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so how should performance issues be handled?
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<blockquote data-quote="FracusBrown" data-source="post: 770378" data-attributes="member: 29360"><p>The have input of what route to cut, but not how many should be dispatched to acheive the plan. </p><p></p><p>They all have a target to reach. It's dictated from the top down. The corp, region, dist balanced scorecard sets the standard for what is acceptable. If you are not making the goal, it is the next levels obligation to take action. A center manager doesn't decide what his goal will be on a daily basis. In theory, the are supposed to have input, but it's just a theory. In the real world, the number they have to make in each element is dictated and tracked from above. In the case of routes, it's simple math. x number of packages = x number of routes to dispatch if the goal is going to be achieved. If you knowingly dispatch too many routes, failure to achieve the goal is certain. </p><p> </p><p>I once heard a very well known upper level manager say "if you dispatch a driver with a 7 hour planned day, then the most you can get out of an 8 hour paid day is 7 hours worth of work. It's a plan to fail." </p><p> </p><p>Seems like simple logic, but many seem not to understand the concept. You can apply this same simple logic to any element. </p><p> </p><p>Would it make better sense to wait till the next day, and then say "darn, we didn't make the goal, looks like we dispatched too many routes?"</p></blockquote><p></p>
[QUOTE="FracusBrown, post: 770378, member: 29360"] The have input of what route to cut, but not how many should be dispatched to acheive the plan. They all have a target to reach. It's dictated from the top down. The corp, region, dist balanced scorecard sets the standard for what is acceptable. If you are not making the goal, it is the next levels obligation to take action. A center manager doesn't decide what his goal will be on a daily basis. In theory, the are supposed to have input, but it's just a theory. In the real world, the number they have to make in each element is dictated and tracked from above. In the case of routes, it's simple math. x number of packages = x number of routes to dispatch if the goal is going to be achieved. If you knowingly dispatch too many routes, failure to achieve the goal is certain. I once heard a very well known upper level manager say "if you dispatch a driver with a 7 hour planned day, then the most you can get out of an 8 hour paid day is 7 hours worth of work. It's a plan to fail." Seems like simple logic, but many seem not to understand the concept. You can apply this same simple logic to any element. Would it make better sense to wait till the next day, and then say "darn, we didn't make the goal, looks like we dispatched too many routes?" [/QUOTE]
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