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This is to certifg that the

thesis entitled

Curren Check-Out Systems
In Retail F0 7 SlHTC:

presented bg

Richard F. Fog; .:- 1'

has been accepted towards fulfillment

of the requirements for

I‘lo‘q! degree ill—MW Y: ‘0 BUSiILGSS
Curriculum in Food Distribution

M

Major {wrofessor

July 9. 1951

 

 

 

CURRENT CHECK OUT SYSTEMS IN RETAIL FOOD STORES

By
Richard Bradley Bayer

A THESIS
Submitted to the School of Graduate Studies of Michigan
State College of Agriculture and Applied Science
in partial fulifllment of the requirements
for the degree of

MASTER OF ARTS

Department of General Business
Curriculmn in Food Distribution

July 1951

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ACKNOWLEDGEMENTS

The author wishes to express his sincerest appreciation to
Dr. Kenneth Wilson, Director of the Curriculum in Food Distribution,
under whose guidance and supervision this investigation was undertaken.
Grateful acknowledgement is due Mr. William C. Ferguson, Director
of Personnel, of the American Stores-Company, for his helpful suggestions
and assistance in obtaining materials used in the preparation of this

thesis.

TABLE OF CONTENTS

CHAPTER

I.

II.

III.
IV.

INTRODUCTION.............
PurposeofStudy. ... ... ...
Scope of Study . . . . . . . . . . .
Sources of Data . . . . . . . . . .

THE MAIN TYPES OF CHECK-OUT OPERATIONS
The Conventional Check-out Operation
The Push-pull Type Checkstand . . .
The Split Counter Type Checkstand .
TheSimplexUnit .........
TheBeltTypeCheckstand . . . . . .
The Disc Type Check-out Operation .
The Redi-chek Unit . . . . . . . .
The "No Wait" Checking Counter . . .

Variations of The Foregoing . . . .

METHODOIDGY FOR EVALUATING CHECKSTAND EFFICIENCY

EVALUATION OF INDIVIDUAL CHECKSTANDS .
The Conventional Check-out Operation
The Push-pull Type Checkstand . . .
The Split Counter Type Checkstand .
TheSimplexUnit .........
The Belt Type Checkstand . . . . . .
The Disc Type Check—out Operation .
The Redi-chek Unit . . . . . . . .

The "No Wait" Checking Counter . . .

PAGE

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19
21
22
45
45
46
49
50
51
53
55
58

TABLE OF CONTENTS
CHAPTER
v 0 mCflR TRAINING O O C O O I O O O O O O O O O O O O O 0

VI Q SW AND CONCLUSIONS 0 O O O O O O O .. O O O O O O 0

iv

PAGE
60
69

TABLE
I.

II.

III.

Development of Production Standard for Push-Pull Check—Out
One—Man Operation . . . . . . . . . . . . . . . . . . . .
Development of Production Standard for Push-Pull Check-Out
One-Man Operation, continued
Development of’Production Standard for Redi-Chek Check-Out
One-Man Operation
Development of Production Standard for Redi-Chek Check-Out
One-Man Operation, continued
Comparative Equipment Productivity and Cost of Check-Out

Operation

Comparison
Comparison
Comparison
Comparison
Comparison
Comparison

Couparison

LIST OF TABLES

O O O O O O O O O O O O C O O O

of Production With Single Operator
of Production With Two Operators .
of Production With Three Operators
of Production With Four Operators

of Checking Errors . . . . . . . .
of Checking Errors . . . . . . . .

of Production Per Manrflour . . . .

O O O O O O O O O O O 0 O O

PnGE

29

30

32

33

35

38

39
40

43

LIST OF FIGURES

FIGURE PAGE
1 The conventional check-out counter . . . . . . . . . . . . . 6
2 The push-pull type checkstand . . . . . . . . . . . . . . . 8

The Simplex mit C O O O O O O O O O O O O O O O O O I O 0 11
The belt type checkstand . . . . . . . . . . . . . . . . . . 13
disc type checkstand . . . . . . . . . . . . . . . . . . 15

The Redi-Chek mt O O O O O O O O O O O O O O O O O O O O 18

<1 0‘ Vt b m
0-!
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The "N o wait . Che ck S tand O O O O O O O O O O O O O O O O O O 20

CHAPTERI

INTRODUCTION

Purpose of Study
A major operating problem which is comon to almost all self-service

food stores is that of reducing the tine required to “check—out" customers
when their shepping has been completed. Checking consists of arrangement
of merchandise prior to tallying, accumulation of charges on special cash
registers, making change, and sacking the merchandise.

No great amount of research is necessary to discover the importance
of this problem - it is apparent to the newest store clerk, and is usually

in the mind of any person asked to coment on super markets. Most of us

who shop even occasionally for our families have had the unfortunate
experience of spending more time in line at the check-out than in selec—
ting the food we have been requested to buy.

In the studies cited in this project, the check-out function accounted
for more than 20 percent of the total man-hour requirements of store opera-
tion. Its importance is further emphasized by its recognized position as
the canon bottleneck in the store during peak periods of the week. It
is not uncomon for self-service food stores'to handle from 60 to 70
percent of their weekly volume at Friday and Saturday. Peak periods
within these high-volume days place an imense load on check-out operating
personnel and equipment.

It is an accepted fact in the industry that store sales volume is

directly affected by the rapidity with which customers are accurately

2
processed through the checkpout operation. Customers do not like to wait
in line, and a dissatisfied customer will go elsewhere if she thinks she
can get her shepping done more quickly. In stores where parking facili-
ties are limited, increased service at the check-out Operation.during peak
periods may lead to increased volume through a larger turn-over in the
parking areas.

Much has been done by the super markets to enable the customer to
get her shopping done more quickly. waiting has been reduced or eliminated
by self-service grocery departments, pre-packaged meats and produce. A
customer can obtain all her desired:nerchandise and be ready for checksout
without having had personal contact with any store elplqyee. Thus, with
self-service grocery,:leat and produce merchandising, the cashiers at the
checkstand.often become the only personal contact with the customer. This
further increases the need for a pleasant reaction by the customer to
check-out personnel and.equipment. The checkstand operator'makes a last-
ing impression on the customer leaving the store.

The purpose of this study is to present the main types of cheek-out
operations in use currently and to analyze the methods by which their

\

advantages and disadvantages may be determined. "

Scope of the Study
There are three phases to the study. The first phase deals with the
physical types of checksout operations.
The second phase deals with the methods by which checkpout Operations

can be evaluated.

The third phase deals with the personal element in the Operation.

The importance of adequate personnel training is emphasized here.

Sources of Data

The data pertaining to checkstand types and their” construction were
obtained in most part from checkstand manufacturers and from the writer's
personal observation of the various types of checksst in operation.

The methodology of evaluating checkstand operation is derived from
two major sources. The first is the January 1951 study of the check-out
operation coupleted by the United States Department of Agriculture in
cooperation with the Kroger Coupany of Cincinnati, Ohio, and Step and
Shop, Incorporated, of Boston, Massachusetts. The second is a study
recently completed by a major retail food chain. This is a controlled
tile-stuw comparison of four current types of checkstands.

The information on personnel training in the check-out operation
was obtained from the Personnel Department of the American Stores Compm
of Philadelphia, Pennsylvania, and from a study on grocery checking pro-
cedures by the University of Texas, Division of Extension, in cooperation
with the Texas Educational Agency, Vocational Division.

Additional information pertaining to the check-out operation was
obtained from current periodical infomtion devoted to the retail food
store industry.

In the research conducted by the author it was readily observed that
there is considerable progress to be made in adapting specific types of
checkstands to varying values of Operation. It 1. felt that'pjchain

operators, especially, can realize more efficient performance by install-

4
ing in each separate store that type of checkstand which will adapt itself

most readily to the store's volt-s and weekly pattern of operation.

CHAPTER II
THE MAIN TYPES OF CHECK—OUT OPERATIONS

This chapter deals with the description of the main types of check-
stands in current use. The physical description of each checkstand is
accompanied by a breakdown of the caponent parts of each operation,

termed elements.

The Conventional Check-out Operation

The conventional check-out operation is also frequently termed the
"L-»shape stand" and the "straight—line“ stand. About two-thirds of the
checkstands in present useare of this type.

This type checkstand is usually about six feet, eight inches long by
four feet wide and requires 26.7 square feet of floor area. The cash
register is placed on the stub of the '1'. Underneath the long leg of
the 'L" is a storage area for paper bags.

This stand represents the basic pattern of all stands - a register
platter. and a longer unobstructed surface where the check-out Operation
nay be carried out. Figure 1 shows the conventional check-out counter.

The conventional check-out counter was designed for operator—unload-
ing of the order from the haskartl to the sorting area on the counter.
The operator, usually called the cashier, performs the following elments

in processing the average order:

 

l baskart— - in this study refers to the carriage used by the customer
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1. Unload baskart.

2. Sort items (according to departments) as/or after placed on
counter.

3. Ring up order.

1.. Subtotal, add tax, and total order.

5. Take money from customer.

6. Make change; give to customer.

’7. Obtain and position bag.

8. Bag items.

Each itan is handled three separate times (as unloaded, rung-up,
and bagged). Where items are sorted in departmental groups after unload-
ing, each item is handled four separate times.

The Push-Pull Type Checkstand

The push-pull type checkstand is also termed the Heingarten, the
shuttle-arm, pull-arm, draw bar, or merchandise rake device. It is shown
in Figure 2.

