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<blockquote data-quote="RockyRogue" data-source="post: 288333" data-attributes="member: 7185"><p>Oh, I agree 100%. The problem UPS (and other organizations that have tried something similar) face are whether it succeeds. If there was sufficient support from the top, yeah, it could (and did!) succeed. In fact, most of the successes received overwhelmingly positive feedback from all levels! The failures were the ones that, when you broke it down, you found out something hadn't gone right. Almost <em>never</em> was it just a bad idea. No, usually there lacked what academia calls "buy-in" on the part of upper-level management. That's the death-knell for any such major effort. In the case of UPS, it sounds like this was the issue. Although, from what I've read here, it sounds like something was lacking <strong><em>not</em></strong> at the top but at the operations level. Idiots in operations.....you let a great idea walk right past you! </p><p> </p><p></p><p> </p><p>The successes I read about were very generous in the margin of error (at first, anyway). When management figured out how the operation could be run most efficiently (and effectively) without impacting customer service and/or internal standards, things settled in. Again....most of the things I've heard about this idea are overwhelmingly positive. Some of these initiatives have become a part of an organization's culture. I say watch out for these organizations!</p><p> </p><p></p><p> </p><p>I agree. UPS' corporate management needs an outlook makover/adjustment. Instead of running the operation to the <em>man,</em> it should run it with a little flexibility. Part of the reason this effort failed was because the flexibility wasn't there. While some of this can be blamed on UPS' culture, like it or not, there is some blame to be put on the beloved IBT. The union contract, much as it protects union jobs and benefits, also constricts UPS' flexibility. There's a <strong><em>very</em></strong> good reason why the foreign automakers have fought unionization so aggressively. This lack of flexibility is one of those reasons. I'll give you a good example of this flexibility. I think its Toyota (but I could be wrong) that has a plant that can be changed over to a different platform in 48 hours. A comparable change at an American plant? A month. Big difference in efficiency. -Rocky</p></blockquote><p></p>
[QUOTE="RockyRogue, post: 288333, member: 7185"] Oh, I agree 100%. The problem UPS (and other organizations that have tried something similar) face are whether it succeeds. If there was sufficient support from the top, yeah, it could (and did!) succeed. In fact, most of the successes received overwhelmingly positive feedback from all levels! The failures were the ones that, when you broke it down, you found out something hadn't gone right. Almost [I]never[/I] was it just a bad idea. No, usually there lacked what academia calls "buy-in" on the part of upper-level management. That's the death-knell for any such major effort. In the case of UPS, it sounds like this was the issue. Although, from what I've read here, it sounds like something was lacking [B][I]not[/I][/B] at the top but at the operations level. Idiots in operations.....you let a great idea walk right past you! The successes I read about were very generous in the margin of error (at first, anyway). When management figured out how the operation could be run most efficiently (and effectively) without impacting customer service and/or internal standards, things settled in. Again....most of the things I've heard about this idea are overwhelmingly positive. Some of these initiatives have become a part of an organization's culture. I say watch out for these organizations! I agree. UPS' corporate management needs an outlook makover/adjustment. Instead of running the operation to the [I]man,[/I] it should run it with a little flexibility. Part of the reason this effort failed was because the flexibility wasn't there. While some of this can be blamed on UPS' culture, like it or not, there is some blame to be put on the beloved IBT. The union contract, much as it protects union jobs and benefits, also constricts UPS' flexibility. There's a [B][I]very[/I][/B] good reason why the foreign automakers have fought unionization so aggressively. This lack of flexibility is one of those reasons. I'll give you a good example of this flexibility. I think its Toyota (but I could be wrong) that has a plant that can be changed over to a different platform in 48 hours. A comparable change at an American plant? A month. Big difference in efficiency. -Rocky [/QUOTE]
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