AMZL OTR L4 QUESTIONS AND ANSWERS
-Why do you want to be an OTR AM? - Answer -I want to be an On The Road Area
manager because I am one of the next strong leaders that will lead the way in AMZL's
Delivery Station development. I possess the leadership skills necessary to push forward
successfully with the innovative change that constantly occurs at AMZL. I approach my
job by thinking big and thinking beyond just the minimum achievement that is set as the
standard for our metrics and performance. I push for more accountability so that every
member of our partnership is owning the task in front of them, rather than just getting
by. I create a sense of urgency and enthusiasm with every shift I clock in for and it
shows with the performance of our 3rd party DSPs during my shift as well as the T1s
and Leadership that I work with.
-Why do you think you should be an OTR AM? - Answer -I think that I should be an
Area Manager because I not only meet the requirements of having a Bachelors degree
and 2 years of Amazon experience, but I also have 1 year of experience in the On The
Road department where I have consistently engaged in progressively higher level
thinking with every month that I remain in the On the Road department. I demand the
qualities from myself that I see in the strongest leaders around me whether they be from
OTR, UTR, DSPs or another branch of AMZL and I ensure that I am always remaining
engaged with the processes and the associates so that I continuously develop my
leadership skills and ownership of our stations success as a whole.
Tell me about yourself - Answer -I have been with OTR for 1 year and 3 months in
which I went through one peak. I have a bachelors degree and have been with amazon
for 2 years and 2 months. I have utilized organizational skills by showing proficiency
using quip, word, excely, powerpoint, 3D paint, COMP, eyewitness, CAMP, perfectmile,
dexter, station command center, mercury, fixit, cortex, work summary tools, amerit, fleet
flash, and many other tools required as a full time on the road shift assistant.
I have been in charge of running the floor for loadout, handling all fleet responsibilities
by working closely with our regional fleet manager, deep diving our misses for on time
dispatch, parcel not on van, nursery compliance, rostering issues, scan to verify, daily
vehicle condition reports, overdue maintenance, due maintenance and damages for our
DSP fleet of vehicles, bridges and metric inputs for eyewitness and CAMP, morning
department performance overviews for chime, and assigning our T1 associates tasks
and monitoring their performance so as to identify and fix barriers when they occur.
-Tell me about a time you had unanticipated obstacles to overcome in achieving a goal:
- Answer -PNOV Quip file for AA tracking. OTR-UTR-DSP communication and
accountability
Have Backbone Disagree and Commit - Ownership - Invent and Simplify - Dive Deep
S: During my time as an OTR Shift Assistant at DLA5, I noticed that our station was not
meeting the Parcel Not On Van compliance which is a controllable metric for delivery
stations. I decided to take a closer look at the metric and further deep dive.
, T: I had to think big so that I could develop a method that could be easily adopted by the
variety of team members that would be joining in on the project, but also identify and
attack all processes directly that were preventing our station from meeting regional
compliance for this metric successfully.
A: I first looked over the metric on perfectmile and what our station had been tracking at
for that month. Then I looked into the bridges and began deep diving all of the TBAs
attached to identify the root cause of each occurrence. I found that the problem could be
solved by DA partnership as well as Under the roof partnership by increasing our
communication and accountability. As part of the process, DSPs would be held
accountable for coaching their DAs, OTR would be responsible for reaching out to
DSPs and requiring action plans with as few packages returned to station as possible,
and UTR would hold their sortation associates accountable for stowing errors. I reached
out to ACES to clarify some questions related to what factors affected PNOV (rescues,
marked missing later delivered by another driver or DSP). I created a quip file which
allowed both Amazon associates and Delivery service partners to update the file
simultaneously. I then tracked where PNOVs were occurring by using COMP,
PerfectMile and Mercury. I also passed this along to OTR PM Area managers who
began to track and follow up with the TBAs. I then taug
-Give me a time when you were able to deliver an important project under a tight
deadline - Answer -CRDR CO routing error caused huge delay in both picklists and
route assignment
Customer Obsession- Deliver Results- Bias for Action- Are right, a lot
S: During the time I was helping DLA5 with loadout, there was one day the station was
experiencing routing delays after cycle 2 was completed. The UTR manager
communicated to OTR team regarding a delay in routing which had caused a 35 minute
delay on the picking of routes, this presented a challenge to on time dispatch, scan to
verify, and could have possibly resulted on not meeting customers promised delivery
date. Cycle 2 loadout consisted of 115 routes total, with a volume of roughly 18K, not
only would the station miss the customer's delivery date, but I could also affect the
overall station performance. Due to a central operations error, there was a 50 minute
delay for the picking of the routes and picklists which the DSPs use to find and organize
their routes for this cycle were also delayed. The dispatcher for the first wave for cycle 2
which included 55 routes communicated to me that his Drivers were not assigned to
their routes, which would cause an even bigger delay.
T: After I found out that the delay might be even bigger due to drivers not being
assigned, I knew that I would have to partner up with my team, specifically my manager.
I had to quickly plan where every associate and leader would be assigned to ensure
loadout success as well as handle assigning drivers and getting picklists ready quickly
and accurately.
