United Parcel Service, Denverbrown, DIAD, UPS/IBT Full Time Employee Pension Plan, UPS insurance, feeders, preload, DPS, PAS, EDD, DOL, PDA, PCM, package car, pretrip, hub, 9.5 day, 8 hour request, warning letter, paid for time, option days, option week, on car supervisor, loss or damage, over 70, the methods, panels, WOR, JAC, TAW, OJS, bid sheets, missed scans, driver release, driver followup, bump, Article 5, Article 40, FMLA, OSHA, IBT, Joint Council, James Hoffa, Union hall, business agent, steward, solidarity, lunch breaks, part time work, grievances, work to rules, strike, picket line, Central States Pension Fund, Western States Pension Fund, seniority, discipline, termination  

PAS


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My Favorite Quotes about PAS   

        "The ultimate goal of this thing is to reduce his miles and increase his stops," Gooras says of a driver. RockyMtn News

        If the response to the current system is any indicator, those changes will be well received. Findora says the 90 or so drivers in his package center can better plan their days and have fewer missed stops. "Not one of them would go back to the old way," he says. Computerworld 2007

        "I'm not saying it's monkey work now, but it's taken a lot of the thinking out of it," Haberstroh says of driving with the new tech. UPS still wants him using his brain, but now he has more time for observing what's working with current customers and where the company might get new ones. USNews and World Report 2006

        “We have customers who may need more time to get to the door because they may be in a wheelchair, for example, so we are able to add information that goes down to the driver’s DIAD to really personalize all the pickups and deliveries. CXO 2008

        To make the driver's job more productive and less stressful, packages must be loaded into the package car in the order they will be delivered. Getting the right packages in the vehicle is only part of the challenge. Each item has an assigned spot on the shelves inside the truck as well. Material Handling Mgt. 2008

        The company is using a "package flow" software program to pre-plot delivery sequences for its 95,000 vehicles. It may sound comically anal-retentive, but the results are staggering. Condenet 2008

        Package loaders are also more efficient. "Before, a loader might have been able to load two vehicles a day. Now, it's not uncommon for them to load three," says Mark Hilbush, vice president of information services. Computerworld 2007

        The new tech will "de-skill" those loading jobs, says a manager who oversees the loading line at the St. Louis center, which expects to get the package-flow tech late next year. Operators running a new set of computers where packages arrive at the center will plaster an added, "pre-load assist" label on each parcel. Those labels will direct the parcels to the proper vehicle, and where on each vehicle, for loading. "It'll take days, instead of months, to get a loader trained." USNews and World Report 2006

A Supervisor Weighs In

        I got an email from a supervisor who spent some time implementing PAS. I want to share his insight with you.

        It seems like once every 1 or 2 years I stumble across your site and read the comments and suffer through the drivers complaints with them. I was one of the lucky IE guys mentioned in your website countless times. I started with PAS in 1999 and have helped implement over 500 drivers and countless hours to get them ready.

        In our district we spent months prior to implementing getting the drivers involved. The problem in getting the drivers involved sometime meant that they didn’t want to be involved or that they only wanted to isolate their route and not think about how their route impacted other routes.

        Our last building is hitting it’s 1 year anniversary and everyday I hear comments that resemble what I read on your site.

        The biggest misconception is that the system dispatches your route or that no human is involved. That is simply not true.

        These answers don’t fix the problem, but are the most common answers to your posted complaints:

        1. Territory – when we started the implementation in this last building, drivers believed that their current territory had borders, it didn’t. Apex drivers had crossed over boundaries and actually took the Apex work from 3 different loops. Base line cars that had the business work stayed in that work and additional routes were created between the baseline and Apex routes

        2. Add/Cuts – are just a continuation of a loop in trace. A loop is traced from the baseline out to the apex and back to the baseline.
The work is divided up with am work (out) and pm work (back)
  a.  The system doesn’t do add/cuts, only the PDS or designated management should be doing add/cuts. A PDS can use a 5 or 10 or 15 stop, pre-selected add/cut that the system helps create. If your having problems in your center with add/cuts, it is your PDS
  b.   If you are the A driver and you exceed your plan day, work is pulled from the either the start or end of your route. Work pulled from the start of your route will be placed at the end of the “B” drivers am work, work pulled from the end of your route will be placed at the beginning of the “B” drivers pm work
  c.   If this is not true in your case you need to speak with your PDS

        3. EDD is just the loop placed and viewed in order in your DIAD. In the old days, trace was a concern but wasn’t as easily reported because you could only tell a driver what their results were, not where they broke trace.
  a.   Trace is important on several levels:
i.    When the cover driver delivers the route the same way the bid driver delivers it, he/she will be delivering to the consignee in roughly the same time period. (understanding that a cover driver will deliver exactly as the bid driver on the route on a daily basis)
ii.    With the advances in technology, electronic notifications can be sent to the consignee as you arrive
iii.   All knowledge based deliveries I read about, leaving at side door or on window etc.. should be entered as a CPAD note or alert. This way when you key or scan that package it will alert or “note” to the driver with special delivery and pickup options. (this can also be de-activated if it is the bid driver and only alert a cover driver)

        4. The issue with Mis-Loads:
  a.  A SPA employee (with the old scan and stick label method) scans a package and either doesn’t here the scan (just like a driver scanning the same package twice) and the printer gives them 2 labels 1 at a time. The first label (which is correct) goes on the correct package. The second label for the first package is printed and goes on the wrong package, (out of sync)
  b.  The preloaders have the responsibility of verifying the label on the package is for that package. This will eliminate 99.9% of all Mis-Loads
  c.  I can not load a Mis-Load same as I can not deliver a package to the wrong address. When I am demonstrating to a loader, I check the package to the label first. I sort the packages behind the cars (either slide or belt or box line) until there is enough work to take to the car. I walk into the car checking that the packages are for that car. I load the packages on the shelf in order drilling down starting at the primary address, if there is a suite it is put in suite order
  d.  If there is a label on a package that doesn’t belong on that package, the label is pulled and affixed to a sheet to give to the PDS to investigate. The only information that the preloader needs to include is was it an out of sync or was it caused by the system
  e.  System flips – the system has what is called address verification. If some one addresses a package for delivery on Main St, the system has 2 alternatives. First it will be queued up as an invalid address and will electronically be directed to the Data Corrections OMS who looks up the consignee and or street and corrects the electronic information. When the package arrives it will be SPA’ed and receive a label that doesn’t match the label on the package but in most cases will be correct and can be loaded. In those cases where the address didn’t match and the system located a similar address again will be correct to load the package, again it falls on the loader to understand that 100 Meadow Creek Dr, Burleson isn’t the same as 100 Meadow Crk in Southlake. The loader should know what zips he/she loads and locate out of center Mis-Loads.
  f.  What causes the system to flip an address;
  A shipper sending a package to street with street names similar to street types and leave off part of the street address
  Like the example above – Meadow Creek Drive can be shipped as Meadow Creek, the system is looking at the address line and isolating “Name” from “Type”, Meadow Creek becomes “Meadow” and the type becomes “Creek” or “Crk” if it had been Meadow Downs, since “Downs” isn’t a “type” used in a street address such as “CT”, “ST”, “Cir” etc Meadow Downs will remain the Street name

        I can’t speak for the team that implemented across the country, but I can tell you that an extraordinary effort was put into this implementation.

        The last comment I would like to leave with you, and anyone you would want to share this with, is that nothing in the methods have changed. We still move packages into the 30 inch selection area and use the PAL label to organize them in EDD order. EDD only verifies what you have memorized as you moved packages into the 30 inch selection area. You are still expected to have a working relationship with your loader and reward them with praise when your load is good, and advise them when it is poor.

