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Super Small UPS Preloads and how they are operated
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<blockquote data-quote="curiousbrain" data-source="post: 1064763" data-attributes="member: 31608"><p>Two belts, five doors, ~40 employees; 9 - 12 in the unload, 7 - 9 on each belt, with 3 - 4 in "small sort".</p><p></p><p>Because I am employed in a small center, coupled with the fact that UPS doesn't care, the responsibilities of each PT soup is ridiculous. Take me for example (I sense an opportunity for me to rant, so let me exploit it):</p><p></p><p>I open the building and disable the alarms because I am the first one there in the morning.</p><p></p><p>Then, I check the PFS workstation to make sure it is set to the proper sort (P1, not L1, S1, etc etc). If this is not right, no GSS scanners will work properly, and it is a real possibility that DIAD exports won't work, which means EDD may not reflect the current days dispatch.</p><p></p><p>Then, I walk around the building to make sure the breakers are turned on: gas burners, personnel fans, feeder doors, lights, all that good stuff. Also, I swap the storage device that contains the hard-drive backup for every computer in the building, which is stored around 5AM. I also check the temperature of the server room, to make sure it is not overheating.</p><p></p><p>Then, I open the High Value cage and process those - that takes anywhere from 20 minutes to an hour. It's especially great when the parcels haven't been scanned in properly, and ETT shows no 'Customer Info' (which I use to create driver notification sheets). Or, even better, when the pickup HV's haven't even been scanned at all, and they don't even show up in the HRCS forecast/inbound feeder list.</p><p></p><p>Then, I shutdown DCS and restart it, to check if any of the DIAD 4/5's are not 'connected' properly; if they are not, I go check them out - if they have the Windows hex error, I then AKX them to restart it, and put them back into their assigned slot.</p><p></p><p>Then, I do the UDC Data Corrections for the building - typically around 250 - 300 a day. It's great, because I'm literally doing the same data corrections every day (the same streets, the same bulk stops) because: ... who knows why, but it's the same corrections every day.</p><p></p><p>Then, I use the insanely archaic TFCS system to check the inbound pick list for the building where I am employed; I then check the DMS friend&A forecast (which is never right at this time - 2 hours before the shift) and compare it with a number that I devise by using the following system: 100% long box = ~1800 pieces; 100% pup = ~1000 pieces. They never match, and I always tell the shift during the PCM that I will expect the "manual" amount of volume. The Forecast has a tendency to grow anywhere from 1 to 5 thousand during the actual shift, so that's another fact I try to "feel" out.</p><p></p><p>Then, I go out in the yard (with my Orange cone and reflective vest, mind you) and verify the physical trailers against the inbound pick list; if there are any major discrepancies, I call the hubs that feed the small center where I am employed; I've also been known to call and complain about the 53' (damn you, PKGZ!!!) trailers. Seriously, the yard is tiny ... with a 53', our shifter is literally in the woods.</p><p></p><p>I come back in, and print out several reports from GTS: something, something, and 492 - the District Morning Report; the DMR has a record of most centers and their statistics. The main statistic I'm concerned with is PPH, since that's my primary responsibility as I run the Unload. I look at it, try to figure out why we made it or missed it. Not because anyone asks me, but just because I'm curious.</p><p></p><p>Then, I run a PFT report for Discrepancies that reports any DNED's from the previous day; maybe a board went down, or an honest mistake. I briefly check the report, and make sure no SurePost DDU's are on it - as that is my responsibility.</p><p></p><p>Then, I setup the Unload - now, this is an old building, so we still have UNL extendo's and T-stands with roller sections; so, my setup is very different than most other buildings. I start UDC SPA on 5 separate computers - then I open the five bay doors that the feeders dock at; at this time in the morning, there is usually only one or two trailers docked. But, I open the rest because I know the "backlight" sometimes helps the feeder guys get a "light silhouette" and back up right the first time.</p><p></p><p>Then, I use PFT to check for bulk stops; if there are any crazy ones, I inform the PDS who has probably stumbled in by now. Maybe he can create a "bulk route" that doesn't actually count towards SPC, to give the normal driver a break. Then again, maybe he can't - that driver probably won't be able to move through his car that day. I can only imagine the hell, but there's nothing else I can do.