Next to the conventional stand, this type has probably found more
widespread acceptance than an other type. The push-pull checkst is of
the same basic construction as the conventional checkstand. The counter
is extended ahead of the register and a "IF-shaped device slides back and
forth ("pushed and pulled" by the Operator) on the counter. This enables
the checker to be ringing up the items in one customer's order while the
next customer is unloading her basket on the counter within the 'U'. The
counter under the '0' (when it is returned to loading position) is marked
off by painted lines into sections labeled groceries, neat, and produce.

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The customer is thus encouraged to place each item in the desired
departmental group.

The cashier performs the following elements in processing the average
order (assuming the customers unload their baskarts as requested).

1. Pull presorter forward; push presorter back.

2. Sort after using presorter (usually larger orders).

3. Ring up order.

4. subtotal, add tax, and total order.

5. Take money from customer.

6. Make change; give to custcner.

7. Obtain.and position bag.

8. Bag items.

If presorting is accurate, each item is handled twice (as rungaup, and
bagged).‘ If sorting is necessary befbre ringing, each item is handled

three times.

The Split Counter Type Checkstand

The split counter type checkstand is also called the Delchamps split-
stand system and the split checking stand. The use of this type of stand
is probably heaviest in the western part of the united States.

The split counter checkstand is again of the same basic plan as the
checkstand described above. It differs in that a slot is placed diagonally
at the right angle of the "L" that fbrms the checkstand. The slot is wide
enough for a baskart to be pulled from the customer to the other side of
the working platform. Here, the customer is separated from her baskart.

The principal feature of this system.is that the checker unloads the

lO

baskart with one hand while simultaneously ringing up the items with the
other, thus combining into one step two of the basic operations of the
conventional method.

The following elements are performed:

1. Pull baskart through diagonal slot in checkstand.

2. Remove items from baskart and ringaup simultaneously, placing
them.on checkstand platform.

3. Subtotal, add tax, and total order.

4. Take money from customer.

5. Make change; give to customer.

6. Obtain and position bag.

7. Bag items.

Items are handled twice in this operation as the unloading and

ringing operations are combined.

The Simplex unit

The Simplex unit checkstand was developed by the united States Depart-
ment of Agriculture, Production and marketing Division, in cooperation with
the Kroger Company of Cincinnati, Ohio, and Stop and Shop, Inc., of Boston,
Massachusetts. It is shown in Figure 3. The unit measures 6.5 feet in
length and is 6.2 feet wide. The total space required is 40.3 square feet.

The Simplex unit is similar to the split counter checkstand in that
the customer is separated from.her baskart by the working platform of the
stand. The baskart is positioned directly to the cashier's left. The
cashier checks each item directly from the baskart to a bag, held open by

a suction device which applies a vacuum through two rubber cups built into

the walls of a holding well.

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The cashier, upon receipt of the order in the baskart, performs
the following elements in processing the average order:
1. Position baskart.
2. Obtain and position bag; turn on vacuum.
3- Ring up and bag items.
1,. Subtotal, add tax, and total order.
5. Take money from customer.
6. Make change for customer.
7. Remove bag from well; position for customer.
With the Simplex unit sorting of merchandise is eliminated. The

ringing and begging elements are combined in a simultaneous operation.

The Belt Type Checkstand

The belt type che ckstand is also called the conveyor belt stand, the
continuous belt conveyor mit, the "Dayton Speedline', the 'Rapistan", the
'Quick-Chek". This type checksth is made by the following manufacturers:

l. The Rapids-Standard Company, Inc., Grand Rapids, Michigan under
the trade name of "Rapistan'.

2. The Robert Becht Company, Cincinnati, Ohio, under the trade name
of 'Quik—Chek'.

3. Standard Dayton Corporation, Dayton, Ohio, under the trade name
of “Dayton Speedline'I .

4. Wynn Electric Conveyor Checkout, Cincinnati, (bio.

The Robert Becht Company unit, the 'Quik-Chek', is presented in
Figure 1.. This is a typical unit of the type. It is nine feet, nine

inches in length and is three feet, ten inches in width.

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The belt type checkstand is much the same as the conventional unit,
-except that the entire counter surface is covered by a continuous 18-inch
belt conveyor. The movement of the belt is controlled by a foot pedal,
operated by the cashier.

The customer unloads items from.the baskart to the moving belt. Items
are runghup by the cashier as they pass by on the moving belt. At the end
of the counter surface is a stationary stainless steel and plate. From
this plate the merchandise is sacked either by the cashier or during rush
hours by an.assistant.

The cashier performs the following elements in processing the average
order.2

1. Ring up items.

2. Subtotal, add tax, and total order.

3. Take money from customer.

4. Make change and give to customer.

5. Obtain and position bag.

6. Bag items.

The merchandise is seldom.handled by the cashier in the ringaup
process. In most cases the cashier only handles the merchandise in the

bagging operation.

The Disc Type Check-Out Operation

The disc type checkeout operation is also called the rotary type, the
"Turnsez', and the 'Spee-Dee". The “Turn-e2" checkstand is shown in Figure 5.

 

2 If the customer does not unload the baskart, the cashier will have
to stop the moving belt and unload the baskart. In this case the check—

stand is operated in the same manner as the conventional type.

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It is four feet wide, nine feet long, and 34 inches high.

The design Of the disc type checkstand substitutes a revolving disc
for the IIP-ehaped device used in the push-pull type. The customer unloads
the bastart, placing the items on the disc. The disc may be mechanically
rotated ("Spas-Dee") by either a foot or hip switch, or’manually rotated
("Turn-e2") by the cashier. The manuallyeoperated type disc is permanently
divided into four sections by metal strips. This is to facilitate the
segregation of separate orders.

Operation of the equipment is very similar to that on the conventional
unit, differing only in that the unloading (that part performed by the
checker) element is eliminated. The unloading function as perfOrmed by the
cashier is eliminated because the Operator begins ringing up the order as
soon as the initial items are unloaded by the customer.

The cashier performs the following elements in processing the average
order:

1. Turn disc.

2. Ring up order.

3. Subtotal, add tax, and total order.

4. Take money from customer.

5. Make change; give to customer.

6. Obtain and position bag.

7. Bag items.

Items are handled twice by the cashier - first, in sliding them Off

the disc in the ringaup element, and second, in the bagging element.

17
The Rodi—Che]: Unit

This unit was developed in January, 1951 by the United States
Department of Agriculture in cooperation with the Kroger Company of
Cincinnati, Ohio, and Step and 310p, Inc., of Boston, Massachusetts. It
is shown in Figure 6. i

A detailed description Of the development of the Redi-chek unit will
be presented in Chapter III.

This unit is currently being manufactured by the Robert Becht Company
of Cincinnati, Ohio. It is 11.5 feet in length and 6.2 feet in width.
The total space requirement is 71.3 square feet.

The Redi-chek unit is basically the same as the belt type unit with
two important exceptions. The first is that a cashier's bagging well has
been built into the stand, and second, adequate facilities are provided
for a bagger when added during rush periods.

A belt conveyor is used to tranSport merchandise from the point of
deposit to the cashier's position. Directly to the cashier's left is the
bagging well. The cashier can simltaneously ring up and bag items.

1311ng rush periods when a bagger is added, the bagging well is
covered by a hinged aluminum cover. When this cover is in position the
unit functions in a manner similar to the belt type unit.

The cashier perfOrms the following elements in processing the average
order:

1. Obtain and position bag.

2. Ring up and.bag items.

3. Subtotal, add tax, and total order.

4. Take money from customer.

 

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5. Make change and give to customer.
6. Renove bag from well; position for customer.
In this operation the cashier handles each item individually only

once. The bagging and ring-up Operations are combined.

The "No Wait“ Checking Counter

This unit represents the most drastic departure to date from the
conventional unit. The "No Wait" was developed by George T. Smith, Inc. ,
a local chain in Lansing, Michigan. It is basically a belt type check-
stand. It is 11 feet in length and four feet wide. It is shown in
Figure 7.

The checkstand was designed to handle heavy traffic flow during peak
volume periods. During rush hours, the makers of "HO Wait" suggest the
use of four or five attendants at the counter - one person to unload,
another to check, another to act as cashier, and still another (or two) to
do the sacking. In the use Of this checkstand a telephone system connects
the unloader with the checker. The unloader calls the items Of merchan—
dise (groceries, meats, produce, and taxables) and the prices to the checker,
speaking directly into the transmitter of the head phone which he wears.
The checker uses the same type of head set. She registers the items and
places the itemized receipt with the final article of the order as the
items move 'by on the belt. The cashier then picks up the receipt and makes
change for the customer. All Of this is being done while the belt is
moving and the articles are passing on their way to the sackers. Orders
are separated by the unloader with a wooden divider which is removed and
returned in a special groove ty the seeker. A specially designed sacking

bin can handle two orders at one time by means of a hinged separator.

20

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The "No Wait" can be operated by one, two, three, four, or five
employees, depending upon the amount of customer traffic. When up to and
including three employees are operating the checkstand, it is similar to
the belt type check-out. When operated by one person, the elements per-
formed are the same as in the belt type. The head phone device is brought

into use when the fourth employee (cashier) is added.

Variations of the Foregoing

The above eight types of check-out systems represent the most cannon
types in use today. There are, Of course, variations of many kinds. Most
variations are, however, minor ones. A

When a new develOpment has proved an efficient one, it is Often
incorporated into existing systems. An example of this is the recent
development Of a new model 'Spee-Dee" which has a hinged sacking well
identical in principle to that developed by the limited States Department
'of Agriculture in the Redi—chek unit.

camnm

METHODOLOGY FOR EVALUATING CHECKSTAND EFFICIENCY

This chapter deals with the methodology by which checkstand efficiency
may be evaluated. Two studies are used as main reference. The first is
the United States Department of Agriculture's recent work];- the second is
a study completed in April, 1951, by a large retail food chain? These two
studies will be descriMd in detail.