        So that's a bird's eye view of the management perspective of PAS. It's a good system, it should work, it would work if everything was done right. But those of us who struggle with PAS day in and day out know it doesn't work. The loaders don't verify the address label or even the truck number and misloads are out of control. Any time saved through looping is lost running misloads. Loaders are pressured to do more with less time and usually less training. PAS is a production tool for management to try to increase numbers and the resulting errors are fatal to the system as a whole. If loaders are disciplined for mistakes, they just quit. I would too. They aren't getting paid enough to take any crap from the supervisors. Dispatching is a joke. My min/max changes every day. How can that be? Everyday an old plan is pulled up and plugged in and that's how the routes are dispatched. If you tried to "fix" your plan recently to improve routing or loading, too bad. Your "fixed" plan is not the plan they are using today. All your efforts are wasted unless they use that new plan sometime. The system seems to encourage failure by being too difficult to control. Too much time is spent each day by the drivers adjusting for bad loads and bad dispatch, running misloads or looking for packages they are supposed to have, but don't. The system needs a lot of work and the tweeking stage is over. IE thinks the system should run the way it is. There is a joke here somewhere, but the workers aren't laughing.

Learning from your Peers

Discovering Sources of Information

        There are a lot of good sources of information out on the web to learn what PAS is all about. One good place to find up to the minute stories by drivers who are living the dream is on the Brown Cafe dicussion boards. Here is a good example of what you can find there. This was posted by a driver in May.

        "We have had it in our center since 10/03. We have run 1 or 2 "shuttle" cars on road every day since day one. I have at least 5 to 10 misloads a day for various reasons. The sad thing now is there are many more Next Day Air misloads. We are allowed 11 minutes to get out of the building from the time we punch in, PCM, download EDD, and pretrip inside at parking stall, then leave. You do not check your air or your load, you leave. You find misloads in your car as you go throughout the day and you notify the center. The shuttle car will come get your misloads and give you as many back that they picked up from other drivers.
                  There are 3 problems, among many, that I see coming from PAS/EDD.
        1. "Shuttle Car" or called the "Imaginary Driver", drives around all day delivering and picking up packages from other drivers, NOT CUSTOMERS. Not accountable for miles driven or production. Drivers timecard is coded out as "shuttle time" or "safety" or whatever else they can think of. The centers use the shuttle cars as their bandaid when the preload screws them over, they load bulk stops into the shuttle car because the P1000 it was suppose to go on was cubed out, or they were just to lame to get the bulk stop to the right car to begin with. You get a message about 11am to break off and go meet the imaginary driver with 50 to 100 packages that they are not allowed to deliver, you sheet them up in your diad as though they were on your car to begin with, then I.E. thinks you are Superman. One day I had an NDA misload on car and the shuttle driver showed up with a sup to take to the correct driver, they had 3 diad boards opened up to sheet up other air misloads from other routes so none would show up late in the system, who knows when they go delivered. Our business agent has filed a grievance to put the shuttle job up for bid since it goes on road everyday without fail.
        2. The system that creates the PAL labels makes its own address corrections. When a package comes along with an address with a missing digit or letter it searches for another street or number it thinks it might be. It is usually the the wrong choice and creates an instant misload or service failure. The address corrections are suppose to be done by clerks in the pm or drivers when delivering. I'm sure this added feature was never discussed with union. The company purchased some kind of address database from the post office and I think we got ripped off. There are too many errors in it.
        3. Misloads, I have never seen so many misloads and service failures on a daily basis. Especially Next Day Air. I don't see the problem getting better. Some days are better than others and some days are really bad. The PAL labels being wrong, the preloaders are loading more cars and load quality has gone down."

Thank God Somebody Got Hurt

        A bunch of us drivers were standing around talking last week (before our start times, of course) and one guy made the comment, "Thank God somebody got hurt yesterday." We all nodded in agreement. It's a sad commentary, but we need a good injury every week. It's the only thing that makes PAS work.
        The trouble with PAS can be summed up in one word. MISLOADS. Misloads are an everyday problem. On a good day you only get one misload. I've had as many as 7 or 8 on a bad day. If you have to run a misload, your day is over. You already have 9 and a half hours of work in your area, you don't have time to run several routes over for a single stop. A misload can easily add a half an hour to an already long day.
        UPS is unable to solve the misload problem. Let's face it, they just can't do it. And PAS generates more misloads than the old system. So what's the solution?
        The shuttle car.
        The shuttle car runs around everyday moving misloaded packages from driver to driver. And where does the shuttle car driver come from?
        He's an injured driver working TAW.
        When the Teamsters got new language mandating that a worker on TAW will work hours pretty close to his regular shift, that gave us a driver in the center during the workday. What is there for that driver to do? Shuttle, of course.
        On a good day we get a message across our boards saying, "Go through your loads and look for misloads." Then we message in what we have and the shuttle car comes and takes them. Thank God.
        On a bad day we get the message that there is "no shuttle car today, you will have to run your misloads." How depressing is that. No time with the family tonight, UPS is either too cheap or too stupid to fix this ugly problem.
        That's why drivers say "Thank God somebody got hurt yesterday."

"Usually, terrible things that are done with the excuse that progress requires them are not really progress at all, but just terrible things."

Russell Baker

EDD/PAS is a Tool

It's NOT the reinvention of the wheel as they claimed it would be.

        This article first appeared as a posting on Teamster.Net in the UPS forum. I thought the information was very good and with the author's permission, I offer it here for your viewing.

        Advantages:

        1. Bulk stops are easier, since you know that you've scanned x amount but there are one or two left somewhere.
        2. You know the service level and type of pkg. Sometimes, you will even be able to see the consignee's name, apt/ste number, etc...
        3. Assuming your rte is looped correctly, EDD can help a swing driver run your route better, as opposed to running it blind.
        4. You can "send edd" to another driver. For example, a driver comes take 20 stops off you, you can give him your edd info so he isn't blind...
        5. The supervisor can make dispatch decisions much earlier, assuming timely information on the incoming loads is received.

        Disadvantages:

        1. EDD doesn't separate suites, office, room, apt numbers. For example, 123 Bumfuck Way stes a, b, c, d are listed as ONE stop in EDD. Your stop count will come up short of reality. Your supervisor will NEED AREA KNOWLEDGE to make the distinction and adjust accordingly.
        2. The loop in your board in EDD is just ONE WAY to run the route. They want you to run EXACTLY like it is in the board, however, we know that is a pipe dream. It may work(somewhat) for tight commercial routes, but I can personally attest that rural routes cannot be run that rigidly. You have to be flexible, but you already knew that. When I started coming in at 10pm they backed off and left me alone. When customers across the street complained that I would drive right past them w/o delivering, then mgt backed off.
        3. Splits added on the preload are NOT integrated into your work. They are simply added on to the end of the listing in the 8000 section. If no one tells you about the split and/or you don't see it, you will have a nasty surprise later.
        4. Call tags and one-shots are poorly integrated; sometimes they will be listed in trace, often times not at all. OCA's are NOT, repeat NOT integrated into EDD. You will simply have to remember to get it, like always.

A driver will ALWAYS need area knowledge. Our service is what separates us from the competition. EDD will not tell you what the customer prefers. It will not tell you where the mean dogs are, or where the septic tank is, or don't back this way to turn around but this way instead...etc etc you get the picture. These IE idiots have bet the farm with a bunch of ridiculously ludicrous promises to their masters. Yes, it is a wonderful tool. Yes, it does reduce selection time somewhat. No, it didn't tear down customers houses and build them tighter, nor did it make the walk to their front doors closer. EDD cannot make a customer write a check any faster, nor sign the diad any quicker. EDD will not run 5 dell pkgs to the third floor any quicker either.

