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The Concept of Constructive Dissatisfaction
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<blockquote data-quote="UPS Lifer" data-source="post: 299992" data-attributes="member: 9789"><p>When it came to the "key method" example that I used ...it was an example to show how much time <strong>could</strong> be wasted.... <strong>ONLY you can control that time</strong>. Hopefully, we never lose 100K in hours because of fumbling with keys!!! </p><p></p><p>Your other example is unfair unless you have 1st hand knowledge of the reason those AEs were sent out to follow drivers.If that in fact is what they were sent out to do???) I am not disagreeing with what you said but the perception and reality may not be the same. You know as well as I know the division or district manager (who sent them out there) knows the same thing! What I am saying is not to jump to conclusions or make your example try to fit a scenario without all the facts. This was probably some sort of training exercise to prove something that was brought up during a meeting or a call....Who knows!!!! </p><p></p><p>This example I will relate is first hand knowledge. I will keep it short. Our district mgr felt the OR teams were not holding the drivers accountable OR dispatching properly. He made a blanket call for all centers to not have any driver work over 10 hours PERIOD. Mgmt would be disciplined. The drivers were to be brought in with whatever was on the car that hadn't been delivered. Conference calls were held every day to discuss the results and how they were going to improve the dispatch. </p><p></p><p>Now as a driver - all you would really see was that there were thousands of service failures sitting in the building and how could UPS allow that to happen??? ANOTHER BAD MANAGEMENT DECISION!!! A supervisor might even tell you that the district manager was trying to punish them for allowing the drivers to work too many hours! </p><p></p><p>What would you think? </p><p></p><p>In fact what really happened was the district manager was forced to micro manage the whole district to impact the paid day and the driver dispatch. There was too much talk and no action. </p><p></p><p>By forcing the unthinkable - he could see exactly which centers were the worst at dispatching and could get it fixed very quickly. Their dirty laundry was being aired everyday. </p><p></p><p>Gains were made within 2 weeks and within 2 months the service levels improved dramatically and the paid day for the whole district dropped by 1/2 hour. Everybody won including the customer and the driver!</p><p></p><p>The management teams had to really work hard to get it fixed. They could not put band-aids on it and hide it. So don't jump to conclusions on why management makes decisions. </p><p></p><p>Communication is one of our (you and me) biggest challenges. </p><p></p><p>There are way too many folks jumping to conclusions on both sides. Managers who jump to conclusion about drivers and vice-versa...</p><p></p><p>The worst thing that drivers and management do is hold those things inside and don't get it out in the open. Also - continue to hold your management team accountable. They need to be on their toes everyday just like you.</p></blockquote><p></p>
[QUOTE="UPS Lifer, post: 299992, member: 9789"] When it came to the "key method" example that I used ...it was an example to show how much time [B]could[/B] be wasted.... [B]ONLY you can control that time[/B]. Hopefully, we never lose 100K in hours because of fumbling with keys!!! Your other example is unfair unless you have 1st hand knowledge of the reason those AEs were sent out to follow drivers.If that in fact is what they were sent out to do???) I am not disagreeing with what you said but the perception and reality may not be the same. You know as well as I know the division or district manager (who sent them out there) knows the same thing! What I am saying is not to jump to conclusions or make your example try to fit a scenario without all the facts. This was probably some sort of training exercise to prove something that was brought up during a meeting or a call....Who knows!!!! This example I will relate is first hand knowledge. I will keep it short. Our district mgr felt the OR teams were not holding the drivers accountable OR dispatching properly. He made a blanket call for all centers to not have any driver work over 10 hours PERIOD. Mgmt would be disciplined. The drivers were to be brought in with whatever was on the car that hadn't been delivered. Conference calls were held every day to discuss the results and how they were going to improve the dispatch. Now as a driver - all you would really see was that there were thousands of service failures sitting in the building and how could UPS allow that to happen??? ANOTHER BAD MANAGEMENT DECISION!!! A supervisor might even tell you that the district manager was trying to punish them for allowing the drivers to work too many hours! What would you think? In fact what really happened was the district manager was forced to micro manage the whole district to impact the paid day and the driver dispatch. There was too much talk and no action. By forcing the unthinkable - he could see exactly which centers were the worst at dispatching and could get it fixed very quickly. Their dirty laundry was being aired everyday. Gains were made within 2 weeks and within 2 months the service levels improved dramatically and the paid day for the whole district dropped by 1/2 hour. Everybody won including the customer and the driver! The management teams had to really work hard to get it fixed. They could not put band-aids on it and hide it. So don't jump to conclusions on why management makes decisions. Communication is one of our (you and me) biggest challenges. There are way too many folks jumping to conclusions on both sides. Managers who jump to conclusion about drivers and vice-versa... The worst thing that drivers and management do is hold those things inside and don't get it out in the open. Also - continue to hold your management team accountable. They need to be on their toes everyday just like you. [/QUOTE]
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