AMZL OTR L4 2023 Exam 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 taught my lane captains, managers and shift assistants how to track the TBAs and record them in the tracker and showed the DSPs how to update the file. I spoke to the SAs and AMs from nightsort and tried to get them on board with tracking their associates that cause missorts and coaching them
when as misses occured as well as ensured DSP DAs reattempt missorts when they are discovered on route to ensure customers get their packages and PNOV is reduced.
R: Many AMs and SAs resisted my suggestions despite me explaining the benefits this initiative would achieve which prompted me to reach out to the UTR station manager and OTR station manager and present my initiative and the data I had collected which resulted in both station managers reaching out to all leadership within the station to reduce this metric. This held DAs accountable to delivering missorts and reattempting all missing packages when they have extra time on their routes as well following their SOP on every package, not just the majority of their route. This decreased PNOV by about 500-1000 DPMO and started a trend that kept PNOV below 500 consistently ever
since these changes were implemented. Every once in a while there is a hiccup when volume changes occur or new associates are hired, but the impact has not only changed the processes and reduced the DPMO for this metric at DLA5, but even now at
DCX1 where I and many of those same AMs and SAs currently work.
-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