        On the preload side of things, any time gained by the "simplified" labels, no load charts, etc. etc. has been lost by:
        1. Ramming more work down their throats. Net effect:load quality has not improved. Misloads are rampant, b/c the labels are looking the same after several hours. i.e, 87A, 87B, 87C look very much alike. I suggested putting a dot a of color on each rte label within the loop, but hey, what do iknow...

Overall, I would say that it has been a positive thing for the center, but it will never walk on water the way they claimed it would. As a driver, get your route DOL correct NOW, not later. You will thank yourself later.

Think Like an Engineer

        I've been struggling lately with PAS. The loads are bad, the dispatch is bad, the hours are bad. It's a drivers nightmare and I've been living the dream for about a month. At the same time, I see the IE guys hanging around acting like nothing is wrong. I wonder to myself how this situation can look so bad to me and so good to them at the same time. I figure it must be a matter of perception. I know it isn't going to change anytime soon, so what I need to change is the way I'm looking at it. I need to think like an Engineer.
        First I need to stop looking at the failures of PAS and start focusing on the successes. I remember when they first introduced PAS in our center and I had a Division Manager ride with me for 4 days. We struggled the first 3 days, but then on the fourth, he came in and loaded my car stop for stop. It was a thing of beauty. Every box was lined up on the shelf in perfect order, no misloads, no boxes falling off the shelves. And the day went perfect. That's what PAS can be like, I need to remember that. Now if I could just find a Division Manager to load my car, my problems would be solved.
        Next I need to remember that I'm a driver and the definition of a driver is "one who doesn't do enough work." So even though I think that 95 stops a day is plenty and they keep sending me out with 110, it's not their problem. I'm sure on paper it looks like I can do 110 and that's what counts. Repeat the Engineer's mantra: "He's a driver...he's not doing enough work...."
        Lastly I need to accept that the real world is not the one I'm delivering in out there on the route. The real world exists in a computer on a desk somewhere in the IE Department. Rain, snow, road construction, traffic delays, things that slow me down...those don't really exist. If they existed there would be a time allowance for them. Drivers create these things to try to get out of doing more work.
        Don't be fooled into thinking like a driver, think like an Engineer. The world is what you make it and the "Real World" is the one that exists in the minds of guys down at Industrial Engineering. I gotta start thinking more like them.

Add/Cuts

        We used to call add/cuts splits. We used to pull them ourselves. If you had to give away 10 stops, you got in your car 5 minutes early and you pulled them. Sometimes the driver receiving the split helped you or pulled the split himself. There was usually agreement on which stops worked best for both of you.
        When I read the early news clips about Package Flow Technology and how a supervisor looking at a screen at 3 am could decide to even out loads and move stops, I was impressed. Drivers could be more efficient and there would be balance in the dispatch. This is going to be great, I told myself, no more last minute changes, no more dispatching 5 minutes before our start times. If you had an 8 hour day, it would be planned for and accommodated, no need for meet points later in the day. The Press that UPS got introducing PAS was inspiring. I was excited to be a part of something so cutting edge.
        But unfortunately, the reality of PAS has been less than exhilarating. And one area where it has been more of a handicap than a help, is the add/cuts. The idea of a supervisor smoothing out the loads at 3 am so that the preload can be more effective was a bit of a fish story. It doesn't happen. If the loads need to be evened out, it's done with splits that are pulled after the loads have been set and the trucks loaded. A decision is made in the dispatch office, the packages are transferred in the two EDDS, a printout is made of the units of work to be moved from one truck to another and the paper is given to the preloader who is supposed to pull the packages. Sometimes he does it, sometimes he doesn't. Sometimes he gets all the packages out of one truck and into another, usually he doesn't.
        When an add/cut is pulled and all of the packages are not transfered, then the receiving driver shows stops in his board that he doesn't have and he usually drives to that stop before he realizes it, wasting both time and gas. The driver that gave away the add/cut will have packages in his truck that aren't in his board, defeating the purpose of pulling the split in the first place.
        Add/cuts are a big time and money waster that could be reigned in to some extent by simpy allowing the drivers to pull them instead of the preload. The preload could care less whether they do it right or not and the consequences are too expensive to trust to someone who has no stake in the outcome. Drivers would be much more conscientious about getting all the packages pulled, even the ones that may not be on the shelf. The receiving driver would be glad to have all the packages that are in his EDD. And it would only take about 5 minutes to do. Drivers with add/cuts could start 5 minutes early or even do the work after the PCM. It's not that hard for the drivers, but it appears to be way too hard for the preload. Then PAS would work the way the pundits claim and that would be great.

Progressive Discipline and PAS

        I've been on PAS for almost 3 years now and one thing that has become painfully obvious is that we keep trying to fix the same problems over and over and over again. When the UPS dispatcher prepares "the plan" for tomorrow's dispatch, he chooses from a group of plans that were used on previous days that match the same parameters. He uses a plan that had about the same number of packages, cars and stops. Because we are always trying to fix the problems on each route (problems with EDD or looping or loads) then these old plans bring with them the same problems we thought we had corrected. Then we get to correct them again.
        For example, I have a bulk stop that gets loaded into my truck on the rear floor left, but about once a month the load chart changes and it gets spa'd to the shelf. It would be on the shelf day after day then, if I didn't go back to the dispatcher and say "fix it." He assures me it's been taken care of and a month later we do it again. I have a Target store that has several other stores inside it, and while all the stops have the same street address, they get spa'd to 4 different spots in the truck. No one knows why and we "fix it" over and over again.
         After 3 years of fixing it again and again, I'm afraid it's time for discipline. The purpose of discipline is not to take someone's job, the purpose is to change behavior. Progressive discipline gives the offender several chances to fix his behavior. If the behavior which is causing harm to the company continues, then the behavior will be stopped when the person gets fired. That's how progressive discipline works. It's designed to save the company from some fool who either can't or won't do his job right.
        The next time I need to say "fix it", I'm going to write up the dispatcher. If his manager wants to act as his witness, so much the better, that makes it official. Then, if I need to say "fix it" again, I'll issue a warning letter. If it happens again within 9 months, that's a suspension. If my dipatcher still cannot or will not fix the problem, I will have no choice but to fire him.
        I'm not trying to be a hard ass, but these problems are costing the company money and have to stop. I'm just trying to protect the company.

Making Lemonade

        We've all heard the saying; "When life gives your lemons, make lemonade." I've been dealing with the lemon we call PAS for about 3 years now and I can see it's not going to go away and it's not going to improve, so I guess it's time to make lemonade.
        My biggest problem with PAS has always been that it takes all decision making out of my hands and gives it to the "system". The route and the load are set up for me, I'm prompted on time commits, EDD tells me how many packages I have for every stop. Anyone who could work the DIAD could run my route as well as I do. Oh, if only life were that simple.
        In reality, PAS brings a whole new mental challenge to the game; How to be sucessful in spite of PAS. I try not to think of PAS as a burden anymore, but rather as a test. It doesn't pave the way for greater productivity, it's actually a roadblock that I have to get around and still arrive at my destination on time.
        One thing I love about PAS is that it pays my bills. I'm guaranteed a couple of additional hours of overtime every week because of misloads. I used to wring my hands in agony everytime I found a misload, now I see them as new golf clubs or that GPS device my wife wants. When I can't find all of the packages at a bulk stop, I quit looking after a minute or two and resolve myself to coming back later. That pays for swimming lessons for the kids next summer. It's lemonade.
        The way my route is looped is loopy. There are some bad spots that must only make sense to an engineer because anybody in their right mind could see that a one way street running north and looped high to low is just crazy. I've tried to get it fixed in my DOL, but let's just say I'd rather go in for brain surgery than try that again. Now two of my streets are messed up instead of just one. So my challenge is to make it work the way it's set up. It's stimulating and it keeps my mind sharp working around what I can't get changed.
        PAS was originally designed to make loading easier and thus retain good preloaders and get better loads. Well, that hasn't really worked out. The loads are crap. Real lemons. But..I'm making lemonade. I have found that by cutting a corner or two early in the day and running over the curb, I can toss most of my load onto the floor. Then, when I pick it up, I can effectively load the car myself. I get a better load and I don't lose as much time as I do searching through the original load.
        The mental challenges of being successful in my day in spite of PAS are endless. I'm no longer bummed out that I can't run the route my way. My way was getting too easy anyhow. It was like riding a bicycle. I could do it and drink lemonade at the same time. How boring. Now I'm riding the bicycle with my hands tied and trying to cut the lemons. That's a lot more stimulating. I love a challenge.

