Bubblehead
My Senior Picture
You completely missed my point.I hear what you are saying but at what point is it ok to miss deliveries? 1 in 100, 1 in 1,000, every other package? There is a balance that has to be maintained between keeping customers and being profitable. If we miss every other delivery we will lose all of our customers to the competition and none of us will have a job. If we double the number of drivers dispatched and 1/2 of them are running out in empty trucks chasing wrong cars the company loses money and layoffs are inevitable. Now consider that in the overall percentage of management of the company those "in the trenches," meaning the managers in the buildings with eyes on, is very, very small. Therefore in order to manage this huge company decisions are made according to reports. Those "in the trenches" are (hopefully) working within the guidelines given to them and the "reports" generated reflect this. You can not argue that UPS is profitable year in and year out.
My indictment wasn't on the practice of making service on misloads, rather how it's facilitated and the dishonest way the time is accounted for, exacerbated by the blatant disregard for seniority exhibited when plucking the "chosen few" from the safety committees to be these "shuttle drivers".
I'll put it to you as simply as I can:
How is it "profitable" to have a shuttle driver retrieve a misload from one route, then painstakingly track down the intended route driver, who then has to stop what he's doing to meet the shuttle guy, and more often than not, break off and backtrack to deliver the misload, rather than just having the shuttlecock deliver it???
I submit, that in many instances, the time for these "shuttle drivers" is being coded erroneously to safety, which is why management typically insists that these shuttle drivers be members of the so-called Safety Committee.
In doing so, they maintain their stops-per-car metric, through dishonesty and falsification of company records, earning these crooked managers ill-gotten bonuses.
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