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<blockquote data-quote="soberups" data-source="post: 877283" data-attributes="member: 14668"><p>With all due respect, P-man, comparing preload to the hub is like comparing apples to garden rakes.</p><p></p><p>I have done both jobs and the preload side is<em> far </em>more complicated. There are <em>far </em>more opportunities for misloads, mistakes, and general chaos in preload.</p><p></p><p>To compare the job of loading a trailer...where all one has to do is to stack packages in a wall and make sure they have the correct ZIP code....with the job of a preloader who must load 4+ package cars sequentially in a manner that will allow the driver to select them with a minimum of sorting...is inaccurate.</p><p></p><p>You speak of being unable to "fudge" the numbers in the hub. Preload "fudges" its numbers <em>every day </em>by virtue of the fact that it is impossible to accurately quantify load <em><strong>quality</strong></em> into a metric. So in order to "meet plan" and generate the PPH metric that is being demanded of them, the preload is basically forced to do "fling job" loads where they literally fling the packages into the cars and hope that they land on on near the correct shelf. They may indeed not have "misloads" in the technical sense...but the resulting mess means that that preload is essentially able to "shift" its labor costs to the on-road side of the operation in a manner that is impossible for the hub to do. The modern day preload supervisor could literally care less how bad his loads are or how much additional overtime a $30-per-hour driver is forced to spend sorting, as long as <em>his</em> part of the operation meets its metric goals. This is a classic example of a manager who justifies spending $50 to save a dime because that dime is showing up on <em>his</em> report while the $50 is conveniently showing up on someone <em>elses.</em></p></blockquote><p></p>
[QUOTE="soberups, post: 877283, member: 14668"] With all due respect, P-man, comparing preload to the hub is like comparing apples to garden rakes. I have done both jobs and the preload side is[I] far [/I]more complicated. There are [I]far [/I]more opportunities for misloads, mistakes, and general chaos in preload. To compare the job of loading a trailer...where all one has to do is to stack packages in a wall and make sure they have the correct ZIP code....with the job of a preloader who must load 4+ package cars sequentially in a manner that will allow the driver to select them with a minimum of sorting...is inaccurate. You speak of being unable to "fudge" the numbers in the hub. Preload "fudges" its numbers [I]every day [/I]by virtue of the fact that it is impossible to accurately quantify load [I][B]quality[/B][/I] into a metric. So in order to "meet plan" and generate the PPH metric that is being demanded of them, the preload is basically forced to do "fling job" loads where they literally fling the packages into the cars and hope that they land on on near the correct shelf. They may indeed not have "misloads" in the technical sense...but the resulting mess means that that preload is essentially able to "shift" its labor costs to the on-road side of the operation in a manner that is impossible for the hub to do. The modern day preload supervisor could literally care less how bad his loads are or how much additional overtime a $30-per-hour driver is forced to spend sorting, as long as [I]his[/I] part of the operation meets its metric goals. This is a classic example of a manager who justifies spending $50 to save a dime because that dime is showing up on [I]his[/I] report while the $50 is conveniently showing up on someone [I]elses.[/I] [/QUOTE]
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