1. No time for overtime Mar 4, 2009
20 billion pieces. That’s a lot of mail. But between last year and this year, that may be how many fewer pieces we will deliver. That staggering figure is why you are seeing such sweeping changes in our operations.
One current focus is overtime. I’ve asked you to take a hard look at this, since much of it is within your control as managers.
Frankly, it’s difficult to justify any overtime when our workload has fallen so dramatically. Often, overtime is presumed because of past practice or historical volumes. It’s our job as managers to look hard at our operations and make sure every single hour can be justified.
Creeping overtime has always been a productivity drain. We tend to overlook 10 or 15 minutes, but when multiplied over an entire unit, the cost can be substantial. And when you bring someone in on a day off, the overtime cost is automatic. You cannot manage scheduled overtime – it manages you.
I realize that this kind of talk isn’t always comfortable, because it affects paychecks and lifestyles. But if we want a secure future for our organization, we must be diligent in making sure we are as efficient as possible.
“It is better to look ahead and prepare than to look back and regret.”
– Jackie Joyner-Kersee
Sylvester Black, VP Western Area Operations