The most common method Of presenting checkstand operating results is
by means of dollar per man-hour ratios. Most descriptive folders sent
out by checkstand manufacturers contain figures based on this ratio. These
figures are usually obtained in the following manner:

Persons conducting the study Operate in a team of two. The first
person, equipped with a step watch times the check—out operation. The
stOp watch is started when the customer (or cashier) starts to unload the
baskart, and is stOpped when the customer is given her sacked items, the
entire process being completed. The second person conducting the stuly
notes the total amount that has been rung-up on the cash register. These
test runs are made for a periodwan hour or more. The results are then added
and averaged. The final figure gives the number of dollars in sales the

checker averages during an hour period.

 

1 Harwell, E- No, and Shaffer. P- F» W
Woe Retail Food S O , Bulletin No. 31, United States Department
of Agriculture, Production and Marketing Administration, Washington, D.C.,

Jermary, 1951.

2 This study will be referred to as the “Chain Store Stmiy" in this
Vorke

23

Such results may be distorted by several variables. If these factors
are not equalized or compensated for, the results may not be comparative.

First, the size of the order will affect the result. It is obvious
that while it requires a longer time to check a larger order (a fifteen-
dollar order, for example), it will actually give a better production rate
on the basis of dollars per minute than a smaller order of two or three
dollars. The unbroken ringing at the register and the making of change
only once during the transaction actually takes less time than the stop-
and-start method of ringing and the need of making change four or five
times on smaller orders until the total amount of a large order is reached.

Second, the composition of the Order will affect the results. A
turkey, ham, rib roast, or other large orders of meat require only one
register key to be depressed in place of possibly half a dozen to register
lower priced items equaling the same amount. The same is true in the case
of such grocery itms as coffee and cartons of cigarettes.)

Third, the flow of traffic must be considered. If there are four or
five people standing in line at one checkstand, the checker will naturally
work as hard as she can to see that those peOple are checked out quickly.
Whereas, if only one cmtomer at a time comes to the checkstand, the
checker will usually slow down somewhat and be inclined not to work as
fast or efficiently as in the former circumstance. Thus , the steadier
the flow of customers, the fewer delays and the faster the cashier works.

Fourth, and most important, is the difference in personnel. Some
mplcyees are naturally alert and energetic; others may be slow in mind

and movement. Some are new to the job; others may be seasoned workers.

The relative speed of each individual is an important factor. When four

24
operators are used, two average beggars 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. Teamwork also
plays a part. When two or more people are opermting a checkstand, the way
each person perfonms his part of the job, of course, has a bearing, favor-
able or otherwise, an the perfOrmance of the next Operator in line. A
smart 36b of unloading.makes fer easier and faster ringing. Where and
how far the cashier pushes the merchandise as she rings it speeds or slows
the sacking. With three people to a checkstand, when a small order sand-
wiched between two large ones reaches the cashier, this gives her an
opportunity to sit back and wait fer the unloader and bagger to catch up -
or an.opportunity to lend a hand to the bagger.

In any event, comparative study using such divergent types of employees
would hardly give accurate results.

In evaluating checkstand efficiency, these variables described above
must be controlled. The recent study by the united States Department of
Agriculture3 offers a good example of how this can be done.

The purpose Of the study was to evaluate the check-out operation to
determine the advantages and disadvantages of the more common types of
equipment in current use, as well as to develOp and evaluate improved
methods and equipment which might enable the retail food industry to give
improved customer service at the same cost or at a lower cost.

Detailed studies were made on several types of equipment and were

carried on in nine stores in two retail food chains - the Kroger Company

 

3 Ibid

25
of Cincinnati, Ohio, and.Stop and Shop, Inc., of Boston, Massachusetts.
Observations were made of the check-out operations in stores located in
various sections of the country.

The same approach was used for each separate study. The first step

was to orient store personnel with respect to the purpose and plan of the

project. The use of the step watch was explained. The necessity for the
operator to perform at the usual pace while being timed was stressed. The
objective of‘making the job easier for the employee was emphasized.
Employee suggestions and criticisms were welcomed and.when the improved
equipment was designed, the employee was made a part of the developmental
work. In this way employee cooperation was assured.

The operation was broken down into its detailed component parts,
called elements. Each element was timed for a large number of successive
orders and the average time was used as a basis for developing performance
figures fer the operation. A rating factor was applied to the average ele-
mental times for each operator studied, this factor being based on the
effective speed at which the operator worked. Skill was not considered to
be a factor in individual performance, as it was defined for the purposes
of the study as the ability of the individual to follow a given motion
pattern. Thus, with the method standardized, speed alone controlled
variations in elemental times between trained operators. The rating factor
was applied to the average time for each element in order to convert actual
perfbrmance of the Operator studied to expected performance by the average
operator working with a standardized method. A fatigue and personal

allowance factor of 15 percent was applied to the sum of the various ele-

ments for each time study. Avoidable delays on the part of the operator

 

 

! III
I 1...!
IIIIIIIII

26
‘were excluded fromtthe standards. Operator delay time caused by the lack
of customers at the checkstand.was excluded. Set~up and cleanaup times
(consisting of the preparation of equipment for operation in the morning
and cleaning up the equipment and check-out area in the evening) were
excluded from all standards. No operator studied}who operated any type of
equipment used the touch system; each watched the cash register keyboard
and indicator when operating the cash register in order to eliminate ring-
up errors.

The average order (number of ring-up items per average order) in one
store contained 14.29 ring-up items. For comparative purposes, all
standards were developed to conform with this size of average order. Fbr
instance, a standard of 1.879 maneminutes per order means that the checker
took that many minutes to check out 14.29 items.

All phases of the study were standardized to conform with the follow-
ing conditions:

1. No weighing of'merchandise was performed at the check-out opera—
tion.

2. Checks were cashed and bottle refunds were made at the checkstand.

3. Customer's coupons were handled at the checkstand.

4. Cash.registers were cleared daily in the midafternoon by the head
cashier or store manager.

5. All.merchandise was price-marked except canned.milk, baby foods,
bread, Jellos and puddings, soft drinks, candy and tobacco, and some pro—
duce items.

6. Coffee was not ground at the check-out counter.

27

7. The nesting type baskart was used in all stores in which studies
were made.

8. Boxes were used instead of bags fer containers for orders when
requested by the customer.

9. Female employees were used as cash register operators; male
employees were used for all other check-out operations, such as bagging
and carry-out.

Orders per hour was used as the unit of measurement rather than sales
per hour because the latter does not give a true basis for comparison.

There are certain necessary parts of each operation not normally
associated with the performance of each oycle. Some of these are the
following:

1. Check price of item. This element consisted of asking another
store employee (or manager) the price of an unmarked item.

2. Check register tape roll.

3. Correct customer's tape. When ring—up errors were detected it
was sometimes necessary to make pencil corrections on the customer's tape
and the cashier's error sheet.

1.. Dispose of empty bottles (and make refund).

5. Handle customer coupons.

6. Install new register tape.

7. Make separate change for customer. Customers sometimes requested
separate change for a bill or coin. This was made by the cashier as a
separate operation.

8. Make change for other cashier.

9. ’Obtain box when requested.

lO. Obtain change from other cashier or store manager.

28
11. Process produce. This consisted Of cutting the tops Off carrots
or other produce and disposing of the unwanted parts to the waste container
proV'ided in the checkstand.
3.2. Rearrange baskarts in reserve area.
13. Ring for carry-out clerk.
y . 2L4. Talk to customer. A necessary part of processing each order was
a greeting to the customer. This greeting usually caused no delay in the
operation; however, when the conversation interfered with the processing
of the order by the Operator, these unavoidable delays were included under
"tall to customer."
The above parts of the Operation were termed irregular elements.
These irregular elements were determined in each separate study.
They were added to the regular elanents in determining the total minutes
Par order.
The United States Department of Agriculture tested the following types

or equipment:

1. Push-pull — 1—man
2. Push—pull - 2—ma.n
3. Simplex - l-man
4. Redi-chek - l-man
5. Redi—chek - 2—man
6. Redi—chek - 3-man
'7. Belt type - 4-man
8. Disc-type - l—man
9 . Dis c—type - 2-man
10. Disc-type — 3—man

An example Of the results determined by the above methodology is the
Study Of the push—pull operation and the develOpment of the Redi-chek
ch';‘--<'-=kstand. Table I shows the develOpment Of the production standard for

the push-pull check-out-one-man operation. Table II gives the accompanying

29

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31
irregular elements. Table III shows the development of the production

standard for the Redi-chek check—out - one-man Operation. Table IV gives
the accompanying irregular elements.

In these tables the total elemental time was that time required to
perform.the element whenever it occured. The variable percent represented
the frequency of occurrence of the element. The weighted elemental time
was computed by'multiplying the total elemental time by the variable per-
cent, and represented the time allotted to each order for the element. The
standard in.orders per man-hour was the expected performance of the average
operator working under normal conditions.

Table V shows the comparative equipment productivity and cost of
check-out operation. The cost in cents per order was computed on the
basis of one dollar per man-hour for all operators required in the various
crew arrangements.

The United States Department of Agriculture study is an example of how
scientific methods may be used in determining check-out efficiency. The
breakdown of each operation into elements has one outstanding advantage -
when comparing two or more separate studies it can be determined that a
certain element may be out of line on one study in comparison.with the
same element in the other studies. It is, therefore, relatively easy to
determine that part of a certain operation that appears to be accomplished
cansiderably faster (or slower) than the corresponding part in another
operation.