Top 10 Reasons to Hate PAS

   10.     We no longer have defined boundaries. Customers see different drivers at different times depending on who has their stuff today.
   9.     It gives the company unrealistic expectations of what you can accomplish on a daily basis.
   8.     You have no rapport with your preloader because he doesn't know any of your delivery stops by name anymore, only by SPA number.
   7.     When splits (now called add/cuts) are pulled, you can bet money that 25% of the boxes are still on your car.
   6.     Fluxuating boundaries make route bidding a turkey shoot, you don't know what you are bidding on or what you got if you win the bid.
   5.     You can't explain your problems to the dispatchers and they won't come out to see what the problems are for themselves.
   4.     SPA labels add a host of new opportunities for misloads. Misloads are as bad or worse than before.
   3.     PAS has failed in its original purpose of assisting the preload. It has become a production tool and preloaders walk off the job at alarming rates.
   2.     The pride in setting up and running the route the best possible way everyday is gone for the driver. Now we just follow the list, mindlessly.
   1.     Some people deserve respect, others demand it. The drivers used to be the cream of the crop at UPS. Now the Engineers have taken that position for themselves. They haven't earned it, they've taken it.

Notes from the Field...

        Here is a little insight from someone who is living the dream...PAS. But is it a dream? Or is it a nightmare? The drivers are not the only ones affected. Management, the preload, the customers, the shippers: everyone is thrown into the soup and it seems to be a trial by fire. To those of you not yet on PAS, it's like waiting on the beach for a tidal wave to hit. If PAS hasn't reached your center yet, it will be coming soon. Want to know what to expect, read on......

 From driver in the field:

          First, I like my oncars, there pretty much the bottom of the food chain as us drivers. Those poor guys have been at work since 5 a. m until sometimes 9p.m.. They get home after their commute around 10 p.m. or thereafter. The one guy looked like he came off a 3 day drunk on friday night when I saw him app: 8:15. He said he had to come in saturday morning to supervise the sat. nda drivers.He put on 300 miles running m/ls' Our division mgr gave a pcm on thursday and said he knew the frustration level with pas was high. He had two oncars quit last week and also had two discharge to hourly people for workforce violence. Since pas, we drivers are on pace to average $72,000 this year. We have 2-3 drivers that believe they'll reach $80,000. Although the fatigue level is extremely high already by wednesday, at least we know we have our weekend. My sympathy goes out to those drivers with young children who don't get to see them. Mine are already grown. If UPS wants to throw money out the window, I know 48 drivers in my ctr that'll be on the bottom with bushel baskets to catch all that dough. . And each day , when you have your 'NOT FOUNDS', tell the customer you just stopped by to say hi! You might get a cup of coffee and dessert to boot. Hang in there, and let UPS implement their RED HERRING($600,000,000)

 And, he adds:

          You are right about the wear and tear on the body. I'm 45 and we have quite a few drivers in their fifties.I do feel like I got hit by a bus by friday morning. Another advantage UPS has in getting younger, cheaper drivers quicker. Wear that old horse out with 20 more stops a day for a few years and they'll be more than happy to take an earlier retirement. The problem is, with youth and inexperience, comes a sharp increase in service failures, accidents and injuries. I've seen it begin several years ago already. Wouldn't want to start at UPS now in the current enviroment; looking at 30 years to go, would you?

Take a Deep Breath...Here Comes PAS

        I get a lot of emails from UPS people around the country who are not yet on PAS and are worried sick that when PAS comes in, there are going to be some job altering changes. They're scared of the unknown, worried that their jobs may never be the same, or that they might even lose their jobs. Such concerns are not unfounded. calming ressurance.
        Yes, when PAS comes to your center, there are going to be some changes. Will your route change...yes it will. If your an A route in your loop, it won't change a lot, but if you are on the other end of the loop, it could change a lot...everyday. Will you still have your same boundaries...no, there are no set boundaries inside your loop, they change everyday. Will there be better loads and no misloads...no, PAS historically gives worse loads and more misloads. Will I be expected to do more than I'm doing today...yes, but in reality, if you use the methods and take your lunch, you will end up doing the same amount of work you did before PAS.
        The good side of PAS is EDD and a little improvement in the accuracy of the stop counts. The bad side is high management expectations, poor loads, misloads and bad looping. Will PAS save the company...not in its present form it won't. It's a mess. I know they are working on the next generation of PAS and I hope they can solve the inherent problems. I believe they could make the current version of PAS enormously better if they put some time and effort into it. But that's not the UPS style. They will more likely stay the course with preloaders quitting on a regular basis and wasting driving hours. It's a shame because the system has good potential.
        So to all those workers who write me every month, my advice is to go in with your eyes open, head up and give it a chance. Don't compromise to make it work, don't skip your lunch, don't work unsafely, don't try to be superdriver. PAS is here to stay, make the best of it. Keep your head up, be a survivor.

Why is My Load Jacked?

        Someone asked me the other day; "Why is my load so jacked?" It's a common question, we all are wondering the same thing. PAS was begun as a way to fix the preload. The preload was drowning and it was taking the rest of the company down with it. Loads were bad, loaders wouldn't come to work and when they did, quality seemed to be the last thing on their minds.
        So PAS was invented as a way to make loading trucks almost foolproof. But why hasn't the quality improved?
        Here is an inciteful little rant from a parttime supe that says a lot about life in the hub. Do you think it says something about load quality? I think it does.

        Well guys, I have been working for UPS over a year now, and i am a Part time supervisor for over 8 months, on the night shift. all i can say yes they good benefits, but we are way way under paid, we take the most shit, out of anybody, we are abused tossed around, and more pushed, the manegement, is all nuts. typicly becuase they are under such pressure to produce numbers, at any cost, but we're the one paying the price for it, it is crazy, how much we have to know such as" OJS every month; THE CSA, for you and your employees, WE ARE running the HUB! YET we are under paid working slaves, espacilly the night ist he worst! UPS at night sort has a 58% TURN over RATE with employees!!! now they try to put pressure on us, because we lose so many people. Im thinginga lot about quiting, EVERY Part time sup, at UPS is hating his job! but UPS does have u by the balls with their benefits espacilly if your going to school. It's just a shame how they treat employees,and abuse Part time Sups. I can not imagine being a FULL time management, or even higher your LIFE is UPS,whether you're at home or vacation you will be all strassed out about UPS, and fear for your job,WHY? becuase a high % of Full timers have no college Degree, or a 2 year one, and they make 60000 a year, but working 60 hours a week and only gettting paid for 40 hours, becuase your on salary, youdo get big bonus checks during chrismas, but working 58 hours per week, and all stressed out,aint worth it no mater how much u make.

