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Layoffs in I.S.
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<blockquote data-quote="Beaten_Down_Daily" data-source="post: 371387"><p>Saving costs are good however thier needs to be a more precise methodology. For instance all buildings are not created equal and the tech manning formula only concerns itself with the amount of tech hours per 100 pcs. For that formula to work, there needs to be other considerations for the other supported equipment. We have people that barely even touch pcs because of all the other supported equipment they are working on. Many of our hubs have 2-4 sorts running upto 24 hours a day. These larger hubs are using the same manning formula as your 9-5 general offices and small centers, which doesnt make sense. This formula is great if your a tech in a General Office, but its horrible if you are in a 24hr a day hub. </p><p></p><p>PMT is terrible. Why?</p><p></p><p>1. PMT expects you to be the dispatcher and the driver and you are also responsible for a smooth flow of work. You are sometimes overwhelmed with work and other times you need something to fill the gaps, which you are powerless to do so. So its like blaming a loader for the flow of work even though they have loaded at a consistent rate. Sure you can downsize more so the work is backed up more, but then forget about SLAs. So just blame the tech for the flow of work on the report. </p><p></p><p>1. UPS Management and large external customers expect immediate responses to what the desk would dispatch as a Sev6 or Sev8. If I plan their problem two days out and make them wait I get trashed on my CSI or potentially anger an external customer. Pick your poison because you are placed in a no win situation.</p><p></p><p>2. For instance you get a Sev2 or Sev5, say you resolve it but it takes you to the end of your day. You close the log, because you fixed it. However now there is no way to account for the time you have to turn equipment or to wait for it to come back from Louky and then rebuild it and re-inventory it. And no it doesnt always fit into my admin time because a thousand other things have also been crammed into that already (like HDFS and PMT). So how do you account for that time? We need to have a way to create a task for equipment and inventory associated with a closed log. And no it cant always be done within the opened log because you may be waiting for it to come back from repair. </p><p></p><p>3. Now that we have been downsized I cannot walk from one end of the building to the other without being tech jacked. Sure I can tell the Division Managers to call the desk but that just doesnt happen. They refuse to call and I dont want any problems. How do account for that time? I end up begging people to call the desk for thier problem even though I am right there working on something less important, but at least I had got a log for the lesser item. I then tell them since it came through as a Sev6 they must wait for me to plan it. They hate me, I hate me.</p><p></p><p>3. PMT is a square peg which is being shoved into a round hole.</p></blockquote><p></p>
[QUOTE="Beaten_Down_Daily, post: 371387"] Saving costs are good however thier needs to be a more precise methodology. For instance all buildings are not created equal and the tech manning formula only concerns itself with the amount of tech hours per 100 pcs. For that formula to work, there needs to be other considerations for the other supported equipment. We have people that barely even touch pcs because of all the other supported equipment they are working on. Many of our hubs have 2-4 sorts running upto 24 hours a day. These larger hubs are using the same manning formula as your 9-5 general offices and small centers, which doesnt make sense. This formula is great if your a tech in a General Office, but its horrible if you are in a 24hr a day hub. PMT is terrible. Why? 1. PMT expects you to be the dispatcher and the driver and you are also responsible for a smooth flow of work. You are sometimes overwhelmed with work and other times you need something to fill the gaps, which you are powerless to do so. So its like blaming a loader for the flow of work even though they have loaded at a consistent rate. Sure you can downsize more so the work is backed up more, but then forget about SLAs. So just blame the tech for the flow of work on the report. 1. UPS Management and large external customers expect immediate responses to what the desk would dispatch as a Sev6 or Sev8. If I plan their problem two days out and make them wait I get trashed on my CSI or potentially anger an external customer. Pick your poison because you are placed in a no win situation. 2. For instance you get a Sev2 or Sev5, say you resolve it but it takes you to the end of your day. You close the log, because you fixed it. However now there is no way to account for the time you have to turn equipment or to wait for it to come back from Louky and then rebuild it and re-inventory it. And no it doesnt always fit into my admin time because a thousand other things have also been crammed into that already (like HDFS and PMT). So how do you account for that time? We need to have a way to create a task for equipment and inventory associated with a closed log. And no it cant always be done within the opened log because you may be waiting for it to come back from repair. 3. Now that we have been downsized I cannot walk from one end of the building to the other without being tech jacked. Sure I can tell the Division Managers to call the desk but that just doesnt happen. They refuse to call and I dont want any problems. How do account for that time? I end up begging people to call the desk for thier problem even though I am right there working on something less important, but at least I had got a log for the lesser item. I then tell them since it came through as a Sev6 they must wait for me to plan it. They hate me, I hate me. 3. PMT is a square peg which is being shoved into a round hole. [/QUOTE]
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