</p><p></p><p>Then, I print out the DECR for several areas - yeah, there is a "post check" (which I actually do), but unless I have to write something up, doing it now saves me time. I also do the DOP/Yard Check now, because unless new inbound's happen, I can generally fudge the air trailer percentage(s).</p><p></p><p>Then, I push out the Irreg carts (because we don't have the trains, damnit); one for each feeder door.</p><p></p><p>Then, I generally take a crap - there's usually a 5 - 15 minute lull where I can't SPA packages because the PDS hasn't finalized the plan - that is to say, that once the plan is finalized, and DMS is restarted to load that plan, HIN's usually skip around a bit. So, at this point, my responsibilities are blocked until DMS restarts.</p><p></p><p>Once DMS restarts, I SPA 20 - 100 send again boxes, in quick order, and push them next to the unload belts so I can have an hourly unload them. It is not lost on me that SPA'ing them is hourly work, but it's a win-lose: when I don't SPA them out, I am screamed at by people; when I SPA them out and throw them on the belt, I am grieved. So, the solution that my bosses and the hourlies have worked out is: I'll scan them, you can throw them on the belt. I'm not saying that it's right or wrong, but that's the system I inherited.</p><p></p><p>Then, I go to Small Sort and setup their GSS scanners (because we process SurePost in Small Sort), and log in to UDC SPA.</p><p></p><p>Then, I go over the Staffing sheet - depending on the volume that I "see", my bosses have asked me to come up with a plan as to how many "we" need in specific areas - as an example, do I need 3 doors and 9 guys, 4 doors with 12 guys, or 3 doors with 10 guys? They leave that up to me. So, I make a best guess, submit my plan to the PDS, and prepare for the shift ... which will start in about 25 minutes.</p><p></p><p>The PDS restarts DMS. I rapidly SPA the high values, throw an extra Slap on my notification sheets, check the Send Agains, and steal all the tape-guns I can find. Hourlies start to trickle in, I take attendance - because, when a preloader fails to show up, they steal people from the unload - which, at a certain point, means I have to work. So, I want to know as soon as possible if I am going to work or not.</p><p></p><p>There's probably a million other things, but this is probably most of it. Dude, small centers suck - I'm sure large centers suck, too, but because of reduced manpower, the responsibilities on the capable individuals is pretty overwhelming.</p></blockquote><p></p>
[QUOTE="curiousbrain, post: 1064763, member: 31608"] Two belts, five doors, ~40 employees; 9 - 12 in the unload, 7 - 9 on each belt, with 3 - 4 in "small sort". Because I am employed in a small center, coupled with the fact that UPS doesn't care, the responsibilities of each PT soup is ridiculous. Take me for example (I sense an opportunity for me to rant, so let me exploit it): I open the building and disable the alarms because I am the first one there in the morning. Then, I check the PFS workstation to make sure it is set to the proper sort (P1, not L1, S1, etc etc). If this is not right, no GSS scanners will work properly, and it is a real possibility that DIAD exports won't work, which means EDD may not reflect the current days dispatch. Then, I walk around the building to make sure the breakers are turned on: gas burners, personnel fans, feeder doors, lights, all that good stuff. Also, I swap the storage device that contains the hard-drive backup for every computer in the building, which is stored around 5AM. I also check the temperature of the server room, to make sure it is not overheating. Then, I open the High Value cage and process those - that takes anywhere from 20 minutes to an hour. It's especially great when the parcels haven't been scanned in properly, and ETT shows no 'Customer Info' (which I use to create driver notification sheets). Or, even better, when the pickup HV's haven't even been scanned at all, and they don't even show up in the HRCS forecast/inbound feeder list. Then, I shutdown DCS and restart it, to check if any of the DIAD 4/5's are not 'connected' properly; if they are not, I go check them out - if they have the Windows hex error, I then AKX them to restart it, and put them back into their assigned slot. Then, I do the UDC Data Corrections for the building - typically around 250 - 300 a day. It's great, because I'm literally doing the same data corrections every day (the same streets, the same bulk stops) because: ... who knows why, but it's the same corrections every day. Then, I use the insanely archaic TFCS system to check the inbound pick list for the building where I am employed; I then check the DMS friend&A forecast (which is never right