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how has the attitude of ups evolved to where it is today.
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<blockquote data-quote="dudebro" data-source="post: 234982" data-attributes="member: 11234"><p>Lastly, I know someone's going to say we'll make that money back by cutting unnecessary people like you, IE guy. You don't deliver or pickup or sort anything. That's true. I don't (anymore). </p><p>We tried that. Anyone remember the mid 90's? We almost completely eliminated the IE department (my dept went from 44 people to 12). We pulled most of the P/T management out of our inside operations and called the remaining ones "coaches". The hourly workforce was to run the business themselves, and only rely on the coaches to answer the occasional question. Productivity plummeted, but we were told there'd be an increase in quality that would more than pay for that because everyone would have the time to do the job correctly the first time. </p><p>The quality never changed. The company was ringing alarm bells at the time because our op cost was rising faster than our revenue, and in a few years we were projected to lose money. We forgot all of this when the work stoppage came, and management had it's reason to go after productivity again because we lost volume and revenue afterwards that we needed to earn back. </p><p>We began asking our operations to run more productively and they replied with "someone bring their fat ass out of the office and show me how". And there was no IE team left. This was when the company began hiring all these college types, because we'd lost that knowledge base and had to rebuild it. And it was Kelly, an "operations" guy, who started that ball rolling.</p></blockquote><p></p>
[QUOTE="dudebro, post: 234982, member: 11234"] Lastly, I know someone's going to say we'll make that money back by cutting unnecessary people like you, IE guy. You don't deliver or pickup or sort anything. That's true. I don't (anymore). We tried that. Anyone remember the mid 90's? We almost completely eliminated the IE department (my dept went from 44 people to 12). We pulled most of the P/T management out of our inside operations and called the remaining ones "coaches". The hourly workforce was to run the business themselves, and only rely on the coaches to answer the occasional question. Productivity plummeted, but we were told there'd be an increase in quality that would more than pay for that because everyone would have the time to do the job correctly the first time. The quality never changed. The company was ringing alarm bells at the time because our op cost was rising faster than our revenue, and in a few years we were projected to lose money. We forgot all of this when the work stoppage came, and management had it's reason to go after productivity again because we lost volume and revenue afterwards that we needed to earn back. We began asking our operations to run more productively and they replied with "someone bring their fat ass out of the office and show me how". And there was no IE team left. This was when the company began hiring all these college types, because we'd lost that knowledge base and had to rebuild it. And it was Kelly, an "operations" guy, who started that ball rolling. [/QUOTE]
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