It is questionable whether a food chain can afford to make such a

comprehensive and exacting study. Trained technicians and an ample budget

32

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TABLE V

8

COMPARATIVE EQUIPMENT PRODUCTIVITY AND
COST OF CHECK-OUT OPERATION

35

 

 

 

Orders Orders Labor cost
Type of oqnipnant per per per
W
ME: 19916.: 2291.2
1. Push—pull l-nan 31.9 31.9 3.13
2. Push-pull 2qnan 48.4 24.2 4.13
3. Simplex. l-nan 44.3 44.3 2.26
4. Redi-chak l-man. 44.2 44.2 2.26
j5. Rodi-chat 2~nan 61.2 30.6 3.27
6. Rodi-char 3—nan 67.5 22.5 4.45
7. Belt type 4-nan 62.0 15.5 6.44
8. Disc-typo l-man 35.5 35.5 2.82
9. Disc-type 2—nan 57.8 28.9 3.46
10. Disc-type 3—man 60.3 20.1 4.98

 

3_I.P.!.Q:Po41

36
would be necessary. The chains would do well, however, to study the results
and the means by which they were obtained. The united States Department
of Agriculture study is very valuable for its methodology.

Recently a large retail food chain completed a study of check-out
operations. This serves as an example of how a chain may Obtain.valid
results and still hold expenses to a minimum. This study is described
below. It is referred to throughout this work as the "Chain Store Study".
The accompanying tables of Operating results are taken from this study.

Four checkstands were tested. These were the "Spee-Dee”, the Redi-
chek, the push-pull, and the conventional. A large well-lighted room was
used for the experiment; one of each type stand was set up in the room.

As this did not duplicate actual operating conditions, it must be realized
that.the results are comparative under these conditions only. The purpose
of the study was to determine which type checkstand gives the most efficient
operating performance .

‘Variables in the Operation were held to a minimum. The same twelve
orders, averaging 18 items, and six dollars, were used on all four check-
stands tested. Results were given in dollars per hour. By holding the
size (items) and composition of the order constant, the dollars per hour
figure is valid. This practice did introduce another variable - familiarity
with prices and the composition of the orders. This was minimized as
much as possible by getting the figures on all checkstands only after all
the operators were familiar with the orders.

The flow of traffic was controlled. In all the tests on all the

stands, orders were delivered as rapidly as operators could handle them,

37
9
and the trainer acting as customer always had her money ready.

The personnel factors were controlled in the following manner:

1. Competence: All four cashiers used for the tests were trained
and above average in ability.

2. Organization: When three and four operators were-used, the two
fastest girls were used as unloader and cashier on all stands.

3. Fatigue: An attempt was made to eliminate this by providing
frequent rest periods for the operators.

Time studies were conducted in the conventional manner. Any delay
that was not considered a normal part of the operation was not included.

The following tables (VI through XII) show the results of the "Chain
Store Study". In interpreting these results, a chain may well decide which
type of checkstand to install in certain volume stores.

In comparing the two above studies the United States Department of
Agriculture should prove the more accurate. It was conducted on a far
wider scale and greater care was used in standardizing methods and elimina-
ting the variable factors. The "Chain Store Study“ does, however, offer
a good example of a reasonable test of operation conducted on a relatively

small and inexpensive basis.

A

<_?'9 The personnel completing the study are here referred to as
"trainers". '

38
TABLE'VI

COMPARISON OF PRODUCTION WITH SINGLE OPERATOR
10
Complete Assembly was Made on Push-pull and Conventional
Ho assembly was Made on Speedee or Belt

‘Conven-
Speedee Hedi-chek Push-pull tional

“——
_

 

3 checked 319709-04 31:433-36 31:351-46 31,352-99
Average 3 '
per hour 305.55 298.20 271.80 266.70

%%%%hcked

Average 8
per hour

lessees:
3 checked

Average 8
per hour

Mar et
5 checked
Average 8
per hour

22212.9.
' 3 checked
Average 3
per hour

Difference between fast stand (Speedee)
and slow (Conventional) $38.85 per hour,

or 14% plus.

356.05 234-84
307.20 294.00
427.26 427.26
306.60 305.40
427.26 _ 356.05
300.60 277.80
498.47 356.05
307.80 315.60

569.68
303.60

427.26
269.40

498.47
245-40

356.05
268.80

356.05
280.80

284.84
276.00

284-84
250.80

427.26
259.20

 

10 "Com lete assembly'I refers to the segregation of items hy

departments,
on the register.

meats, produce and groceries) before ringing up the items

39
TABLE VII

CDMPARISON 0F PRODUCTION NITH TWO OPERATORS

Complete Assembly was Made on Push—pull and Conventional
N0 Assembly Was Made on Speedee 0r Redi-chek

Avera e of rator

 

Speedee Redi-chek Push-pull Conven-

 

 

419m...
Av. s P.M.H. $527.60 $488.40 $463.20 $469.80
3 Spread 222.05 190.20 191.40 203.10 $64.40
8 ad 72.16 63.8 70.4 26.2 13.9%
IE Fastest Daren“
8 Checked 427.26 284.84 356.05 356.05
Av. s P.M.H. 537.60 513.00 481.20 522.60

The difference between the fastest (Speedee)
operation and the slowest (Push-pull) is $57 .00

 

MW

8 Checked 356.05 284.34 356.05 ' 284.84
AV. 3 P.M.H. 511.21 483.00 435.00 439.20

The difference between the fastest (Speedee)
operation and the slowest (Push-pull) is $76.00

 

 

pgr hg_l_1_1_‘ or 12%.
Fast and ow Com on
3 Checked 427.26 213.63 356.05 213.63
Av. S P.M.H. 534.00 469.20 473.40 447.60

The difference between the fastest (Speedee)
operation and the slowest (Conventional) is

$87.00 per hour or 19$

 

40

TABLE‘VIII

COMPARISON OF PRODUCTION WITH THREE OPERATORS
unloader, Cashier, Bagger

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

W
Convene
WWW

$356.05 $284.84 $356.05 $356.05

8 Checked
583.80 546.00 586.80 585.82

Av. $ per hour

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

'The difference between the fastest stand (Push-pull $586.80) and
the slowest (Redi-dhek, $546.00) is $40.80 per hour or 73 .

TABLE IX

COMPARISON OF PRODUCTION WITH FOUR OPERATORS
unloader, Cashier and Two Beggars

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

Conven-

.Snsedgg Rgdi-chek Push-pull jigng]

$213.63 $427.26 $356.05 $356.05
642.60 641.40 657.00

 

8 Checked
Av. 3 per hour 644.40

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

The difference between fastest stand (Conventional, $651.00) and
the slowest (Push-pull, 8641.40) is $15 .60 per hour or 2%.;5.

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CHAPTER IV
EVALUATION OF INDIVIDUAL CHECKSTANDS

This chapter deals with the advantages and disadvantages of the eight

types of check-out systems described in Chapter II.

The Conventional Check-out Operation

The performance of this checkstand is rather low, especially when only
one or two people are employed in the operation.

A single operator must perfbrm all the basic elements in processing
an average order. The customer is not requested to unload any of her mer-
chandise. This is done by the cashier. Thus, one order must be completely
processed before another is started. The merchandise, as unloaded, must
be segregated by departmental groups - meat, produce, bakery, and grocery —
before being rung up. Adequate sacking facilities are seldom provided.

The “Chain Store Study" results indicate that the comparative effi-
ciency of the checkstand increases when the third and fourth operators
are added.

The conventional checkstand has certain advantages. It is of
relatively simple construction and is inexpensive to build. many food
chains have constructed their own checkstands of this type. The list
price quoted by most.manufacturers is two hundred_dollars.

Production figures, however, show that the conventional checkstand
is a poor choice for both the average operator and large-volume stores.
With.any of the other checkstand types, one operator can normally handle

the flow of traffic during the slack periods of the day. With the

1.6
conventional unit, however, another checkstand must be Operated or a
Backer added to the operation to achieve the similar production results

over the course of a day's business.

The Push-pull Type Checkstand

This unit has an advantage over the conventional system in that it
provides facilities for customer unloading. While one order is being pro-
cessed, the unloading element of the next order may be completed. Proper
departmental segregation is encouraged by marked-off sections on the unload-
ing platform. However, produce items are placed in an area next to the
presorter and there is a tendency to crush this soft merchandise when the
presorter is pulled forward. There is often physical strain in pulling up
heavy merchandise to the checking position. It was observed that it was
often impossible to place all merchandise in the presorting area. This
meani that the cashier had to pull the presorter forward, push it back,
and allow the customer to unload the remainder of the large order. Here,
the customer continued to unload while the cashier was checking and thus
could not see the items as they were tabulated.

The construction of the push-pull checkstand, as in the case of the
conventional, is simple. The list price quoted by the manufacturer was
two hundred and ffity dollars.

In the "Chain Store Study" the push—pull checkstand gave better
performance with one operator than did the conventional. This was due
largely to the customer performance of the unloading element. The
comparative efficiency of the checkstand increased.when the third and

feurth operators were added.

47

The United States Department of Agriculture found the push-pull
unit to give the poorest performance of all types studied.1

The push-pull checkstand is an improvement over the conventional
type. It does not, however, give good performance with a single operator.

In the previous two types of operation, items, as they were unloaded,
were segregated into departmental groups. This meant that the cashier
could ring up all grocery items together, all produce items together, et
cetera. The customer, upon receiving the receipt for her order, could
check the tabulated items easily as they were all grouped by departments.

In the remaining types of check-out eystems discussed below, items
are not grouped by departments before being rung-up. Items are rung—up
as they are unloaded by the customer or as they are removed from the
baskart by the cashier. No attempt is made to keep all grocery items
together, for example.