When Bad Things Happen to Good People

Bob Newhouse

        There is a new meaning for the acronym PAS. It is Pre-load Always Sucks. The fact is the pre-load has reached an unbelievably idiotic fever pitch of wretched loading.
        Basically drivers are given one pile of s**t after another, many times with no rhyme or reason. Sequence numbers are jumbled and changed for no reason. Load charts are shifted for no reason. The supervisors are well known for simply cleaning the belts off into the closest available car to keep their boss off of their ass. “Look Lord and Master! The belt is clean!”
        Of course that all leads to the dispatch of the mis-load car, and the wasteful meets among drivers. A big sign of a troubled system is the level of turnover of pre-load employees. It’s amazing there are that many people in the world. There is no attempt to secure people with long term goals with the company, they must simply be able to load more cars than physically possible, and they must be required to quit before they get hurt. There is no other issue.
        Meanwhile, back in the package car, the drivers are left to a nightmare pile from hell. Thankfully for EDD the driver at least has a clue what he or she should be looking for. The big trade off from the old sort and deliver system is that the driver knows it’s there, Somewhere!
        So he or she keeps looking till they find it. Saves lots of time doesn’t it?
        I will continue to say “What a waste of a good idea”.

 

 

Adding It Up

        I kept track of the amount of time I spent last month running misloads. I have misloads 4 out of 5 days a week. Some are not too far off my route, some are way off my route. I always message them in when I find them. I usually get told to run them.
        How much time do I spend a week running misloads. I average 3.7 hours a week. Of course, that's overtime. At $40 an hour, that's $148 a week or $592 a month.
        Now, how many preloader hours at the premium rate of $9.50 is that? It's 62 hours. And a preloader (with no overtime) only works a maximum of 25 a week. So that's 2 and half weeks of preload time that they paid me to run misloads instead of paying a preloader.
        And I'm just one of 400+ routes going out of the building everyday and I'm not the only route with misloads. How much money did UPS waste last month by not hiring enough $9.50 an hour loaders to get the job done right? I don't have an exact figure, but I will bet you; it was a lot of money.
        UPS is famous for spending dollar to save a nickel. They spend $40 an hour to fix the misload problem rather than spend $9.50 an hour to nip it in the bud.
        Am I the only one who thinks this is nuts?

PAS and the Average Denver Wage

        PAS has been ballyhooed as a big moneysaver. It will reduce the number of miles each truck travels and save a millions of dollars in fuel costs. It will eliminate the wasted time each driver spends sorting and hunting for packages, allowing the driver to do more stops. It will simplify the job of preoading, permitting each loader to load more cars in less time. Whoa now, wait a second. That last one hasn't exactly panned out.
        It appears that for the PAS system to live up to its potential, the preload has to provide nearly perfect loads. The perfect load is the backbone that makes the PAS system stand. Without perfect loads, the system cannot live up to its potential.
        The problem here is that the preloaders, on whom we are relying so heavily, are coming in at a starting wage of only $9.50 an hour. That's barely 60% of what a recent Bureau of Labor Statistics survey showed was the average blue collar wage in Denver. Blue-collar workers, represent 22 percent of the workforce, and make an average of $15.82 an hour. White-collar workers, who represent 64 percent of the Denver-area workforce, make $26.07 per hour on average. Service workers, the last group, represented 14 percent of the local workforce and earned on average $12.51 an hour. That means you could make more waiting tables than you do loading package cars.
        I worry that UPS is relying too much on people who make too little. It takes a really extraordinary person to give 110% when they are only making 60% of the average wage in town. The Denver Hub is a huge operation, I wonder how many extraordinary loaders UPS will be able to find?

Time for the Truth?

        UPS originally began developing the Preload Assist System back in 1997 to make the preload job easier. Preloading had always been a tough job requiring a strong back and a tremendous amount of memorization. Couple that with low pay and you get a high turnover rate and poor performance. So to remedy this problem, UPS spent $600 million dollars to make the job so simple that any fool could do it with 5 minutes training. Maybe they should have spent the $600 million on wages and benefits for loaders and improved the quality that way, because the truth is: the preload is no better today then it was before PAS.
        First off, UPS should be honest about the training. Anyone you train for 5 minutes is going to do a job that looks like they were only trained for 5 minutes. Preloading is still a tough job. You don't have to memorize the street rotations anymore, but there is a lot more to loading a truck than just putting the boxes on the shelves. You have to be organized, you have to understand how the driver removes the packages, you have to care about quality. Those things don't come with $8.50 an hour and 5 minutes of training.
        The engineering people have done UPS a great disservice by selling PAS as a timesaver. It's not a timesaver. Its real benefit comes in the form of increased visibility in the tracking of packages. But it takes just as long to carry the boxes into the vehicle as it did before. And what makes a good loader is not his ability to read the PAL label, it's his attention to the details of organizing the load. I usually get my packages on the right shelves, I don't get any organization on the shelf itself or on the floor. The loads are a mess, I sort as much as ever, there is little or no time saved with PAS.
        Perhaps it's time the company told the truth about PAS. It's another way to sort and load. It's a new way to dispatch. It's complicated, it's difficult to master, it's not working up to it's potential. It's not even close. Improving the way PAS functions is the last thing on anyone's mind. We don't have time for that. It's a daily struggle just to get the cars loaded and the loads are a fiasco. Nobody seems to know how to fix it, maybe a good place to start would be with some honesty.

The Latest Creation With PAS

Bob Newhouse

        I never thought I’d see this one. The company has decided to reduce the mis-load situation (understandably), but the way they are going about it is really interesting. Rather than adding pre-loaders, they have gone to what has been called the “mis-load transfer car”. When drivers report that they have a mis-load, the transfer car meets the driver to pick up the offending package and transfer it to the correct driver. If the transfer car cannot meet the driver, the driver of the transfer car will attempt the package.
        The interesting part of the whole scenario is the company’s refusal to add part timers to solve the problem. In our building, management has added more supervisors and the transfer car in an effort to improve the situation. Besides the mis-loads, our AM time has gone through the roof. They even tried to back up start times, which only made things worse because the drivers were not there to get things loaded.
        On top of it all they are restricting the pre-loaders to 5 hours so they don’t have to pay overtime. Of course their solution is to work the supervisors more to get the job done. Let’s add it up. Fewer hours for loaders, no drivers to help out, more supervisors working; looks like they want to replace us with management. My guess is it’s this way all over the country. Add this to the poor quality loads, and the time drivers spend meeting to get mis-loads, and you can’t help but ask about the PAS cost savings. I have contended previously in these pages that PAS is a good system being mis-managed.
        I still contend that.

Miss-loaded Packages

        Misloads can make you pull your hair out. They are as bad or worse under PAS than they were under the old system. Here is a piece of an email I once got from a UPS person explaining how the miss-load problem occurs and offers some advice on dealing with it.

        This is by far the most frustrating problem with the new system. Every loader is instructed to verify the PAL label to the shippers label and only then utilize the PAL label. Several reasons can cause the wrong label to be put on the package. It starts with what is called the OPLD scrub. Management should be working on reducing any possible flips utilizing AMS (Address Management System). However this still remains to be an issue with packages that arrive at the building validated to the wrong street or consignee. If the Electronic detail of the package fails to validate to a street or consignee, the “Scrubber” who is there to make corrections, can also correct the street to the wrong address or consignee. Once the package has arrived and is being processed in SPA (Scan Print and Apply) there is a chance that the SPA employee can get out of sync, that is where they are scanning 1 package, but putting the label on another package. Finally the DCAP employee who keys in the address can miss-key an address or consignee. As you can see, the old system depended on the Unload employee, a primary sorter and a loader. The room for error was reserved within this group, now we have included the shipper (providing the correct address), a Data Scrubber, SPA employee, DCAP employee along with all the employees listed before. No matter what, the loader is the one that puts the package on the car so the investigation always starts there, next is why did it get loaded on the wrong car. What you can do is continue the same relationship you had with your loader prior to PAS. It is a human instinct to improve your performance when you enjoy who you are working for, so if you have a good working relationship with your loader, you may see an improvement with miss-loads.

