Chapter 1: A New Beginning

As he drives towards Lorena on Saturday morning, Edgar is consumed by a pressing question: Which scenario is more troubling? The possibility that Todd has borrowed a name already in use in St. Louis, or that he’s recycling concepts from a now-defunct business from Edgar's past? Whichever it is, the situation raises eyebrows. It either hints at a lack of creativity or suggests something more dubious, especially if Todd has connections to the other Stable 2 Table grocery chain. If Todd isn't associated with them, it's even stranger that he would adopt their ideas. Regardless, it’s safe to say that Rob Drake is oblivious to these developments. But as Edgar reflects, worrying about it seems well beyond his responsibilities.

What does concern him is the opportunity to earn as much overtime as possible, as Todd has allowed, to get the Lorena store operational. The excitement of opening a new location is palpable, although it’s clear that the process could have been smoother if management had engaged employees sooner and sought input. At least they’re now actively working on site. For the first time in his career with the company, Edgar plans to work a full seven-day week, much of it at time-and-a-half pay—a sentiment shared among his colleagues.

The independent contractors are working at a breakneck pace, completely overhauling the outdated customer service area. However, the front of the deli remains a vacant space, currently cordoned off with yellow police CAUTION tape. This area serves as a fitting metaphor for the deli itself, which is currently Edgar's most significant headache. The meat department, a separate entity, shares many of the same challenges, compounded by Todd's puzzling last-minute decision to cancel the order for scales, leaving them with a partial order that complicates matters further.

At least Ken is present to support Edgar’s assertions, and Vicky has a grasp on her responsibilities. Edgar had anticipated incorporating some unique offerings into the deli, considering it just common sense. However, with the introduction of two sets of PLU numbers and significant overlap, the task quickly becomes more complicated than it seems. Occasionally, he finds existing PLU numbers not currently in use in the Wholesome Shopper system, allowing him to add them directly. For example, PLU number 1302 for the deli scale must be entered into RU Data as 213020000000, where the last six digits fluctuate based on pricing.

Unfortunately, this is often not the case. More frequently, he encounters scenarios where PLU 213020000000 is already assigned to an oatmeal raisin cookie due to its long-standing usage in Palmyra and Central. At Lorena, however, 1302 corresponds to a Cajun chicken salad that Vicky insists they continue producing. The challenge then becomes determining the most efficient method to address each of these conflicts as they arise. The initial step involves running a sales history for every PLU used in the deli across both Palmyra and Central over the past year. If a PLU lacks sales history, he can simply delete it from the other stores’ scales and rename it as necessary in RU Data.

If there is a sales history, however, it necessitates altering the existing number at Lorena's scales, which requires finding a compatible number for all stores. This may involve either transferring ingredient, shelf life, and tare information from Lorena's old scales to the new number or waiting for the new scales to arrive and scrambling to input everything at the last minute—requiring careful judgment on when the new scales are expected. Presently, they are due on Friday, the day of the soft opening, complicating their plans to prepare inventory in advance.

Another layer of complexity arises from the fact that there are five different scales in the deli, each with a slightly different set of numbers. While the numbers are consistent regarding what is in use, not every number exists on each scale. Deli manager Louise admits she lacks a comprehensive list of these numbers; they rely on taped sheets at each workstation or the back of service counters.

Ken is as unfamiliar with these scales as Edgar is, and inquiries about the previous data coordinator's identity yield nothing but shrugs. Even George and Bobby, their primary contacts with MRI, deflect the question, suggesting the information is somehow confidential when all Edgar, Ken, or Vicky want is guidance on how to operate these scales and whether a master database exists.

Despite some online searches, Edgar and Ken find little useful information. This leads to yet another judgment call: should they invest time to research a solution or tackle the problem manually? Ultimately, they decide to strike a balance—Edgar begins the manual process while Ken continues to probe for answers regarding the scales. They know how to add items—something even the deli staff can manage—but generating a comprehensive file remains elusive, so they settle for addressing each item individually.

Edgar traverses the deli cases, noting new items, and heads to the nearest scale—if the item is listed there—to print dummy tags. He resolves to make this a daily task, starting each morning until no changes remain. The deli staff also provides occasional lists of items needing attention, even as new issues continue to emerge despite his prior photocopies of the existing lists.

While most employees diligently focus on their own tasks, manager Louise seems to view Edgar as something of a joke. He struggles to convey that these procedures were not his design, nor are they what he would have recommended if Todd had asked. Even when Todd did seek input, he ultimately canceled the scale order, leaving Louise frustrated when Edgar brings her daily lists, researches the numbers, and prints updated ones for her to hang, replacing outdated ones as he updates the scales.