This procedure presents certain difficulties not encountered in the
conventional and push-pull operations. The first is the necessity of
frequently changing the departmental key in the ring-up element.- When
items are segregated by department before being rung-up, the cashier in
checking grocery items, for example, depresses the grocery departmental
key and registers all the grocery items by depressing the motor bar.. The
same process is continued for meat and produce items. When the baskart is
unloaded by the customer on a moving belt or disc, there is not such

departmental regularity. The first item may be a head of lettuce, the

 

l Harwell, E.M., and Shaffer, P.F., T e eck-out er t o
Self-service Retail Food Stores, Bulletin No. 31, United States Department
of Agriculture, Production and Marketing Administration, Washington, D.G.

January, 1951.

48
second, a ham, so that the cashier must continually change the departmental

key. The National Cash Register Company has recently introduced a new
cash register with motorized departmental keys. This means that all the
operator has to do to register the sale is depress the money keys and then
depress the departmental key denoting the item. Although these new regi-
sters are at present difficult to obtain, they should prove very efficient
in this type of operation. The National Cash Register Company has observed
in recent tests that accuracy has improved in registering items according
to their proper departments. This seems logical as the operator must con-
tinually watch for departmental changes of the moving items.

A second difficulty in this type of operation occurs with.merchandise
that is sold in pairs or in groups of three or more. An example of this
would be an item that sells for ten cents a can, or two cans for 19 cents.
The customer may not unload these items together. In a large order the
two items that sell for nineteen cents may be unloaded separately, and the
cashier may easily make the mistake of charging the customer ten cents for
each. Several attempts have been made to solve this problem, but no one
has met with couplets success. Signs have been posted urging customers to
unload such items in their proper groups; cashiers and other operators
have been instructed to be especially careful to watch for these items and
place single cans on the dead plate until the second or third can is
unloaded.

A third problem arises in the sacking process. The top items in a
customer's baskart are usually the ones that are fragile and most easily

bruised. These are unloaded first as they are the most accessible. The

hard items, such as cans and boxes, are usually at the bottom of the baskart

1.9
and are unloaded last. The sacker, therefore, receives the fragile items

first and the hard ones last. This means that the sacker must wait for
the latter items to be processed before the sacking can be started.

A fourth problem arises in that the customer, while placing her
merchandise on a moving belt or disc, has difficulty watching the cashier
ring up items that are simultaneously moving down the line. Some customers
insist on watching the cashier ring up each article to insure against
errors. Where this occurs, the normal operation is interrupted.

All the preceding problems are inherent in the check—out operations

discussed below.

The Split Counter Type Checkstand

The principal point to note about this system is that the checker
unloads the baskart with one hand while simultaneously ringing up the items
with the other, thus combining into one step two of the basic operations
of the conventional method. This checkstand was not included in either of
the studies discussed in Chapter III. In the bulletin ”Check-out Clinic"?
performance of the split counter type (with a single operator) was found to
fall between the slower conventional and faster push-pull type. The cost
of'the split counter checkstand is two hundred dollars.

This type unit has one chief disadvantage. It is a one-man.operation;
an additional employee cannot be added to increase production during rush

periods.

 

2 "Check-out Clinic", a bulletin publiShed by the National Association
of Food Chains for its members summarizing the results of a meeting held
on February 6-7, 1950.

50
The Simplex Unit

In contrast to the split counter checkstand, the Simplex unit
provides for simultaneous unloading, ringing, and sacking by the cashier.

The time studies by the United States Department of Agriculture
showed that production amounted to 44.3 orders per hour on the Simplex
unit as compared with 31.9 orders per hour on the push-pull equipment.
Labor costs per order were 2.3 cents and 3.1 cents respectively.

Some disadvantages, however, were noted in the study. Lack of
flexibility of the equipment during peak volume periods was a definite
disadvantage. On the push—pull equipment an additional employee could be
added to the operation to increase production and reduce waiting time on
the part of the customer. This was not possible on the Simplex unit as
the latter was strictly a one—man operation. Considering the fact that
the use of the push-pull checkstand operated by two persons is only 9 per-
cent more productive than the one-man Simplex operation, and at the same
time 83 percent more costly in man-hours per order, the difference in total
potential capacity may seem to be a minor factor. This is true in stores
where extreme volume peaks are not normal. But in stores where peaks
reach substantial proportions, the Simplex unit was found to be not
entirely satisfactory owing to this lack of flexibility.

Customer reactions to the Simplex unit, while favorable as a whole,
were in some instances unfavorable. The United States Department of
Agriculture made no statistical measurement of this reaction. The most
frequent unfavorable comment was that the operation seemed to be slower.

This remark was no doubt evoked by the customer when comparing the ring—up

51
operation only on the conventional equipment with that of ringing-up and
bagging the items simultaneously.

AffThe Simplex unit provides limited space for customer exit. Even
though customer-exit aisles were made as wide as those in stores having
conventional equipment (24 inches), the exit of customers with large orders
was sometimes difficult owing to interference by the cash register which
was located adjacent to the aisle. Store personnel carrying orders to the
outside of the building also encountered this interference.

The Simplex unit enjoys several distinct advantages over the push-
pull checkstand. It gives increased man-hour production at a lower cost
per order. Man-hour production increased from 31.9 orders to 44.3 orders;
the cost of processing the order was reduced from 3.1 cents to 2.3 cents.

Over—all space requirements were reduced to 64 percent of requirements
for the conventional checkstand.

f—

fif/The United States Department of Agriculture found that all Operators
(originally trained on the pushppull equipment) indicated increased fatigue
for the first few days during which they were being trained on the Simplex
unit. This was believed to be caused by two factors: (1) Change of work
patterns requiring use of certain body muscles; and (2) and increased
number of items handled in a given period. As the operators gained

experience they reported the operation on the Simplex unit to be less

fatiguing than on the push-pull equipment.

The Belt Type Checkstand
The United States Department of Agriculture made a study on the belt

type checkstand operated by a fourbman team. This team consisted of the

52
3

cashier, two baggers, and an eXpediter. The cashier rang up the items,
computed the tax and total of the order, and took money from and made
change fer the customer. The two baggers bagged the order and placed the
filled bags on an order rack. The expediter unloaded the baskart and
sorted and placed the items, price up, on the cashier side of the conveyor
by departmental group. Small cardboard order separators were provided for
use by the expediter who placed one of the separators on the conveyor after
the last item of each order. It signified to the cashier and to the bag-
gers the end of one order and the beginning of the next.

The cashier rang up the items by departmental group. Departmental
keys on the cash register were not motorized. The conveyor, operated
with a foot switch by the cashier, carried the merchandise from the expe-
diter to the baggers, the merchandise seldom being handled physically by
the cashier.

The baggers usually worked together on the same order. The equipment
included a small platform on which the bags rested during the bagging
operation. The mouth of the bag was held open by the bagger with one hand
as the other hand bagged the merchandise. One bagger could not handle the
load alone when successively large orders were being processed because,
(1) items were received on the conveyor by departmental group and the
accumulation of fragile items tended to congest the bagging area, and (2)
bagging with both hands simultaneously was not possible. This is not to

say that the equipment could not be operated by a three—man crew; but the

 

3 "Expediter" refers to the employee who unloaded the baskart,
placing the items on the conveyor.

53

use of only one bagger would cause considerable delay on the part of the
cashier and the expediter and thereby decrease over-all production in
orders per hour.

_The United States Department of Agriculture's time studies showed
that production (on the four-man operation) amounted to 62 orders per hour
as compared with.67.5 for the three-man.operation of the Redi-chek. Labor
costs per order on the two types were 6.4 cents and 4.5 cents respectively.

Analysis of some of the elemental times explained differences in over—
all and man-hour production. The increase in ring-up time on the belt type
checkstand was caused by the inability of the expediter to sort items by
department, turn prices Up, and feed items onto the conveyor as fast as
the cashier could check them. On the Redi—chek the expediter did not
sort items by departmental groups as the register keys were motorized.

The National Association of Food Chains4 reported that most members
found the performance of the belt type check-stand to be considerably
better than the conventional or push-pull units and approximately equal
to that of the disc type unit.

The Robert Becht Company of Cincinnati, Ohio quotes seven hundred

dollars as the list price of their belt type unit, the "Quik-Chek".

The Disc Type Cheek-out Operation
According to the results of the "Chain Store Study", the "Spee-Dee'
checkstand, when operated by either one or two employees, had the best
production performance of any of the types studied. As the third and
fourth operators were added, the comparative efficiency of the checkstand

decreased, although the decrease was slight.

 

4 The National Association of Food Chains,‘gp. cit.

54

The results of the United States Department of Agriculture on the
performance of the disc type checkstand are quite different. When Operated
by one man, the checkstand gave production of 35.5 orders per hour. This
was 11 percent more productive than the push-pull equipment (one-man),
but 25 percent less productive than the Simplex unit or the Redi—chek
unit (one-man). Several studies were made of the two—man team and three—
man team Operating the disc type check-out unit. With the exception of
disc delay and.the slower bagging operation, the procedures and elemental
times were similar to those for the two-man and three—man Operation Of the
Redi-chek. Production on the two-man Operation was 57.8 orders per hour
(at 3.5 cents per order); production on the three-man Operation amounted
to 60.3 orders per hour (at 5.0 cents per order).

In both studies, the performance of the disc type checkstand was
comparatively high. The Will L. George Corporation, Grand Rapids,
Michigan, manufacturer of "Spas-Dee", has about fifteen hundred in use in
the United States and about ninety in Canada. Thus, as far as mechanized
checkstands are concerned, this type is well accepted by the trade. The
disc type unit gives satisfactory performance under varying volume loads.
The latest model incorporates the Redi-chek bagging well, which should
increase performance with a single operator. The current price of the
"Spec-Dee" checkstand is eight hundred and seventy-five dollars.

