Yes, some expectations are unrealistic (like pickup compliance). Most of the others though can be met through good management. Management's job is to plan, execute, and analyze the operation (so the plan can be updated).
P-Man
P-man...
I've been here for 23 years and have seen a lot of "new programs" implemented.
I was here when we went from 50-liners to the first DIADS back in '91. I was here for CACD, sales leads, TEAM concept, Remote Initiative, PAS/EDD, satellite centers, bicycle helpers, and Telematics.
There is a typical pattern that emerges during the implementation of all these new programs.
Nobody in lower-level management ever wants to be "that guy" who confronts the higher-ups with the flaws or impossible expectations in their plans. Instead they play it safe; if the program doesnt work they simply
pretend that it works and do whatever they must...no matter how stupid or counterproductive it might be... to maintain the illusion of success, meet the quotas and spoon-feed the desired numbers to their superiors.
As a result, problems never get fixed; they simply get ignored or the data gets falsified in order to make them disappear.
We saw this in the Remote Inititiative, where drivers were required to sheet a predetermined number of stops as "remote" in order to meet a quota even when it wouldnt add any miles to deliver them.
We see this in the 80% pickup compliance mandate, where drivers are instructed to record pickups within the required timeframe rather than when they are actually done.
We see this in the quota of 40 stops per helper DIAD where drivers simply prerecord the required number of stops into the board in order to generate the desired statistic, with no regard towards whether or not any time is actually saved.
Satellite centers, PAS/EDD and Telematics are no different. Front-line management basically gets the new programs crammed down their throats, with little or no regard for common sense or reality, and are tasked to "make them work" with no questions asked.