The alternative options are to either wait for Ken to discover a better solution or to hire a specialist, which everyone hesitates to do, especially since five scales will be removed anyway, and Todd maintains that funds are tight despite boasting about favorable deals.

Another choice is to do nothing until the new scales arrive, which presents its own set of complications. The store will be open by then, pushing them further behind schedule, and many issues will persist regardless. Edgar has been removing old numbers from the five scales as needed but only adding new ones to the two old scales that will remain in the deli. Some believe the new arrivals will mean eight scales in the deli, but Edgar quickly dispels that notion, reminding everyone that three will be retired. They will be stored away for emergencies, should any of the new ones fail. Even so, employees are frustrated to find expected numbers missing from their stations, though they often voice complaints to Louise, who in turn complains to Edgar, further solidifying his reputation as a joke.

It's clear there’s no satisfying everyone. The meat department consists of two distant, cantankerous employees, while the produce manager, Trevor, observes Edgar from a distance, shaking his head in disbelief. In this environment, Edgar feels like an outsider, especially given the prevailing attitudes towards those who lack traditional "manly" skills, like roping cattle.

It's likely that Vince, another player in this dynamic, is equally uninterested in dealing with the situation. Vince, who has a somewhat intimidating presence reminiscent of a 1970s mafia figure, is affected by Todd's decision to hire a produce merchandiser, Buddy, to ease Vince's workload so he can focus solely on grocery, bulk, and wine. Buddy, a large country boy, seems friendly enough but aligns himself with Trevor’s camp, viewing Edgar as part of the problem.

Among the team is Nancy, the vitamin department's veteran, who embodies the old-school approach. She ambles through the aisles three times a week, often approaching Edgar with items that do not scan. Twice, she has handed him an item and expressed confusion over its absence in the system. Each time, Edgar's response has been almost identical, urging her to pass the item to Katie, who is compiling a list for him.

"Why won't you just take this? I'm trying to complete my section before I leave," she insists, but Edgar explains that this procedure is more efficient. He emphasizes that if everyone brought items to him, he'd never be able to finish his work. With a resigned shake of her head, Nancy retreats. Despite their resistance, Edgar doesn’t perceive these employees as bad; many perform admirably, leading him to wonder how much more advanced the company could have been had they swapped out underperforming employees years ago.

The idea of redistributing the existing team members brings a mix of humor and frustration. Edgar contemplates who would fit best in various roles, considering how a shift in personnel could create a more effective team. Yet he acknowledges that if the personnel at the Lorena store were subpar, it could spell disaster before they even open.

Edgar feels secure in his role, confident in his contributions, but he worries that management might not recognize his value. Comments from colleagues like Dale reinforce this uncertainty. "Dude, if there's one person here whose job is safe, I would think that has to be you," Dale says with a laugh. "What would they do without you? You'll be the last one left, shutting the lights off when this goes down…"

"Yeah, I don't know…" Edgar replies with a shrug, even though he believes in his worth. The challenge lies in effectively communicating this to others. Misunderstandings about his role persist, and he often finds himself repeating the same points until colleagues accuse him of having an "attitude."

In this new store, he must once again clarify that he is not the “techie” guy, despite what the higher-ups might think. His title reads PRICING, and while his responsibilities include maintaining data, his salary falls under the accounting budget—something Todd should understand.

The internet remains frustratingly unhelpful, and despite Felix's and Teri's frequent presence, Edgar faces criticism about the scale issue, which wasn’t his decision. He and Ken believe they are taking the best approach, given the circumstances. The IT team has yet to address the HSX printer, which adds to the complications. Although they have two tag printing machines from the earlier MRI store, only one is functioning, and it produces basic white shelf tags with black ink.

These tags, while usable, are a remnant of the past, and Edgar looks forward to utilizing the new HSX system once it’s operational. Employees are unaware of the potential improvements on the horizon, focusing instead on the new handheld tag scanners and tablets, which were ordered in unusually large quantities.

Although the tag scanners are straightforward in function, they require an internet connection, which complicates their usage. The tablets, ordered in excess, raise questions about their intended use. Edgar suspects that Todd's strategy to provide employees with these devices is aimed at dispelling complaints about accessibility. However, the need for an internet connection and the cumbersome on-screen keyboard limit their practicality.

One significant glitch emerged unexpectedly: while the login details are uniform across devices, there’s nothing preventing users from adding themselves as new users. This creates complications, especially when someone logs into Outlook and inadvertently changes the device’s identity. As of now, one device is out of commission due to this issue, and Felix is trying to resolve it, passing the task to a confused Stephen while they search for the original user of the rogue account.

Video Title: Espresso Machine NOT Pumping Water? - YouTube

This video dives into troubleshooting tips for espresso machines that are failing to pump water, providing insights that may help Edgar and his team in their deli operations.