A variation of this type, the "Turn-e2", by Doran-Owens, Detroit,
Michigan, is identical except that the disc is hand operated and is

permanently divided into fOur sections by metal strips. At present, no
independent performance checks have been made on this checkstand, but its

perfOrmance should not be far from that Of its motOrized counterpart.

55

Its chief advantage is its lower cost. The current list price quoted by

Doran-Owens is three hundred and eighty—five dollars.

The Redi-chek Unit

The chief advantage of the Redi-chek unit is the provision of ade-
quate bagging facilities. The construction Of a well adjacent to the
cashier's position made possible simultaneous ring-up and begging Opera-
tions. For the other types of check-out equipment Observed above, no such
provision was made for the efficient bagging Of merchandise; the bagger
had to use one hand to hold the mouth of the bag Open during the bagging
Operation. The bagging wells provided for the bagger on the Redi-chek
unit made possible movement of merchandise from the counter to the con-
tainer with both hands. The width and depth for the bagger wells were the
same as fer the well used by the cashier when working alone. The bag was
maintained in an Openpmouth position by the pressure Of the sides Of the
bag on the walls of the well. Two wells were installed instead of one so
that the bagger could: (1) use idle time (available when change was being
made for a customer) to position bags for a succeeding order that required
‘more than one bag; and (2) bag a large order into two bags simultaneously;

A bag rack was installed about five feet to the rear of the check-
stand, fbr use by the bagger in the two_man or three-man Operation as a
disposal point for completed orders. The customer picked up the order on
the way out Of the store. This rack held five full sixtybpound bags at
any one time. The Objective of the bag rack was to eliminate delay on
the part of the bagger as he waited for the customer to pick up the com,

pleted order.

56

The United States Department of Agriculture study showed that pro-
duction per man-hour for the one-man operation on the Redi-chek unit
amounted to 44.2 orders, and labor cost per order 2.3 cents, the same as
on the Simplex unit. The two-man operation of the Redi-chek unit
increased production of the unit to 61.2 orders per hour. Labor cost per
order increased from 2.3 to 3.3 cents.

In comparing the time study standard with that developed for the two-
men operation on the push-pull equipment it was noticed that the ring-up
time per item decreased from .0291 to .0287. This reduction reflects the
use of the motorized departmental keys. The standard for two-man operation
of the Redi-chek unit showed a considerable increase in the time required
to take money from the customer. This was caused by two factors: (1)

The customer had less time to get her money ready for payment, as she had
to unload her baskart and place the items on the conveyor (at the same
time her order was being processed more rapidly, frequently simultaneously
with the unloading, than with the other types of equipment); and (2) the
cashier had little opportunity to utilize delay time while waiting for the
customer to pay for the order:\ The production per hour for the two-man
operation on the Redi-chek uni/.t was 38.5 percent higher than the one-man
operation on the same equipment, and 26.4 percent higher than the two-men
operation on the push-pull unit.

@y adding the expediter to the two-man operation on the Redi-chek,
production was increased from 61.2 orders per hour to 67.5 orders per hour,
an increase of 10 percent; at the same time labor cost per order increased

from 3.3 cents to 4.5 cents, an increase of 36.4 percent. The time for

taking money from the customer was .0712 minute as compared with .1307

57
minute when the equipment was operated by two men and .0786 when Operated
by one man. With the addition of the expediter, the customer no longer
had a part to perform in the processing of the order (she had to unload
the baskart when no eXpediter was used) and, therefore, more frequently
had her money ready when the total of the order had been announced by the
cashier.

The Redi-chek had certain disadvantages. The cost of the unit
amounted to six hundred and thirty-four dollars as compared with two
hundred dollars for the conventional checkstand.

s: Delays occurred for both the bagger and the expediter during the
operation. Each experienced unavoidable delay time between each order.
Both were caused by unbalanced loads in the Operation. 1,)

Personnel had to be trained in the use of the Redi-ehek equipsent in
order to assure efficient performance. Several days were needed to train
personnel preperly in the simultaneous ring up and bagging of items so that
the principles of good bagging of merchandise could be maintained.

The advantages of the Redi-chek unit were significant. Man-hour and
over-all production was the highest of any type tested by the U.S. Depart-
ment of Agriculture. Fewer checkstands were needed to process a given
volune, which permitted maximum utilization of floor space. Custaners
were processed faster for all periods during the week, whether it was a
one-man Operation during slack periods, or a two- or three-man operation
during peak periods. Finally, reactions from customers, management, and

store personnel were very favorable.

58
The "No wait" Checking Counter

The "No wait“ checkstand was developed to handle peakavolume traffic.
It will find its best application in large markets. During the slow peri-
Ode of the week, the "No Wait" may be operated by one, two, or three per-
sons. In the Latter cases it perfonms as the belt type unit.

With the exception of the cashier's bagging well, the "No Wait" has
bagging facilities as ample as those provided by the Redi-chek unit.

The "No Whit“ has one distinct advantage. By adding the cashier to
the operation, a balanced division of work resulted. Unbalanced division
of work between the cashier and baggers was one of the objections of the
Rodi-chek unit. By dividing the duties of the cashier, by putting the
bags within easy reach of the bagger, and by furnishing ample bagging
space, the designers of 'No wait" have developed a unit that gives a
smooth and contimlous Operation.

No comparative data were available on the "No wait" operation. The
National Cash Register Company made several surveys on the operation of
this checkstand and reported that at peak periods the volume performance
was 1,032 dollars per hour. This, of course, is a dollar per hour figure
which can be affected by many variables. It does, however, give some idea
of the speed with which the unit operates.

George T. Smith, Inc., Lansing, Michigan, the manufacturer of"Ho
Wait" advertises the following more conservative figures - 650 dollars or
more per hour, 130 dollars or more per man hour, and 7,800 dollars or
more per lZéhour day. Four “No wait” checking counters are now operating
in a super market doing’35,000 dollars weekly. In this market, there is

no waiting at the checkstand at peak periods.

. 59

There are some problems which are raised by the use of a checkstand
of this nature. The first is that duties sumh as cashing checks, weigh-
ing produce, selling candy and cigarettes, and bottle returns, must all
be eliminated at the checkstand. The performance of these duties would
interrupt the balanced Operation Of the unit. Also, to realize the maxi-
mum performance from the 'NO wait" unit, personnel training becomes quite
important. Since the system is so different from any other in use currently,
careful retraining Of checkers and other supporting personnel will be
necessary.

Customer reaction to the "No wait" is favorable. Some people come
plained that it was difficult to follow the procedure to check on any
cashier errors. But most peOple were greatly impressed by the speed Of
the unit and the resulting advantage of having their orders processed
very quickly.

The prices of the "No wait" unit, F.0.B. Plant, Charlevoix, Michigan
are: (1) one to five checkstands at 1,298 dollars each; (2) six to ten
checkstands at 1,198 dollars each; and (3) 11 or more checkstands at 1,098
dollars each. These prices are considerably higher than the prices Of
other units discussed previously. However, the manufacturer points out
that three "No Wait" units can replace six conventional units, with a
saving Of 3,000 dollars in cash register cost. This saving is more than

enough to make up;for the comparative price difference between the two

units.

CHAPTER.V

CHECKER TRAINING

l
The checker may be the only store employee with whom.the customer

comes into contact when shopping in a super market. The impression that
the checker leaves with.the customer will often determine her preference
for the store. It is, therefore, extremely important that the checker
receives proper training in the performance Of her duties. 'This chapter
describes two checker trainingzprograms - one conducted by the American
Stores Company, Philadelphia, Pennsylvania, and the other developed by
the university Of Texas in cooperation with the Texas Educational Agency.

The American Stores Company selected the conventional Operation as a
method for training checkers. The reason for this was two-fold. First,
the majority of checkstands in current use by the company2 are Of the cons
ventional type. Second, the conventional method contained all of the
separate elements that make up the checking Operation. It was felt that
when a checker was properly taught each single element, the combination
of these elements in another type operation would be made easier.

Trainers for the checking school were usually selected from.among the
most able checkers. This is a job which requires exact, constructive,

and patient direction. Once the program was launched, it was the trainer

upon whom.management depended to instruct conscientiously the program

 

1 In this chapter the terms "checker” and "cashier” are synonomous.

2 Where the words “the company" are used in this chapter, it refers
to the American Stores Company, Philadelphia, Pennsylvania.

61
as originally agreed upon. Unless the trainer had been completely sold
on what the company was doing and the methods that were employed, diffi—
culties would have arisen.

Training, to be effective, must start from the top down. Therefore,
the first trainees Of the program were sales managers and general super-
intendents. Next to be trained were store superintendents, then market
managers, and finally the utility help. In this way every man knew exactly
‘ what those under him were supposed to do and was then held responsible
for seeing that the training program.was carried out.

The checker training program lasts three days; students attend on
company time with all expenses paid. Out Of town employees are put up at
local hotels at full company expense. Six schools are located in cities
near the center of a large number Of company outlets.

After students are welcomed and introduced to their cOdworkers they
receive an "entrance examination"which consists Of checking six test
orders. By having trainees run through a series Of orders it helps the
trainer spot weaknesses, and shows him where to put emphasis when training
the individual. This test establishes their rating before schooling and
provides a basis for comparison.with their work following completion of
the course. It also provides a source of information as to how well a
particular store manager is carrying out the training program in his store.

Students then receive careful, individual instruction on the handling
of the cash register,in.correct fingering and in coordination. Next, they
receive a test of simple arithmetic problems, including group prices.

