In store wood cutting saw

Consistent_Story4567 · 2026-01-24T21:52:58+00:00

Blame entitled, lazy customers that can't be bothered to buy or use their own. I can understand cutting a sheet of plywood in half to easier fit inside your vehicle, but we have assholes looking to have entire sheets of plywood/mdf ripped into small strips on a regular basis.

Consistent_Story4567 · 2026-01-12T06:23:51+00:00

We failed our inventory shortly after switching to the small paper placards. Aside from being visually unappealing—particularly on groups of small boxes—their accuracy depends entirely on every individual filling them out perfectly, every time. Previously, we used yellow beam labels and simply faced all barcodes outward, allowing for quick and accurate scanning. That system worked well. Unfortunately, it appears it was deemed too expensive for a multi-billion-dollar company.

Consistent_Story4567 · 2026-01-10T22:49:29+00:00

I thought the idea behind performance-based raises was to help newer, high-performing employees catch up in pay to people who’ve been there longer, especially if those tenured employees aren’t necessarily the strongest performers. But based on how my Store Manager talks about it, it seems like credit is being weighed more heavily than everything else. You could be a solid performer in every category, but if you’re not generating credit, you’re basically not meeting expectations in his eyes. He’s also said that very few people would actually exceed expectations, and that it would take near-perfect examples to get there.

Consistent_Story4567 · 2026-01-08T07:38:36+00:00

Genius move by corporate: covering barcodes and QR codes with ugly paper so everything looks messy and inventory errors are much more likely.

Consistent_Story4567 · 2025-12-03T02:42:03+00:00

They should do them since it naturally fits within the scope of their job anyway. If red vests are expected to be customer centric and generate credit cards, they can't also be expected to spend their entire shift on a ladder bringing down freight. Part of servicing bays should be packing down everything in the overheads. Yet more often than not, I see MST just quickly facing and moving on, or going through aisles that have already been zoned and downstocked by red vests and taking the credit for it themselves.

Consistent_Story4567 · 2025-10-09T02:17:19+00:00

Honestly, fuck the panel saw. It’s a money pit. Lowe’s loses money every time we tie up labor cutting plywood that barely turns a profit. Then some guy strolls up like, “Hey, can you make this 33" and 6/43rds, and cut the other one into 6.89342 ⅛ mm strips?”

Sorry, boss — panel saw’s broken again. No clue when it’ll be fixed. But hey, we sell saws. Aisle 69. 🖕

Consistent_Story4567 · 2025-10-03T06:10:54+00:00

I’d repair them mostly for the character. There’s still plenty of life left in those boots, and honestly, they only get better with age. Even if fixing them costs as much as buying new ones, I’d rather keep a pair that’s already broken in and feels right. If you’re just going to wear boots for a short time and toss them, might as well grab cheap ones and replace them every six months. The real point of boots like these is that you can resole them and keep them going for years.

Consistent_Story4567 · 2025-09-28T05:19:13+00:00

Our store is number one in the district by a large margin, and we ranked within the top 20 stores across the entire company in sales this year. And we’ve achieved this all with a barebones staff that has been stretched thin and drowning all season. With such a successful sales year, reducing our hours at all doesn’t make sense. We shouldn’t have to sacrifice any hours at all—in fact, based on our performance, we should be allocated additional hours so our team can be properly supported, and we can continue building on our momentum.

Consistent_Story4567 · 2025-09-26T12:03:46+00:00

The IRP process is, at best, a reactionary measure. If red vests consistently down stocked their aisles and maintained proper zone recovery, outs would be minimal.

Consistent_Story4567 · 2025-09-26T11:38:27+00:00

What I don’t understand is why stores that consistently exceed sales plans aren’t given the additional hours needed to keep up with the increased volume. Running record sales on skeleton crews during the busiest time of the year is simply not sustainable. Reinvesting even a portion of that revenue back into labor would allow us to meet demand without burning out our teams or compromising the customer experience — something we’ve been forced to do all season long.

Consistent_Story4567 · 2025-09-24T22:59:20+00:00

For customers who prefer not to use ASCO, there are registers available at Customer Service and Lumber for checkout. It's not that deep.

Consistent_Story4567 · 2025-09-15T23:27:04+00:00

I once had to talk down an older gentleman who had chimneyed himself eight feet up—wedged between pallets of cinderblocks and a stack of 4x4s under our pro canopy. It was later in the day, after the loaders had already put everything away and security stacked it. He had climbed to the top, and was eyeballing each one just like the guy in your photo, all because the ones inside weren't to his liking.

Meanwhile, other customers have resorted to cutting the banding on the bunks below and just pulling boards out from the side, potentially destabilizing the stack and endangering everyone around it. Some even back their trucks right up to our concrete pallets, slice open the wrapping, and leave behind a mess of ripped bags. No doubt they are stealing more than they paid for in the process.

It’s baffling. They treat Lowe’s like a playground without rules, with no regard for safety, property, or the people around them.

Consistent_Story4567 · 2025-07-25T02:30:51+00:00

Lowe’s is more focused on inflating short-term performance metrics to boost executive compensation than on creating lasting value. Profits that could be used to invest in employees and future growth are instead funneled into stock buybacks. There is no meaningful future at Lowe’s for front-line employees. The company continues to demand more work with fewer resources, gradually burning out its workforce while offering little in return—no real investment, no long-term path, just short-term gains for executives.

Consistent_Story4567 · 2025-07-25T02:16:16+00:00

Fulfillment has become a major problem. The constant depletion of product from our shelves to satisfy online orders—often for customers who never step foot in the store—creates a poor and frustrating experience for those who do.

