Have one trainee assemble order.

Demonstrate to entire group.

A. How to:
1. Put price on register as you put hands on mer—
chandise - Not after merchandise is pushed.
2. Push motor bar as merchandise is pushed at
least six inches - stress six inches.
3. Change department key - Before you register
price, explain why.
4. Use sub-total and call out sale.
5. Use total when customer pays.
B. Discuss when you have rung half of order and bring
out advantages.
1. Merchandise in good order for sacking.
2. Create customer confidence.

C. Resume ringing, calling attention to key points.

Have each trainee perform individually three times.

12.

13.

INSTRUCTION ON MAKING CHANGE

MAKING CHANGE PRACTICE - EXERCISE

A. Instruct group on arrangement of cash in drawer -
Have two trainees stand at each till.

Pennies in left hand till, halves in right-
Have them locate prOper tills as you refer to
them.

Rolls of coins in middle till.

Dollar bills to left, largest to right -

Point out this is the easiest arrangement for
making change correctly.

All checks under $2.00 bills.

Coupons, food orders, merchandise certificates
back of change till.

B. Demonstrate proper method of making change -
Have entire group observe.

1.

2.
3.

Call out amount of sale and amount received —
$1.63 out of $5.00. ’

Place amount received on ledge - Explain why.
Count to self, starting from amount of sale,
to amount received using smallest possible
number of coins - 61.63, two pennies is $1.65,
one dime is $1.75. one quarter is $2.00, three
$1.00 bills is $3.00, is $4.00, is $5.00.
Count aloud and into customer's hand in same
manner, beginning by repeating amount of sale
and amount received - $1.63 out of $5.00. $1.65,
$1075! $2000! $30000 $14,000! $5.00.

89

5. Thank customer, put money received in till,
close drawer.
6. Tear off tape, place face down on counter.

C. Assign two trainees to make change at register
five times each - One as customer and one as
checker, supervise.

D. Assign two trainees to practice on paper - Use
Form #633.

E. Reverse after pair have finished at register.
14. COUPON DISCUSSION

I. Discuss value of coupons - Work with entire group.

1. Why are coupons distributed - Increase sales,
introduce new items.

2. What do coupons represent to customer? - Value
in terms of savings on merchandise.

3. What merchandise must the customer purchase
to get this value? - Only merchandise the coupon
calls for.

4. Is there any exception to this policy? — Never.

5. What is the difference between four redeemed
coupons worth $.25 each and a $1.00 bill? -

. Worth equal to the company.

6. Then we should handle redeemed coupons as cash.

7. Do all coupons you receive have the same value?
NO.

8. How many coupons do you receive on any one
sale? - Varies.

9. If you receive more than one coupon from a
customer, how can you make sure you Will com-
pute the correct value of coupons? - Write it
down.

II. Demonstrate to entire group handling of coupons.

. Assemble order - Look for coupon merchancise.

. If order contains coupon merchandise, ask

customer for coupons.

Ring entire order.

Call out total amount of sale.

Collect full amount of sale, cash and coupons -

More than one coupon, write down and total.

. Place cash.and coupons in till - Coupons under
$2.00 bills.

O\ max.) NH

' 15. INSTRUCTION ON SACKING
16. BACKING PRACTICE - EXERCISE 8, 9, and 10

90
I. Backing.

A. Demonstrate with entire group on:

. Cost of bags - Expensive.

. Location of bags.

Size of bags.

Heavy items on bottom — slide in horizontally,
distribute between bags.

Medium weight items in middle - Bag upright,
use tWO hands.

. Crushables in top -‘Ig top, Egg on top.

. Push to customer - Save extra lift.

~JO\ \n twnmnd
0

II. Assign two trainees to ring register exercised 8-9-10
on register.

A. Use exercise 8-9-10.

1. Give each card with column totals - Use same
identification key.

2. Have each run sub—total and total on each
column - Correct tape face up.

3. Have each call you when answer is incorrect -
Find out why, instruct on how to avoid.

a. Have each ring exercise until others have
finished sacking. .

III. Sacking.

A. Have two trainees bag three sample orders.
1. Have each trainee bag orders - Assemble first.
2. Reverse role, repeat above, one to unsack,
look for errors.
3. Repeat with slow trainees.

IV. Check to see trainees on register are using correct
fingers, while others are sacking.

V. Have trainees reverse positions when register drill
is finished — Watch use of fingers, size of bag, heavy
merchandise on bottom.

 

 

 

 

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