Correct assembling of orders on the checking counter comes next. Trainers

62
show how to group items, putting small items in front, and large-sized
items in back to avoid the possibility of overlooking small items when
ringing. Students are taught to assemble orders close to the cash
register, to place merchandise where it belongs the first time it is
handled, and to see that items are placed so that prices can be read
easily; They are also shown how to handle meat, produce, and dairy pur-
chases already packaged.

TO ring purchases, trainers impress students with the need for using
both hands - one on the cash register, the other on the item being rung-up -
being careful to point out that as the motor bar is depressed the item
must be moved at least six inches along the checking counter.

Change-making is discussed at length. Students are shown how to use
the subtotal key until money is received, call out the amount of the sale,
and count the amount, first from the cash drawer and again to the customer;
money received from the customer is left on the cash register ledge until
the entire transaction is completed.

The sacking operation is then practiced under the watchful eyes of
the trainers. It is pointed out, of course, that breakable and perishable
goods must go on top of the other merchandise.

The second day is devoted to a review of the first day's teaching,
with emphasis placed on practice. _In addition, the handling of empty
bottles and the making out of cash-refund forms is taught. Checkers also
receive instruction (1) in handling cash for deposit and completing the

necessary forms for the manager; (2) the mechanics of the cash register,

63
such as changing the cash register and detail rolls, and finally, (3)
the proper procedure in cashing checks. (All checksmust be endorsed
by the manager or the checker cashing them is held responsible in case Of
a bad check).

During the third and last day, students, under constant supervision,
are allowed to practice until the necessary coordination is achieved.
Service to customers is stressed in building good will. Under this
category come personal appearance, courtesy and the proper manner of
handling complaints.

Very few students are "washed out" of the course. When this occurs
it is usually with the thought that the employee can serve elsewhere to
better advantage, perhaps as a stock handler or at another job for which
he or she is better suited.

The course has specific standards Of speed and accuracy. While a
trainee is in class, however, the trainer never speaks in toms of speed
but rather in terms of coordination. Speed will only come with practice,
and if stressed in the training program, it would result in a sacrifice
of accm'acy. Students are, however, timed (without their knowing it) and
those who are extremely slow may be "washed out" if it is felt that fur-
ther improvement is doubtful.

In each group there will be some trainees who will learn faster than
others. A capable trainer will use these trainees to an advantage by
having them help the slow or inaccurate individual. This provides the
trainer with an Opportunity to work individually with other trainees. It
is important to realize here that a classroom training program governed

by a limited time can only teach people how to do the fundamentals of a

6h
job. It takes practice on the job before a person becomes skillful at a
given task.

Equally important to the success of checker training is the follow-
up method used. After students are trained, trainers visit each store to
see if the checking principles are being followed. When there is a.mis-
understanding, the trainer demonstrates the proper>method and is always
ready with advice. In.addition, accuracy tests are given to make certain
that students are maintaining their training-school accuracy. In order to
pointaup a good performance, score cards are used which indicate both the
good and bad points Of the trainee's performance. Scores serve as a guide
for improvement and also as a check on the effectiveness of follow-through.
These cards summarize the fundamentals of a good store operation and pro-
vide an excellent performance rating for both managers and superintendents.

The following points are rated on the score card:

Points
1. Is the assembly correct? IS
2. Are two hands used at the same time? 10
3. Is the merchandise pushed at least six inches
when.motor bar is pushed? 20
h. 13 the subtotal being used properly? 5
5. Is the change drawer arranged properly? 5
6. Are the amount of sale and amount received
called out and the change counted from drawer
and aloud to customer? 10
7. Is the register receipt given to the customer? 5
8. Is the proper bag size selected? 5
9. Are cans slid into bag and two hands used after
the bag is standing? 10
10. Is there a "thank you" with a smile? __1_._5_
Total 100

Further points to notice are:

1. Are the carriages pushed through check stands?
2. Are check stands free Of merchandise?

3. Is the cashedisbursement pad used prOperly?

it. Are rebates recorded correctly?

5. Are bottle bins used correctly?

65

These latter questions receive no point score rating, and are
answered by merely a "yes" or "no" entry. The check list is recorded in
triplicate and copies are disbursed as follows: one to the general
superintendent, one to the training school, one retained at thestore.

While training and Operating go hand in hand, there is a clear line
separating the responsibility of the superintendent and the trainer.
Training can supplement supervisory effort by seeing that employees
acquire the necessary "know-how", but it remains for the manager and the
supervisor to enforce store performance. The trainer should never super-
cede in authority either the superintendent who reports to his superior,
the general superintendent, who in turn reports to the sales manager.
The trainer can and should help supervision, but he never should short
circuit their authority. The trainer' 3 primary function is to bolster
morale and improve performance by making the trainees know their job,
thus helping the manager and superintendent get top performance from the
personnel working under them.

The University of Texas, in cooperation with the Texas Educational
Agency, has recently completed a two-volume work entitled, Grocery
Checking Procedures. These two volumes are intended as guides to instruc-
tors in checking procedures.

A sample of this work is taken from the outline section entitled,
"Actual Checking Procedure":

5. Check remaining Grocery department items on cash register.
Grocery items are more conveniently checked first, and after
checking are ready to be placed in the bottom of the bag or box.

a. Depress Grocery Department key with first finger of right
hand, placing the left hand on the first item to be checked.

b.

00

d.

f.

g.

Record the amount of that item as follows:

(1) Use thumb to depress keys:

1¢ through,h¢
10¢ through.h0¢
$1 through $h

(2) Use first and second fingers to depress keys:

S¢ through 995
50¢ through 90¢
35 through 89

Roll right hand to the right and depress the motor bar with
the heel of the right hand. This records the price—charged
on the customer's register receipt.

 

Slide item.recorded down the counter as far to the left of
the line as possible. If a packer is working with the
Checker, this movement of the merchandise tells the packer
the item has been recorded and is ready for packing. USE
BOTH HANDS to record and move merchandise.

The use of an emphatic motion and the sound of the register
'will make the customer realise that the item being moved by
the right hand is the one being recorded by the right hand.
The indication at the tOp of the register shows her that
the item has'been correctly registered.

Bottled items should be checked next and the customer should
be charged for the container as well as the merchandise.

Care should be used in.handling all merchandise; items should
never be slammed on the counter, nor be moved t00'vigorously
down the counter.

Breakable items such as eggs, glassware, or merchandise
packed in glass should be checked next.

Record all nonbreakgble merchandise remaining from.the
Grocery'department.

A further section gives instruction on packing of customer's pure

chases:

t e Texas Educational

3 TBS fiEiversity of Texas, Grocesy Checking Procedures the university
cooperat on wi

of Texas, Division of Extension,

Agency, Vocational Division, p. 67.

67

D. PACKING OF CUSTOMER'S PURCHASES

1. Ask customer which would be more convenient, bag or carton.

80

Packing merchandise in bags. (Do not pop bags open in
customer's face. Do not use a bag when a carton or box
will do.)

(1) Have adequate stock of all different sizes of bags

(2)

(3)

m

(5)

(6)
(7)

(8)

(saves needless waste.)

(a) Use correct size bag. When too small, bags
split; when too large, they are hard to carry.

(b) Do not attempt to squeeze merchardise into a
bag that is too small.

Place heavy nonbreakables snugly in the bottom of
the bag.

(a) Builds a solid foundation

(b) Helps to keep bag open

(c) When heavy items are not placed in bottom of
bag, the bag might topple over, or tear,
causing damage to merchandise and delay and
annoyance to customer.

Place meat next.

Place yeast and butter wrapped in heavy paper in a
sack to prevent absorption of odors and flavors.
Place on top of order.

Place bottles of milk in a proper size sack before
packing it in a larger paper sack. (Moisture
weakens sacks.)

Place bread and produce next.

Eggs, light globes, glassware, potato chips, etc.,
should be placed on top so that they will not be
broken. Such items are frequently placed in
separate sacks before packing.

Foods with liquids in paper containers should be
individually sacked and handled separately.

(a) Night spill
(b) Moistness weakens sacks
(c) Might soil customer's clothing

68

(9) Place large sacks of flour in a separate sack.
Keeps flour dust off customer‘s clothes and car.

(10) Remember can keys if merchandise purchased require
such. .

b. Packing merchandise in cartons.
(1) Use cartons whenever possible. (Saves expense.)
(2) Keep adequate supply on hand.

(3) Follow same procedure as for packing customer's
order in a bag.

2. Place Cash register receipt in customer's package unless
requested otherwise.

8.. Push down inside bag or carton.
b. Permits customer to check order at home}:

These outlines can be used as reference for checking procedure and
form an excellent background for the development of a checkezhtraining
program. Therefore, for those companies who wish to initiate such a
program, there is ample material currently available.

The advantages of a company training program are many. Standardiza-
tion of the best checking operation is encouraged. Adequate follow-
through helps to spot weak points and improve efficiency. New employees
receive instruction in the correct methods at the start. Such a program
also provides direct communication between the rank and file and head-
quarters. It provides a good Opportunity to spot the employee with above
average ability, who, in a large organization, could be overlooked.

[I Ibid, p. 70

CHAPTER VI
SUMMARY AND CONCLUSIONS

The check-out operation presents a major problem in the operation of
a modern super market. The best check-out arrangement must be a combina-
tion of equipment and personnel which meets needs from three different
points of view: (1) the customer, who wants fast, accurate checking,
careful handling of merchandise by checker and bagger, and friendly,
courteous treatment; (2) cashiers (or checkers), who want equipment which
will facilitate fast and accurate checking and sacking of merchandise and
which will reduce, as far as possible, the fatigue element; ani ( 3) the
owner, who wants a system which will show a competitive advantage, will
increase sales, reduce the cost of the check-out operation, increase
accuracy, and save space.