Counting on PAS

        We've been having a pretty tough time of it here in Denver since the Peak Day blizzard of '06 and the following New Year's Eve blizzard that put us so far behind. It wasn't until Jan. 10 that UPS finally announced that we had whittled down the backlog and were officially "caught up." We worked 3 Saturdays in a row and the effect on EDD and our stop counts was nasty. We would run on Sat. with almost no preload and no new EDD, so that meant no viable stop counts on Sat or the following Monday. The stops completed on Sat. were back in our EDD on Monday and we had to rely on a physical stop count of the car, much like the prePAS days. And like the preEDD days, stop counts were best guess estimates. One day I was told I was going out with only 35 stops and I would need to help the drivers around me. It turned out I had 75 stops, not 35. How can a count be that far off?
        Before the next day's PCM, I was telling someone how much I rely now on EDD to give me an accurate stop count. He laughed and lamented that his count was still off by 20 every day. He said he has a lot of apartments and office buildings and EDD undercounts those types of stops. He complained that he almost never gets his lunch because of EDD.
        I felt obligated to tell this poor soul that if he allowed EDD to eat his lunch everyday, then it was really his problem and not EDDs. He needs to take control of his problem and fix it. It's really not that hard. Here is what you do. First, make management aware of the problem. If you can do 100 stops day with lunch and EDD is sending you out with 120, then stop thinking that you have to do 120. Use the methods, work a safe pace and every day at noon, take your lunch. Then at 2, message in that you have too much work and that you are going to miss 20 stops or be over nine-five.
        If you go over nine-five, file a nine-five grievance. If managment comes out for an OJS ride, then show them that 100 stops is ideal and that EDD overloads you every day with 120. But if you continue to skip your lunch and do 120, then it's not really EDD's fault, it's yours. I'm counting on PAS to give me an accurate stop count. That doesn't mean that the count has to be the same as the number of stops in the car. An accurate stop count is the number of stops I can do on a good day. If I have to factor in EDD's inability to count apartments, then that's what I do. If that means they send me out with 80 every day and that turns out to be my 100, then so be it. But I'm not going to go out with 100 knowing it's really 120.
        I'm smarter than EDD, he works for me.

This Ain't My Route

        Christmas 2006 highlighted the struggle with PAS that many drivers just don't seem to understand. As volume built and stops counts skyrocketed, routes shrunk and boundaries became obscure. Many drivers felt they were not doing their own routes anymore as they moved over to accept more and more stops from the route beside them.
        "This ain't my route," the driver beside me would mumble each morning, then she'd wave her DIAD board in my face and yell, "I've got 50 stops off of you!" Well guess what, you don't have 50 stops off of me, you've to got 50 stops, period. Not off me, not off MY route, there are not boundaries with PAS. If you've got 50 stops off me, then those are your stops, not mine.
        A lot of drivers find this concept hard to grasp. Especiallly older drivers who drove before PAS. In those days we had boundaries. I had MY route and if you had stops within my boundaries, then you had my stops. Those days are over. The down side is that I don't feel any bond to those stops anymore. In the old days I would spend a lot of time explaining how to best run those stops. I'd detail the most efficient way to snake through a residential area. Now I let EDD do that for me. "Follow EDD", I'd tell her, even though I know it's not the best way and it doesn't personalize the route for the customer. People who told me to always use the side door or put the boxes in the window well are just out of luck when the routes shift. Supposedly EDD is capable of relaying that level of detail about each stop, but let's not kid ourselves. Putting that information into EDD takes time and UPS has not taken the time. That information still resides only in my head.
        Now that Peak is over, routes will begin to take on a more familiar appearance and drivers will again be able to think of their route as their own. But hopefully the Christmas loads have taught us a lesson. That isn't your set route anymore. Those aren't your exclusive stops. There are no boundaries. Don't get too comfortable. That ain't your route.

PAS.....Built for Speed

        Christmas time may be the best time to be saddled with PAS. PAS was built for speed. And it gives reasonably accurate stop counts. Two good reasons to be on PAS.
        Under PAS, routes are looped from a map, as if you went up and down every street on your route. Up one, down the next, up the next, down the next. That doesn't work so well during most of the year because you don't go up and down every street every day. And as you begin to skip streets because you don't have any stops on them that day, then the load begins to get fouled up. You end up traveling up the down streets with your load in reverse order or driving down streets you don't have any packages for and so forth.
        But at peak season, there is a good chance you will have a stop on every street and this is where PAS begins to shine. Of course to implement a $600 million system to benefit the driver for one month out of the year is a bit wasteful, but thank God we have it for the month of December.
        All of the older drivers can tell you horror stories of going out with 150 stops that turned out to be 250. By the time you convince management that you are in trouble, it's too late. What miserable days those used to be. But with PAS you will have a pretty accurate stop count. Your load may be screwed, but your stop count should never be off by more than 10 or 20. I always assume it's off by 20 and alot that much more time to use my helper and it usually works out pretty good.
        Those of you who are going to be on PAS for your first peak, I'll think you'll appreciate it. PAS is a burden and a nuiscense for 11 months out of the year, but you might like it in December. PAS was built for speed.

How to Mismanage a Good Idea

Bob Newhouse

        Most of you have been introduced to PAS by now. You have been able to experience most of the situations we have discussed on this sight since its introduction. The issue now is watching management use and abuse the system in an attempt to squeeze out every last ounce of production from both the pre-load and the delivery drivers.
        The expectation of the pre-load causes a great many problems with the delivery day. We won’t go into the amount of work being done by supervisors, but they just add to the problem. Miss-loads come in huge quantities. “Perfect service day”, is a laughable joke. We should call it, “under 35 missed day”!
        My building has many extended routes, and most miss-loads become missed pieces. It’s hard to understand how trucks with 40-50 stops can end up with 4 to 8 miss-loads. I can’t imagine what’s happening with the guys that run 150 stops. The other part of all this is the evil, and ignored “not found”. The endless searches to prevent a return trip, or a missed piece, are becoming ridiculous.
         The time-savings of EDD are almost completely destroyed with a couple of “not founds”. Most drivers will be interested in providing quality service enough to make a lengthy search for these missing boxes. Not only is it aggravating to the customer that is looking for his package, it makes the company and the driver look stupid in the eyes of the customer.
         I must admit that as a driver I don’t have the answers to rectify these problems, but the company doesn’t ask me either. Maybe that’s a huge part of the problem. In the company’s attempt to take the driver out of thought process, they have eliminated the most valuable part of the success of the system. The company simply won’t ask the driver how to fix the problems.
         Since the drivers have no input, they do not have a vested interest in the success of the system. A common statement is, “got a problem with what happened today? Talk to that guy, he did the dispatch and never asked me if it would work.” The whole effort seems to be to take the driver out of the loop. Of course the company never has demonstrated much trust in its people over the years.
        Who knows what the future of PAS holds. Right now it seems to be a big investment with little to show for the money spent. I still contend it’s a great system. It’s just being miss-managed.

Horse Sense

        PAS was sold to us by a bunch of cowboys at Engineering as the work horse that would carry UPS into the new millineum and beyond. We were told to saddle up and ride this pony for all it was worth and that's what we did. But this horse has not turned out to be an easy keeper. The conformation looks good, but it spooks and bolts and it's plagued with worrisome gut sounds. A smart rider wouldn't mount this mule.
        The tribal wisdom of the Dakota Indians, passed on from one generation to the next, says that when you discover you are riding a dead horse, the best strategy is to dismount. However, at UPS, because failure is never an option, other strategies will have to be tried, including the following:
        Terminating the rider.
        Buying a stronger whip.
        Making the rider carry the horse.
        Hiring non-union labor to ride the dead horse.
        Making a supervisor follow and harass the horse.
        Promoting the dead horse to a supervisory position.
        Harnessing several dead horses together for increased speed.
        Providing additional training to increase the horse's performance.
        Declaring that a dead horse has lower overhead and therefore performs better.
        Doing a time management study to see if lighter riders would improve productivity.
        Donating the dead horse to a recognized charity, thereby deducting its full original cost.


