AB831
Well-Known Member
Since you're worried about the balance sheet and don't care about efficient use of your resources, why not?
Is it seriously your position here that management efficiently uses its resources?
Since you're worried about the balance sheet and don't care about efficient use of your resources, why not?
Is it seriously your position here that management efficiently uses its resources?
Not my job to figure out distribution of labor and cost cutting, not does it need to be to recognize that those tasked with it generally do a terrible job.I mean, you've got it all figured out from the comfort of your own home!
I’m just saying that the bulk of ops managers’ responsibility is enforcing Memphis-manufactured regulations as opposed to actually doing things that affect the company’s bottom line.
Not my job to figure out distribution of labor and cost cutting, not does it need to be to recognize that those tasked with it generally do a terrible job.
Which part of what I said was inaccurate? Please be specific. It takes zero business acumen to be an ops manager at FedEx. Prove me wrong.You don't know what you're talking about.
but even with a P&L there are productivity goals and costs associated with making or missing those goals.
Courier input is valuable in making decisions.
Which part of what I said was inaccurate? Please be specific. It takes zero business acumen to be an ops manager at FedEx. Prove me wrong.
And once again, you cower when challenged.I don't have to prove you wrong, as you can't prove you're right.
And once again, you cower when challenged.
Hey, genius. My assertion is that most of the ops managers are talentless morons. That’s hardly a postulate requiring scientific analysis as you seem to be indicating because it’s my OPINION to which I’m 100% entitled. If you feel differently, that is your opinion to which you are 100% entitled. Are you good with that or do you need some kind of penance?"I'm going to make an assertion that I can't prove, but I'll demand that he prove that it's wrong."
What can be asserted without evidence can also be dismissed without evidence. - Hitchens
If your proof that it's correct is simply because you say so, then my proof that it's wrong is simply because I say so.
Hey, genius. My assertion is that most of the ops managers are talentless morons. That’s hardly a postulate requiring scientific analysis as you seem to be indicating because it’s my OPINION to which I’m 100% entitled. If you feel differently, that is your opinion to which you are 100% entitled. Are you good with that or do you need some kind of penance?
*you’reYou told me to prove your wrong. I'm asking you to prove you right. :::Shrug:::
Regardless, if you think op managers are bad, you oughta put up with couriers who think they know more than ops managers!
*you’re
For future reference, third-grade level grammar helps make your argument seem more cogent.
Makes more sense to measure productivity in $/hr rather than stops/hr.Which is the point that the other guy doesn't get. His complaint was that his manager collapses a $19/hr PT route, gives the freight to a topped out FT courier who ends up with 2 hours of OT and that results in a net increase in wages paid despite a net gain in productivity. Productivity is a monthly goal and it's imperative to meet (and exceed) those goals in order to turn a profit.
With your pay progression system that would probably open the door to age discrimination claims.Makes more sense to measure productivity in $/hr rather than stops/hr.
After all, profit is measured in dollars.
I was referring to package $/hr, not pay.With your pay progression system that would probably open the door to age discrimination claims.
With your pay progression system that would probably open the door to age discrimination claims.
Doesn’t it kinda end up with a similar result? They can break down cost and revenue per package per hour and then determine the needed stops/hr to hit their profit goals.I was referring to package $/hr, not pay.
An efficient topped out courier can increase $/pkg over a entry level courier. Unfortunately, simplifying and making delivery more efficient doesn’t seem to be the focus.
That’s most of what I look at. If I’m paying too many guys time and half for extra days and stop bonuses it’s time to add another driver and end up saving on payroll.Then it should be measured in straight-time and overtime, regardless of the pay level on the step chart.