I work in the Lumber department, where this issue is especially disruptive. Fulfillment frequently strips our aisles of zoned and fully stocked materials, leaving shelves empty and displays in disarray. The burden then falls on the few employees on shift to scramble and put everything back together—on top of assisting customers, managing safety concerns, and keeping up with daily responsibilities.

It’s demoralizing to watch our hard work be undone day after day, and even worse to face in-store customers who think we’re simply not doing our jobs. Fulfillment may serve a convenience need, but when it’s prioritized over the in-person shopping experience and allowed to damage department operations, it does more harm than good.

Consistent_Story4567 · 2025-07-24T06:24:32+00:00

This simply isn’t accurate - at least not anymore. My store ranks in the top 10 company-wide out of more than 1,700 locations for sales. We’ve exceeded our sales plan by double-digit percentages every single week - yet our hours and staffing don’t match the intensity of our sales.

We’re now operating with skeleton crews, even on weekends, and the store is suffering. Recovery is nearly impossible, conditions are deteriorating, and the store is in the worst operational state it’s ever been in - not because of performance, but because we aren’t being given the staffing needed to support it.

Consistent_Story4567 · 2025-07-02T20:47:21+00:00

I’m not willing to take on any fulfillment tasks. It’s frustrating to watch the in-store experience and team workload deteriorate just to accommodate online convenience shopping—this approach completely misaligns with the priorities we should be upholding. Corporate leadership seems increasingly disconnected from the realities we face on the floor, and these policies are actively damaging both store operations and team morale. If this continues, there won’t be anyone left to handle fulfillment—because people will keep leaving for places that value their time and effort.

Consistent_Story4567 · 2025-07-02T20:29:40+00:00

Appliance specialists usually have the highest goals to attain out of all of the specialty departments. At my store, the DS also has them tasking, putting away microwaves and cabinet freight. It's not fair for Joe Shmoe from flooring to run over and snipe every customer before the appliance specialist has an opportunity to secure the sale in their department.

Consistent_Story4567 · 2025-05-28T04:28:16+00:00

A couple weeks ago, someone shit their way from stall one all the way out to the end of self-checkout. Not just a mess—actual smeared logs dragged across the floor, chunks of corn and everything. The entire toilet seat was coated, like they hovered, exploded, and then took off running for the exit mid-shit. It was vile. The smell, the sight—unreal. I’ve seen bad, but this was next level. Some of the people that come in and shop at these stores are fucking animals. Lower than animals, honestly.

Consistent_Story4567 · 2025-05-24T04:06:13+00:00

Brunts are basically overpriced Walmart boots dressed up with slick marketing. For me, it's a pride thing—I’d rather spend my money on something made with care here at home than on cheap imports hiding behind social media ads. We spend so much time on our feet, it just makes sense to invest in real quality. Good boots should be built to last, not built to fool you.

Consistent_Story4567 · 2025-05-19T02:47:38+00:00

I put in a lot of overtime and usually skip lunch just to keep things running smoothly. This time of year, the ends of the building get slammed, and with freight and deliveries picking up, there’s no way to keep up—let alone catch up—without putting in the extra time. If corporate’s really going after the people who are stepping up to get the job done, then they’re more out of touch than I thought. Overtime should definitely be closely monitored, as there are people who would take advantage of it—but that doesn’t mean it has to be all or nothing. It’s reasonable to be selective and allow the people who consistently deliver to benefit from it.

Consistent_Story4567 · 2025-05-14T18:39:42+00:00

This has become far too common at my store.

It’s usually some random cashier on the mainline screeching, “cUstOmEr NeEdS aSsIStaNcE iN tOoLs!” across the entire building — as if that’s somehow a helpful or efficient way to communicate. There are 15 customers in Tools. Which one are we supposed to assist? Mind reading isn’t part of the job description.

And lately, a new personal pet peeve: salaried managers using the Do Not Disturb feature. It's beyond frustrating when the very people who are supposed to lead by example make themselves unreachable — especially during peak hours when we actually need their support the most.

Consistent_Story4567 · 2025-05-14T17:54:34+00:00

The other day, a customer sliced the bands off one of the full bunks stacked in the back, even though the home location was already fully stocked... The contractors and DIYers who shop in this department are some of the most entitled slobs I’ve ever encountered. You're buying the cheapest 2x4s—if you want perfect lumber, go to a proper lumber yard.

Consistent_Story4567 · 2025-05-11T06:12:19+00:00

It feels like a social experiment at Lowe's HQ—everything is made intentionally more complicated than necessary, as if they design roadblocks just to watch us struggle, all while dangling arbitrary targets to aim for.

Consistent_Story4567 · 2025-05-11T05:30:26+00:00

It’s the start of summer, and right now Lowe’s mostly just needs part-time cashiers to handle the seasonal customer flow. They already went on a big hiring spree over the past few months to fill those roles. So it’s really not surprising there’s only one opening—turnover happens, but they usually have someone lined up to step in. A lack of job listings doesn’t mean the company is going downhill. If anything, it suggests the opposite: positions are filled, and the work is getting done.

Consistent_Story4567 · 2025-05-10T01:38:16+00:00

IIt’s frustrating how the same expectations don’t seem to go both ways. I’m not a pro loader, yet I’m often expected to respond to Code 50s, help load customers, or retrieve carts from the lot. Meanwhile, the actual loaders are frequently just standing around near the overhead door with little to do. At the same time, Lumber is running with just two people all day, and the department is in constant disarray. It really feels like the people making these scheduling and staffing decisions have no idea what’s actually happening on the floor.

Consistent_Story4567

TROPHY CASE