Home
Forums
New posts
Search forums
What's new
New posts
Latest activity
Members
Current visitors
Log in
Register
What's new
Search
Search
Search titles only
By:
New posts
Search forums
Menu
Log in
Register
Install the app
Install
Home
Forums
Brown Cafe UPS Forum
UPS Discussions
Latest Flavor of the Month: Send Agains
JavaScript is disabled. For a better experience, please enable JavaScript in your browser before proceeding.
You are using an out of date browser. It may not display this or other websites correctly.
You should upgrade or use an
alternative browser
.
Reply to thread
Message
<blockquote data-quote="pretzel_man" data-source="post: 768472" data-attributes="member: 927"><p>Dill,I certainly don't know if the number of routes planned in your center was right or wrong. Based on what you say it was wrong. (At least something is wrong)Let me try and prove my point that the cause is not the metric, but management, and how they go about creating and attaining the metric.Here is how the planning process works.....I.E. starts by forecasting the number of packages and stops by day. They then look at the number of stops per car that is planned. This number (metric) is jointly created between the package operators and I.E. Dividing the number of stops by the SPC gives the number of routes needed. In your case 11. (This is over simplified, but generally correct) Was the cause a poor forecast? Was the cause an improper SPC target? I don't know, but both of those are the responsibility of local management.The true measurement is Stops per Car, not number of routes. If Stops are up, the SPC stays constant and the number of routes should change. If stops are down, routes should go down.Of course, there is another variable... Its the dispatch. In many, many cases the forecast is okay. The SPC target is okay. The dispatch makes the goal unattainable.As I said, I have no way of knowing which variable was amiss in your case. I do know that all of them are created locally in the district. Atlanta does not create them. They will hold the district accountable to executing that local plan however.My final point. Look at what happened in your case. Management didn't tell you how to meet the goal. They just made a blanket statement. This shows me that they don't understand the metric.This was my original point. The problem isn't the metric, its management that doesn't understand what it means or how to attain it.P-Man</p></blockquote><p></p>
[QUOTE="pretzel_man, post: 768472, member: 927"] Dill,I certainly don't know if the number of routes planned in your center was right or wrong. Based on what you say it was wrong. (At least something is wrong)Let me try and prove my point that the cause is not the metric, but management, and how they go about creating and attaining the metric.Here is how the planning process works.....I.E. starts by forecasting the number of packages and stops by day. They then look at the number of stops per car that is planned. This number (metric) is jointly created between the package operators and I.E. Dividing the number of stops by the SPC gives the number of routes needed. In your case 11. (This is over simplified, but generally correct) Was the cause a poor forecast? Was the cause an improper SPC target? I don't know, but both of those are the responsibility of local management.The true measurement is Stops per Car, not number of routes. If Stops are up, the SPC stays constant and the number of routes should change. If stops are down, routes should go down.Of course, there is another variable... Its the dispatch. In many, many cases the forecast is okay. The SPC target is okay. The dispatch makes the goal unattainable.As I said, I have no way of knowing which variable was amiss in your case. I do know that all of them are created locally in the district. Atlanta does not create them. They will hold the district accountable to executing that local plan however.My final point. Look at what happened in your case. Management didn't tell you how to meet the goal. They just made a blanket statement. This shows me that they don't understand the metric.This was my original point. The problem isn't the metric, its management that doesn't understand what it means or how to attain it.P-Man [/QUOTE]
Insert quotes…
Verification
Post reply
Home
Forums
Brown Cafe UPS Forum
UPS Discussions
Latest Flavor of the Month: Send Agains
Top