A: I suggested specific tasks and roles for my team that would allow for all of us to work
together while allowing for coverage in every loadout area. I suggested for my manager
and myself to partner with the DSP to go outside to the waiting cue area where the
drivers were, so that myself and my manager would assign the drivers while the
dispatcher
-Why do you want to be an OTR AM? - Answer -I want to be an On The Road Area
manager because I am one of the next strong leaders that will lead the way in AMZL's
Delivery Station development. I possess the leadership skills necessary to push forward
successfully with the innovative change that constantly occurs at AMZL. I approach my
job by thinking big and thinking beyond just the minimum achievement that is set as the
standard for our metrics and performance. I push for more accountability so that every
member of our partnership is owning the task in front of them, rather than just getting
by. I create a sense of urgency and enthusiasm with every shift I clock in for and it
shows with the performance of our 3rd party DSPs during my shift as well as the T1s
and Leadership that I work with.
-Why do you think you should be an OTR AM? - Answer -I think that I should be an
Area Manager because I not only meet the requirements of having a Bachelors degree
and 2 years of Amazon experience, but I also have 1 year of experience in the On The
Road department where I have consistently engaged in progressively higher level
thinking with every month that I remain in the On the Road department. I demand the
qualities from myself that I see in the strongest leaders around me whether they be from
OTR, UTR, DSPs or another branch of AMZL and I ensure that I am always remaining
engaged with the processes and the associates so that I continuously develop my
leadership skills and ownership of our stations success as a whole.
Tell me about yourself - Answer -I have been with OTR for 1 year and 3 months in
which I went through one peak. I have a bachelors degree and have been with amazon
for 2 years and 2 months. I have utilized organizational skills by showing proficiency
using quip, word, excely, powerpoint, 3D paint, COMP, eyewitness, CAMP, perfectmile,
dexter, station command center, mercury, fixit, cortex, work summary tools, amerit, fleet
flash, and many other tools required as a full time on the road shift assistant.
I have been in charge of running the floor for loadout, handling all fleet responsibilities
by working closely with our regional fleet manager, deep diving our misses for on time
dispatch, parcel not on van, nursery compliance, rostering issues, scan to verify, daily
vehicle condition reports, overdue maintenance, due maintenance and damages for our
DSP fleet of vehicles, bridges and metric inputs for eyewitness and CAMP, morning
department performance overviews for chime, and assigning our T1 associates tasks
and monitoring their performance so as to identify and fix barriers when they occur.
-Tell me about a time you had unanticipated obstacles to overcome in achieving a goal:
- Answer -PNOV Quip file for AA tracking. OTR-UTR-DSP communication and
accountability
Have Backbone Disagree and Commit - Ownership - Invent and Simplify - Dive Deep
S: During my time as an OTR Shift Assistant at DLA5, I noticed that our station was not
meeting the Parcel Not On Van compliance which is a controllable metric for delivery
stations. I decided to take a closer look at the metric and further deep dive.
, T: I had to think big so that I could develop a method that could be easily adopted by the
variety of team members that would be joining in on the project, but also identify and
attack all processes directly that were preventing our station from meeting regional
compliance for this metric successfully.
A: I first looked over the metric on perfectmile and what our station had been tracking at
for that month. Then I looked into the bridges and began deep diving all of the TBAs
attached to identify the root cause of each occurrence. I found that the problem could be
solved by DA partnership as well as Under the roof partnership by increasing our
communication and accountability. As part of the process, DSPs would be held
accountable for coaching their DAs, OTR would be responsible for reaching out to
DSPs and requiring action plans with as few packages returned to station as possible,
and UTR would hold their sortation associates accountable for stowing errors. I reached
out to ACES to clarify some questions related to what factors affected PNOV (rescues,
marked missing later delivered by another driver or DSP). I created a quip file which
allowed both Amazon associates and Delivery service partners to update the file
simultaneously. I then tracked where PNOVs were occurring by using COMP,
PerfectMile and Mercury. I also passed this along to OTR PM Area managers who
began to track and follow up with the TBAs. I then taug
-Give me a time when you were able to deliver an important project under a tight
deadline - Answer -CRDR CO routing error caused huge delay in both picklists and
route assignment
Customer Obsession- Deliver Results- Bias for Action- Are right, a lot
S: During the time I was helping DLA5 with loadout, there was one day the station was
experiencing routing delays after cycle 2 was completed. The UTR manager
communicated to OTR team regarding a delay in routing which had caused a 35 minute
delay on the picking of routes, this presented a challenge to on time dispatch, scan to
verify, and could have possibly resulted on not meeting customers promised delivery
date. Cycle 2 loadout consisted of 115 routes total, with a volume of roughly 18K, not
only would the station miss the customer's delivery date, but I could also affect the
overall station performance. Due to a central operations error, there was a 50 minute
delay for the picking of the routes and picklists which the DSPs use to find and organize
their routes for this cycle were also delayed. The dispatcher for the first wave for cycle 2
which included 55 routes communicated to me that his Drivers were not assigned to
their routes, which would cause an even bigger delay.
T: After I found out that the delay might be even bigger due to drivers not being
assigned, I knew that I would have to partner up with my team, specifically my manager.
I had to quickly plan where every associate and leader would be assigned to ensure
loadout success as well as handle assigning drivers and getting picklists ready quickly
and accurately.
A: I suggested specific tasks and roles for my team that would allow for all of us to work
together while allowing for coverage in every loadout area. I suggested for my manager
and myself to partner with the DSP to go outside to the waiting cue area where the
drivers were, so that myself and my manager would assign the drivers while the
dispatcher