If I were to run my route as badly as they run the center, I would have been fired months ago.

UPS Driver

A Good Idea Gone Bad

Bob Newhouse

        PAS has been touted as the greatest thing since brown paint to hit UPS. It is supposed to streamline the pre-load and delivery functions on a daily basis, to the point that production expectations can be markedly increased, and service goals can be exceeded, and sold to the shipping public.
        So what the hell has happened? Missed pieces, and “not founds”, are rampant. Perfect service day brings a chuckle of laughter at the AM meetings. Supposedly PAS makes the pre-load easier, so why is the turnover so high amongst part timers?
        As usual the company is taking a good system and pushing it beyond its useful limits. In the company’s zeal to reduce the number of people it takes to do the job, people are just finding the job impossible to do. Well really it’s not the job, it’s dealing with management expectations.
        With the implementation of PAS I have been through 5 pre-loaders in 2 years. As I’ve said a number of times in the past, the company simply doesn’t want to do the hard work to make this system work. Delivery order listings just don’t make sense. Splits from one driver to another are arbitrary, and subject to the whim of the dispatch supervisor. Pre-loaders cannot maintain load quality and be accurate at the same time.
        My observation is that pre-load sups. are simply to busy doing the work of the pre-loaders to adequately train the loaders properly. Very often we find that it is the day the sup. loads your car that the worst loads happen. For them it’s all about getting the stuff in the cars. Not accuracy. It’s been an interesting journey from implementation to now.
        The highly touted system is simply failing to live up to expected standards mostly because of poor management. Who would’ve thought!

If Not Now.....When?

        Our center has been on PAS for over a year now. We've gone through all the stages of implementation; the promises, resistance, denial, acceptance, frustration and now, the realization that this is probably as good as it gets. Unfortunately, we still have some pretty serious problems.
        I think PAS has been successful in putting more work on everyone. IE has simply used it as an excuse to load up the cars. The 9.5 problem has been out of control all year. The company is finally beginning to reign in the hours a bit, but only because they are paying double-time for excessive overtime, thanks to the grievance procedure. But they are reducing the paid day by putting more cars on the street. That's not what PAS was designed to do. As drivers, we always knew that was the solution, but UPS has been very slow to admit it.
        PAS has not really helped the preload, which is what it was originally intended for. The turnover among the part-timers is as bad as ever. The loads are no better today than they were a year ago. The company is trying to show improved service and a reduction in missed pieces, but they are doing it by having drivers on TAW or even supervisors run what have become known as the shuttle cars. These cars go around every afternoon as the drivers begin to call in their misloads and they shuttle misloads between the drivers. If supervisors do the shuttling, then we file on them and the company pays up. Shuttle cars cover a lot of miles, burn a lot of gas, and do essentially no stops. I don't see how this can be saving any money. There has been a lot of money to be made from supervisor working grievances the past year and that gravy train just keeps on rolling.
        It's hard to say what benefits PAS has brought. PAS has not freed the drivers up to do what they do best as it was touted it would do. The job remains the same, the problems remain the same. The preload retention problem hasn't gone away, service hasn't improved and miles driven don't seem to have gone down. I'd be hard pressed to say the system saves money over than the old way of dispatching, except that some management positions have been eliminated. PAS is just a new spin on the old game. The computer does the dispatching now instead of your supervisor and we have learned how to adjust to the ignorance of the machine and survive.
        I think PAS is a little too complicated to be understood and used to its full advantage by the average management person. To be truely effective, the computer would need to know what the driver knows about each route and loading that amount of information into the program takes time. It takes a lot of time. And time is money. UPS is not willing to invest the time and money into fine tuning 450 routes in the Commerce City building.
        But by not utilizing driver knowledge, PAS becomes nothing more than just an alternate way of dispatching. It's not much better than the old way, not much worse either. We don't hear the promises anymore. We don't hear much about PAS being the future of the company. Everyone is struggling with it too much to sing it's praises.
        If we are still struggling this much with PAS after a year, you have to wonder if it will ever work. No real efforts are made to fine tune the system anymore, management is too busy trying to make it through another day. There is not any talk of how things will be better tomorrow or next week. After a year you have to ask; if PAS won't work now, then when will it work?

PAS Ate My Brain

        There was a time, before PAS, when I would tell people that I liked my job because of the mental stimulation. They would give me that "oh, sure" kind of look, because the job appeared to be dirty, grunt labor and little more than that. But I would explain how the job required me to take out a load and organize it myself and run it off in the most efficient and effective manner, balancing time and service and the physical demands while always carrying in my mind my next 5 stops and still working safely and being pleasant to my customers. I'd tell them that although the job appears to be hard labor, it was really a mental exercise. And when it comes to the brain, it's use or lose it.
        Setting up your load in the pre-PAS days required you to sort out the shelves, imagining in your mind how you were going to run the route and picturing where the stops are and then remembering it all as you went through your day, what stops were back there and in what order. You didn't remember the exact addresses in a specific order, instead you made mental images of the route, picturing a person or a stop and lining up those images in your head and remembering them. Remembering your next 5 stops meant your next shelf stop, floor stop, pickup, call tag and backdoor stop. You carried all this information in your head everyday and at the same time, ran the route in the most efficient way, utilizing alleys and shortcuts, sidedoors and helpful neighbors and constantly tweeking the whole process as you went. It was truely a mental exercise and we did it very well and with great pride.
        Today however, with PAS, all that has changed. IE has set up the route for you and listed it in your DIAD board in the order they want you to run it. You don't have to set up the car in the best possible order and you don't have to remember your next five stops anymore. Unfortunately, IE has set up the route from maps and what's listed in your DIAD is not the best way to run the route. Just stop thinking and work as directed. The joke of course is that the load does not match the EDD listing, and that's when the confusion sets in. The boxes are usually in the right cars and generally on the right shelves, but not in sequential order. Not even close. We are instructed not to sort them by addresses and run them efficiently, but set them up in the order listed on the PAL label so they will match the EDD, no mental images, no memorization required. UPS says this frees us up to do what we do best. They just never say what they think that is.
        The job has become to a large degree what our customers always thought it was. Mindless grunt labor. Follow instructions, do the heavy lifting, don't think too much. That's how to be successful at PAS. The job is no longer a mental exercise, a brain teaser to keep you sharp and give you something to be take pride in each day as you solved you puzzle. Now it's a brain eater. It's boring and it's mind numbing as you simply shut off your brain and follow instructions. It's not a challenge anymore. It's the job that ate my brain.

Working Harder or Doing More Work

        One idea that UPS wants to sell you with PAS is that they don't want you to work harder, they just want you to do more work. You could make yourself nuts driving around all day trying to determine what the difference is between the two. To the engineers who designed PAS, I guess it sounds good to say they aren't trying to make you work harder. After all, that's the main reason people don't like Industrial Engineers. So they stay away from making you work harder and say they just want you to do more work.
        Now if I have a route that does 100 stops a day and drives 10 miles and the guy beside me does 10 stops and drives 100 miles, who do you think is working harder? I'd say I am because the work involved with this job is moving the packages. Driving to a stop isn't work. Getting the package into the stop is work.
        Two of the cost saving features designed into PAS are to reduce miles and increase stops per hour. So while the engineers will tell you that they aren't trying to make you work harder, they are reducing the non-work driving part of the job and increasing the package moving side. I don't see how anyone can not see that as working harder.
        I don't have to be an Engineer to figure that one out.

