Island
Well-Known Member
In regards to management juggling metrics, based on what their superiors bark at them, rather than doing their jobs - my operation and other local operations all have this same problem. In my preload operation we have simpler metrics than the delivery operation does but, while I was CHSP, management straight up told me to not do my CHSP paperwork or activities and to move boxes instead. It was a couple years before someone from regional realized that our safety numbers are terrible, so they started letting us do just one activity a month, give or take, out of a whole calendar of things that every CHSP committee is supposed to do. Manhours are more important than a couple injury numbers. My operation seems to suffer a lot from management trying to make us do a lot of work in a small amount of time, which I know our drivers relate to - our preload shift is exactly 3.5 hours and if we work a moment longer, they're shouting down our throats. I've had managers rip open packages out of my hands and throw them down belts because I was "taking too long" when I was taking 3 whole seconds to stop a damaged parcel's progress. But a couple years ago when regional realized how much money we were losing to damaged pieces, our management spent about two weeks giving us all individual tapeguns and some actual time during the shift to do repacks rather than leaving a giant pile of them for one clerk to do at the end of the day. My problems are a little simpler than route math but, again, it does all come down to one metric being valued over another for a short time before another is prioritized, all the while treading water in every conceivable way because no one in management is willing to do the right thing - they'd rather be yes-men, because that's the only way to get promoted. In defense of management, though, they are working people with their own problems and I've known a few good ones, but this problem is obviously widespread, in every level.
