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2013 Customer Service Hall of Fame No. 4: UPS
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<blockquote data-quote="soberups" data-source="post: 1173007" data-attributes="member: 14668"><p>The fact that we deliver over 16 <em>million</em> packages per day nationwide <em>is</em> pretty amazing when you stop and reflect on it for a moment, and both management and hourly deserve credit for all the planning, logistics and hard work that make such a feat possible.</p><p></p><p>However...the idea that, "...if an idea is bad for our customers it can be killed point-blank" and...."we have to enable our employees to be successful so that they can deliver success to our customers" is a flat out lie. At UPS, operational decisions are based on wishful thinking and a fear-based pursuit of arbitrary metrics rather than any realistic assessment of the needs of the customers. In other words; in the AM we eliminate routes based upon a desire to generate the demanded SPC metric and look good on the report, and then in the PM we scramble around in desperation trying to find a way to stave off the service failures that we have intentionally set ourselves up for. The results might look good on a report but its not the ideal way to run a service business.</p></blockquote><p></p>
[QUOTE="soberups, post: 1173007, member: 14668"] The fact that we deliver over 16 [I]million[/I] packages per day nationwide [I]is[/I] pretty amazing when you stop and reflect on it for a moment, and both management and hourly deserve credit for all the planning, logistics and hard work that make such a feat possible. However...the idea that, "...if an idea is bad for our customers it can be killed point-blank" and...."we have to enable our employees to be successful so that they can deliver success to our customers" is a flat out lie. At UPS, operational decisions are based on wishful thinking and a fear-based pursuit of arbitrary metrics rather than any realistic assessment of the needs of the customers. In other words; in the AM we eliminate routes based upon a desire to generate the demanded SPC metric and look good on the report, and then in the PM we scramble around in desperation trying to find a way to stave off the service failures that we have intentionally set ourselves up for. The results might look good on a report but its not the ideal way to run a service business. [/QUOTE]
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2013 Customer Service Hall of Fame No. 4: UPS
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