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At what point is it "too late" to be making deliveries?
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<blockquote data-quote="UPS Lifer" data-source="post: 778391" data-attributes="member: 9789"><p>I am assuming you meant <strong>wouldn't</strong> recognize things. I left in 2007. In 2005, I had an operation with 33 or 34 PT supervisors reporting to my full timers. When I started in 2000, I had 19. I was able to justify 14 more supervisors in 2 years. When I got my retirement job in 2005, it only took the division manager 4 months to move 7 supervisors and and the operation went down to 23 in less than a year. My last job had me working with package centers, hub, preload, local sort and airport operations, so I got to see what was going on in all aspects of the operation. Some buildings had drivers working late and other buildings didn't. This was also the same with individual centers within a division or building. </p><p>The one thing I did notice was most centers had inexperienced managers running the centers and that is where a lot of your problems stem from.</p><p></p><p>I don't think I would be surprised by what I would see today. In every occupation, there are folks who know how to work the system and there are those who get worked over by the system. </p><p></p><p>All I am saying is a management team that can show justification for what they do with facts, figures, common sense and cost reduction will probably have pretty solid ground under them and make a good case for doing the right thing and should not worry about retaliation. On the other hand, a management team that just follows the policy set forth by upper management will not only get frustrated at some point but will be unwilling (or afraid) to challenge or justify a different position. I am sure that most of you will contend that this is more the norm in each center.</p></blockquote><p></p>
[QUOTE="UPS Lifer, post: 778391, member: 9789"] I am assuming you meant [B]wouldn't[/B] recognize things. I left in 2007. In 2005, I had an operation with 33 or 34 PT supervisors reporting to my full timers. When I started in 2000, I had 19. I was able to justify 14 more supervisors in 2 years. When I got my retirement job in 2005, it only took the division manager 4 months to move 7 supervisors and and the operation went down to 23 in less than a year. My last job had me working with package centers, hub, preload, local sort and airport operations, so I got to see what was going on in all aspects of the operation. Some buildings had drivers working late and other buildings didn't. This was also the same with individual centers within a division or building. The one thing I did notice was most centers had inexperienced managers running the centers and that is where a lot of your problems stem from. I don't think I would be surprised by what I would see today. In every occupation, there are folks who know how to work the system and there are those who get worked over by the system. All I am saying is a management team that can show justification for what they do with facts, figures, common sense and cost reduction will probably have pretty solid ground under them and make a good case for doing the right thing and should not worry about retaliation. On the other hand, a management team that just follows the policy set forth by upper management will not only get frustrated at some point but will be unwilling (or afraid) to challenge or justify a different position. I am sure that most of you will contend that this is more the norm in each center. [/QUOTE]
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At what point is it "too late" to be making deliveries?
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