Since the check-out problem is very nearly universal in self-service
food retailing, a number of solutions have been proposed. These include
improved training of cashiers, elimination of all but the cashiering
functions from the check-out Operation, additional personnel at each
checkstand to assist in arranging and sacking merchandise, many variations
in the construction of checkstand units, and various mechanical contrivances
designed to speed checking and to reduce over-all shopping time.

Experiments have been conducted to evaluate many of the suggested
changes and innovations. The United States Department of Agriculture has
recently completed a comprehensive stuiy of the problem. Several food
retailers have conducted similar experiments, and some of their findings

are currently available .

70

Many current reports on comparative checkstand efficiency are derived
from surveys in which no attempt has been made to control the variables
that may distort the results. The following factors must be equalized or
compensated for: (l) the size of the order; (2) the composition Of the
order: (3) the flow of traffic ; (h) the difference in personnel.

The United States Department of Agriculture, in the study of the
check-out problem, recognized all of these variables and controlled them
in the following manner. The Operation was broken down into its detailed
component parts, called elements. Each element was timed for a large
number of successive orders and the average time was used as a basis for
developing the performance figures for the Operation. A rating factor
was applied to the average elemental times for each operator studied,
this factor being based on the effective speed at which the operator worked.
The rating factor was applied to the average time for each element in order
to convert actual performance of the Operator studied to expected perform-
ance by the average operator working with a standardized method. A fatigue
and personal allowance of 15 percent was applied to the sum of the various
elements for each time study. The average order contained lh.29 ring-up
items. For comparative purposes, all standards were developed to conform
with this size of average order. 0rders per hour was used as the unit of
measurement. All phases of the stuiy were standardized to conform to
specific operating conditions. Thus, with the method standardized, speed
alone controlled variations in elemental times between trained Operators.

The above study is an example of how scientific methods may be used
- in detemining check-out efficiency. It is questionable, however, if a

food chain can afford to make such a comprehensive and exacting study.

Trained technicians and an ample budget would be necessary.

71 '

Recently a large retail food chain completed a study ("The Chain Store
Study") of check-out operations. This serves as an example of how a chain
may Obtain valid results ard still hold expenses to a minimum.

Four checkstarris were tested. A large well-lighted room was used
for the experiment; one of each type stand was set up in the room. As
this did not duplicate actual Operating conditions, it must be realized
that the results are comparative under these conditions only. Variables
in the operation were held to a minimum. The same twelve orders, averag-
ing 18 items, and six dollars, were used on all four checkstands tested.
In all tests orders were delivered as rapidly as operators could hardle
them. Personnel factors were controlled.

The food chains can, therefore, test checkstand performance in a
relatively simple and inexpensive manner. The purpose of "The Chain Store
Study" was to determine which type checkstand gave the most efficient
operating performance. The management of the particular chain was well-
satisfied with the survey and the methods used in the testing.

The importance of personnel training in the check-out operation must
be emphasized. The checker may be the only store employee with whom the
customer comes into contact when shopping in a super market. The impres-
sion that the checker leaves with the customer will often determine her
preference for the store. It is, therefore, extremely important that
the checker receives proper training in the performance of her duties.

No one single checkstand can be chosen as the best system under all
conditions. Differences in the Operating conditions and policies of
super market organizations and the varying conditions in the thousands

of stores make it almost impossible to select that one unit which will

72
satisfy all the objectives of an efficient operation. Specific types of
checksth should be adapted to varying volmnes of Operation. Chain
operators especially can realize more efficient performance by installing
in each separate store that type of checkstand which will adapt itself
most readily to the store's volume and the weekly pattern of Operation.
The current trend is toward mechanized conveyor units; the older conven-
tional unit is fast becoming out-moded.

In delegating personnel to checkstani operation the following schedule
should be followed to increase checkstand production:

1. Open additional checkstands, operated by a cashier alone, as
increased customer traffic enters the store, instead of waiting lmtil lines
begin to form at checkstands already in operation.

2. Add baggers on the same basis until all checkstands have a
cashier-bagger team.

3. Next, add unloaders (expediters) on the same basis until all
stands are manned by teams of three: unloader, cashier, and bagger.

’4. Finally, add a second bagger.

5. Use the most competent help available as cashiers.

6. Place the next most competent help in the position of unloaders.

7. Segregate carrying out orders from the check-out operation.

In the future the check-out Operation will receive considerably more
attention. Operators realize today more than ever before its importance
in the entire super market operation. An efficient check-out operation
acts as a salesman in building good—will for the individual super market.
In a recent weekly news magazine the following articles point out the

development of new features in the check-out Operation:

73

In Eugene, Oregon, the Big Y store installed four "Rest-eF-Checks"
at the check-out stations so that customers could take it easy while
waiting to pay bills. The Rest-a-Check is a circular turntable divided
into three sections, each with a foam rubber seat big enough to hold
three people. When the check-out clerk is ready, he presses a lever
which rotateslthe seats in merry-go-round fashion; the customer pays
sitting down.

The second article stated:

In a glass and marble buildin just outside Philadelphia last
week, the Baltimore Markets Chain (25 stores) opened what .it called
"the world's largest super market". Inside the $1,000,000 air-
conditioned building were such customer come-ens as a television
lounge, haberdashery, glass-enclosed bakery, luncheonette and a
fancy "cosmetics bar".

But it was at the check-out counters that customers got their
pleasantest surprise- Asthey filed past the bank of 18 cash
registers, their purchases were put on a SOO-ft. conveyor belt
leading underground to the five-acre parking lot outside. Car
owners simply drove to the belt unloading point, presented their
numbered sales slips, and had their purchases loaded into their cars.
The new super market's first four-day total: 170,000 customers,
more than $200,000 in sales.

The above deve10pments show the trend toward greatly improving the
check-out operation. While it will be a long time before such develop-
ments are common-place, their present existence shows the great possibili-
ties in improving the efficiency of the Operation toward providing better

and faster customer service and resulting higher turn-over.

 

1 Time, "Super Gimmicks", Time, LVII-ZS, (June 18, 1951), p. 96

2 Ibid.

BIBLIOGRAPHY

BIBLIOGRAPHY

A. BOOKS

Sayres, Paul, Food Marketing. New York: McGraw—Hill Book Comparw, Inc.,
1950. 335 PP.

 

B. ‘ BOOKLETS
Better Retailing, National Cash Register Company, Dayton, Ohio.

 

Checker's Instructional Manual, Wrigley Stores, Detroit, Michigan.

 

Checker's Guide, Stop and Shop, Inc. , Boston, Massachusetts.

Checker's Manual, Alpha Beta Food Markets, Inc. , Los Angeles, California.
Checker's Manual, National Retail Grocers Assoiation, Chicago, Illinois.
flickeris' Manual, J. Weingarten, Inc. , Houston, Texas.

The National Check-out System, National Cash Register Company, Dayton,
Ohio.

Safeway's Operating Manual, Safeway Company, Oakland, California.

The Su r Market Cashier's Manual, Super Market Publishing Company,
New York, New York.

What Every Clerk Should Know, National Association of Retail Grocers,
Chicago, 111331018.

C . BULIETINS

Checkout Clinic, National Association of Food Chains, Washington, D. C.
Febmw,j950.

D. GOVERNMENTAL PUBLICATIONS
The Check-out Operation in Self-service Retail Food Stores, Agricultural
Information Bulletin 1%. 31, United States Department of Agriculture.
Washington, D. C. . United States Government Printing Office, 1951.
72 PP-
E. PERIODICALS

Baldwin, Charles, "Training Your Checker, " Grocer's Digest, August, 1950,
11.

 

76

Bushnell, Herb, "Rapi-chek, New Kind of Check-out Counter," Grocer's
Digest, NOvember, 1950, 10-12.

Food Retailing, "New Type Checkeout Counter," Food Retailing, 1h3-7,
PNOvember, 1950, ll.

 

 

Ferguson,'W. 0., "Job Analysis Plus Job Training Mean Top Performance,"
Journal of Retailing, XIII:2, l9h7, h pp.

 

Goldstein, Edward, "Produce Through the Checkstands," Chain Store Age,
‘ 27-2, February, 1951 2 pp.

Harwell, E. M., "Improving the Check—out System," Super Market Merchan~
disingz September, 1950, p. 133.

Smith, George T., "Auto Beltline Inspired a New Check-out," Super Market
Merchandising, September 1950, p. 133.

 

 

Spears, Richard F. , "Improving Super Market Operating Efficiency: A
Case Study," Journal of Marketigg, XIII:2, October, l9h8, p. 218.

 

Stoffels; Carl, "School Raises Cashier's Accuracy," Food Retailing,
lh3-8, December, 1950, p. 9.

Successful Grocer, "Check Up on Check~0uts," Successful Grocer, July, 1950,
p._12

 

 

Ting, "Super Gimmicks," gins, LVII-25, June 18, 1951, p. 96.
F. MANUFACTURER'S DATA

The Robert Becht Company, 1037 Evans Street, Cincinnati, Ohio.
Daren-Owens, 913h Oakland Avenue, Detroit, Michigan.
Will L. George Corporation, 256 Garden Street, S.E., Grand Rapids, Michigan.
JentzeneMiller Company, 65h East Ten Mile Road, Hazel Park, Michigan.
National Cash Register Company, Dayton, Ohio.
- Rapids-Standard Company, Inc., Grand Rapids, Michigan.

George T. Smith, Inc., h28 No. Washington Avenue, Lansing, Michiganu
/Standard Dayton Corporation, Marion Street, Dayton, Ohio.

Wynn Electric Conveyor Checkout, 120h Second National Bank Building,
Cincinnati, Ohio.

 

 

 

 

 

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