at this time - 2 hours before the shift) and compare it with a number that I devise by using the following system: 100% long box = ~1800 pieces; 100% pup = ~1000 pieces. They never match, and I always tell the shift during the PCM that I will expect the "manual" amount of volume. The Forecast has a tendency to grow anywhere from 1 to 5 thousand during the actual shift, so that's another fact I try to "feel" out. Then, I go out in the yard (with my Orange cone and reflective vest, mind you) and verify the physical trailers against the inbound pick list; if there are any major discrepancies, I call the hubs that feed the small center where I am employed; I've also been known to call and complain about the 53' (damn you, PKGZ!!!) trailers. Seriously, the yard is tiny ... with a 53', our shifter is literally in the woods. I come back in, and print out several reports from GTS: something, something, and 492 - the District Morning Report; the DMR has a record of most centers and their statistics. The main statistic I'm concerned with is PPH, since that's my primary responsibility as I run the Unload. I look at it, try to figure out why we made it or missed it. Not because anyone asks me, but just because I'm curious. Then, I run a PFT report for Discrepancies that reports any DNED's from the previous day; maybe a board went down, or an honest mistake. I briefly check the report, and make sure no SurePost DDU's are on it - as that is my responsibility. Then, I setup the Unload - now, this is an old building, so we still have UNL extendo's and T-stands with roller sections; so, my setup is very different than most other buildings. I start UDC SPA on 5 separate computers - then I open the five bay doors that the feeders dock at; at this time in the morning, there is usually only one or two trailers docked. But, I open the rest because I know the "backlight" sometimes helps the feeder guys get a "light silhouette" and back up right the first time. Then, I use PFT to check for bulk stops; if there are any crazy ones, I inform the PDS who has probably stumbled in by now. Maybe he can create a "bulk route" that doesn't actually count towards SPC, to give the normal driver a break. Then again, maybe he can't - that driver probably won't be able to move through his car that day. I can only imagine the hell, but there's nothing else I can do. Then, I print out the DECR for several areas - yeah, there is a "post check" (which I actually do), but unless I have to write something up, doing it now saves me time. I also do the DOP/Yard Check now, because unless new inbound's happen, I can generally fudge the air trailer percentage(s). Then, I push out the Irreg carts (because we don't have the trains, damnit); one for each feeder door. Then, I generally take a crap - there's usually a 5 - 15 minute lull where I can't SPA packages because the PDS hasn't finalized the plan - that is to say, that once the plan is finalized, and DMS is restarted to load that plan, HIN's usually skip around a bit. So, at this point, my responsibilities are blocked until DMS restarts. Once DMS restarts, I SPA 20 - 100 send again boxes, in quick order, and push them next to the unload belts so I can have an hourly unload them. It is not lost on me that SPA'ing them is hourly work, but it's a win-lose: when I don't SPA them out, I am screamed at by people; when I SPA them out and throw them on the belt, I am grieved. So, the solution that my bosses and the hourlies have worked out is: I'll scan them, you can throw them on the belt. I'm not saying that it's right or wrong, but that's the system I inherited. Then, I go to Small Sort and setup their GSS scanners (because we process SurePost in Small Sort), and log in to UDC SPA. Then, I go over the Staffing sheet - depending on the volume that I "see", my bosses have asked me to come up with a plan as to how many "we" need in specific areas - as an example, do I need 3 doors and 9 guys, 4 doors with 12 guys, or 3 doors with 10 guys? They leave that up to me. So, I make a best guess, submit my plan to the PDS, and prepare for the shift ... which will start in about 25 minutes. The PDS restarts DMS. I rapidly SPA the high values, throw an extra Slap on my notification sheets, check the Send Agains, and steal all the tape-guns I can find. Hourlies start to trickle in, I take attendance - because, when a preloader fails to show up, they steal people from the unload - which, at a certain point, means I have to work. So, I want to know as soon as possible if I am going to work or not. There's probably a million other things, but this is probably most of it. Dude, small centers suck - I'm sure large centers suck, too, but because of reduced manpower, the responsibilities on the capable individuals is pretty overwhelming. [/QUOTE]
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