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Who's Stupid Idea Was "Stops Per Car"?
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<blockquote data-quote="UPS Lifer" data-source="post: 775970" data-attributes="member: 9789"><p>The inherent problem with SPC is that management teams tend to do what is easiest because of limited resources which includes time. Generally speaking, you will find the center trace to be relatively stable. Where it becomes a problem is when there has been a ton of growth and no real work done to incorporate an accurate trace. The trace is not the issue. It is the DISPATCH!</p><p></p><p>Go to the root of the problem .... COST. Drivers (employees) are the biggest expenses for the company right now. the management committee has done what they can to eliminate redundancy of management by elimination of regions - districts - divisions - centers, etc. etc. So the next step is making sure that drivers and other employees are in line with what is happening in the economy that is affecting the transportation index. SPC is a way to gage how many drivers (routes) are being dispatched. </p><p></p><p>Unfortunately, management teams are not skilled in the best and most efficient way to determine the optimum number of routes to dispatch. This is where the time and effort of the company needs to be placed. </p><p></p><p>Assuming an accurate trace. Here are other questions that need to be asked and answered. Drivers and supervisors can make these observations:</p><p></p><p>1) Not counting going to and from your route - How many drivers do you see or pass during the day? 1a) Is there justification for this? 1b) Can something be done to improve this?</p><p></p><p>2) How many drivers go to the same pick up or delivery point daily? (doesn't matter whether it is air or ground)</p><p></p><p>3) Does the center have to use air drivers - pu drivers - shuttle drivers - Extra vehicles ??</p><p></p><p>4) Is there an imbalance in pick up volume and delivery volume and stops? </p><p></p><p><strong>I can absolutely guarantee anyone of you that there are major gains to be made in just about every area above that could meet company objectives of cost reduction which could also improve your job. </strong></p><p></p><p>I would start with the dispatch supervisor (and back up) and determine if they understand their job thoroughly and have the skill to do it. </p><p></p><p>Then I would develop an individual center plan to attack the challenges above.</p></blockquote><p></p>
[QUOTE="UPS Lifer, post: 775970, member: 9789"] The inherent problem with SPC is that management teams tend to do what is easiest because of limited resources which includes time. Generally speaking, you will find the center trace to be relatively stable. Where it becomes a problem is when there has been a ton of growth and no real work done to incorporate an accurate trace. The trace is not the issue. It is the DISPATCH! Go to the root of the problem .... COST. Drivers (employees) are the biggest expenses for the company right now. the management committee has done what they can to eliminate redundancy of management by elimination of regions - districts - divisions - centers, etc. etc. So the next step is making sure that drivers and other employees are in line with what is happening in the economy that is affecting the transportation index. SPC is a way to gage how many drivers (routes) are being dispatched. Unfortunately, management teams are not skilled in the best and most efficient way to determine the optimum number of routes to dispatch. This is where the time and effort of the company needs to be placed. Assuming an accurate trace. Here are other questions that need to be asked and answered. Drivers and supervisors can make these observations: 1) Not counting going to and from your route - How many drivers do you see or pass during the day? 1a) Is there justification for this? 1b) Can something be done to improve this? 2) How many drivers go to the same pick up or delivery point daily? (doesn't matter whether it is air or ground) 3) Does the center have to use air drivers - pu drivers - shuttle drivers - Extra vehicles ?? 4) Is there an imbalance in pick up volume and delivery volume and stops? [B]I can absolutely guarantee anyone of you that there are major gains to be made in just about every area above that could meet company objectives of cost reduction which could also improve your job. [/B] I would start with the dispatch supervisor (and back up) and determine if they understand their job thoroughly and have the skill to do it. Then I would develop an individual center plan to attack the challenges above. [/QUOTE]
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