I Took a Little Survey

        We've been on PAS for almost a year now and I thought I'd take an informal survey of how it's going. So I asked the drivers around me, the preloaders on my boxline, the preload supervisors I know and my full time supes. Here is what I found out.
        The drivers say the best thing about PAS is that it has brought a more accurate stop count. The stop count isn't perfect, but it's usually close. No more of this going out with 80 stops and finding out you have 130. EDD also allows you to find packages easier. If someone asks if you have a box for a certain address, first you can verify in EDD that there is a box, then you can usually pinpoint it in the car. The drivers also like knowing the number of packages for a stop. Sometimes it can prevent having to go back to a stop.
        Preload supes unanimously agreed it cuts the time of training a loader from a month, down to a day. An experienced hub person can almost be turned loose on a group of cars in a matter of hours. Every supe crowed that they spend a lot less time training, which makes me wonder what they are doing with their free time now.
        I asked specifically if PAS had eliminated any of the problems associated with the old way of loading. Yes, it has had a positive affect on the stop counts. But what about misloads? Drivers and supes agreed that misloads are maybe a little worse under PAS. You now have a new way to misload and that's the bad SPA label. Someone puts the wrong SPA label on a box and it's gonna be a misload, I guarantee it. So now you have not only the loaders misloading packages but someone else causing misloads too. The loaders have not improved on their ability to get the right boxes in the right cars under PAS, most say because of the increased productivity that's demanded. They are doing more but not doing it any better than under the old system.
        Drivers are now being told to run their misloads, which adds miles and time to almost every route, almost every day. So the advantage of the super loop is lost. We are making service on the packages but any savings expected from PAS is lost. Misloads have also added to the nine-five problem by keeping drivers out way past their planned dispatch.
        The dispatch is a mess with PAS. Stop counts fluctuate wildly, you might have 70 stops one day and 105 the next. Splits, or add-cuts, as they are now called, are a nightmare. You don't just move over a street or two to get or loose a little work. And it never fits into your EDD in any sort of sensible way. It's jammed on the top or the bottom and you are told to deal with it. Some of the add-cuts contain businesses and they might be in your 8000 or end of day section.
        We are now being told to stop and sort our cars by 3 o'clock in the afternoon to look for businesses and misloads. And we are being told to sort not by the PAL label, but by the addresses. So here we are taking time to sort and setting up our loads by street addresses, which don't match our EDD. So the next stop in EDD isn't necessarily the next box on the shelf. So much for "grab and go."

        Those are some of the answers I got from my little survey. Here is Bob's opinion from the South Building which has been on PAS for almost 3 years now.

Forgetting PAS

Bob Newhouse

        Once PAS is implemented the company just simply forgets about it. Pre-loaders are not trained properly. Loads are not loaded properly. The dispatch is hit or miss at best. The lord and master sits in his office and thinks he is making UPS a more profitable place. The fact is no one cares, and the loads stink. Drivers are forced to search and search for packages they know are supposed to be in the load. Very often those packages may be on the wrong car. All of these problems continue to eat up what the company thought would be huge time savings. Load adjustments are made based on a flawed looping system, without driver input causing huge discrepancies in the hours dispatched for some drivers. The company just assumes that splits can all be run at the same rate.
        What’s my point?
        The more things change, the more they stay the same!
        PAS has not served the company well. The company simply will not do the hard work it takes to make a good system work.

PAS Getting Good Press

        UPS continues to get good press concerning its PAS system. Everyone from technology journals and trade magazines to the main stream press have sung the praises of Package Flow Technology and the Preload Assist System. Those of us who use PAS on a daily basis sometimes have to laugh at how gullible the press corp can be. PAS is a great and innovative idea, but it's not the greatest thing sliced bread. It is fraught with implementation problems and continues to struggle years after being put into a center. Let's look at a few of the stories about PAS see how they compare to reality.
        Optimize Magazine:   "It helps managers ensure that drivers are not overdispatched and that last-minute load changes to a driver's car are minimized." Well.....UPS uses to PAS to justify putting more work on each car. Drivers are consistantly over-dispatched, but now it's not your supervisor's fault anymore. It's "the computer." It's hard to explain your problems to a computer and your supervisor doesn't want to listen. Last minute changes are only minimized if your dispatcher keeps his fingers off the buttons. And last minute changes cause havoc to the load.
        HighBeam Research:   "The automated system, which is designed to reduce the number of misloaded packages as well as headaches for drivers." Well.....I hate to be the bearer of bad news, but misloads and headaches are as abundant with PAS as they were with the old system. Misloads may be worse than ever. And certainly more spectacular.
        USA Today:   "It lets them do what they do best, and that is to service our customers, build relationships with them." Well.....One of the goals of PAS is increased productivity. That means more stops per hour. That means less, not more, time to spend with the customer.
        Optimize Magazine:   "This approach provides the customer with a consistent, reliable service provider." Well.....With PAS, area boundaries are a thing of the past and routes fluxuate every day. There is no consistancy to the stops and many customers see 2 or three different drivers a week. Of course, what's a morning stop on one driver's area may be an afternoon stop in the next route, so customers actually have less consistancy with PAS.
        InformationWeek:   "This cuts down on the need for loaders to memorize different delivery routes, a skill that normally requires three months of training. With the new labels, training takes just a few hours." Well.....The company may only be training it's loaders for a few hours and the loads show it. What's more surprising is when your loader calls in sick and a supervisor loads your car, the load is almost unrecognizable. I guess the supes must not be trained at all.
        USA Today:   "The technology also will cut millions of miles in travel for UPS drivers, reducing fuel costs." Well.....That's a nice thought, but the system bogged down by poor looping and lack of area knowledge. The routes were looped from maps and the wealth of driver knowledge for each delivery area was ignored. Consequently, the shortest and most of efficient way to run each area and save miles, is seldom the PAS looped way.
        Marshall Brain:   "By saving 100 million miles per year, UPS can drop approximately 2,000 drivers (assuming a driver covers 50,000 miles per year)." Well.....PAS has eliminated more management jobs than it has driver or loader jobs.
        Material Handling Management:   "The end-result of the program has been that it's taken a lot of stress out of the job for the pre-loader and driver, and put more accuracy into the delivery process." Well.....My God, are they talking about UPS?

How EDD Eats Your Lunch

        When the computer begins building your route for tomorrow, there are several pieces of information that it tlooks at. One is last year's volume and current trends and then it projects this year's volume. Another is actual shipments made in the last week and it estimates how much of this will end up in your truck. Another factor that goes into the planning is your performance from a week ago.
        Let's say you've been going out with 120 stops but you really feel that 100-105 is what you should have. You don't want to work 10 hours but you don't mind working 9 so you skip your lunch to get the 120 off and come in. You tell your supe that you had too much work. The next day you still have 120. Why?
        When the computer looks at your previous week's performance, it doesn't see that you skipped your lunch. It sees you doing 120 stops in 9 hours. It's going to set you up with 120 stops again. And again. And again. If you don't take your lunch today, the computer is not going to give you a lunch tomorrow. EDD will eat your lunch every day for the rest of your life.
        If EDD eats your lunch every day, who's fault is that?

        Here are few other problems that are inherent to PAS. Someday maybe these headaches will go away, but for right now, we just have to work around them watch them undermine the effective iplementation of the system.
        The first is the requirement that we run 85% on trace or better. This ultimately hurts the customer because we cannot deliver ground on our air trace or we get dinged for being off trace. If you are running off the commit screen, you can run the list in any order and still be on trace. But if you see that a stop has a ground package too and you deliver it at the same time, then you are no longer on the air commit screen and you have broken trace.
        I've had customers tell me that they are waiting on an important ground box when I'm delivering their air package and I know I could easily find the box in the truck with EDD. And it would save me a trip back later and save UPS time and money. But I don't dare tell them I have it, I can't afford to risk discipline for breaking trace. It's more important to stay on trace than it is to service the customer.
        I've never seen a system that parks you on the wrong side of the street more often than EDD does. The concept of parking as close as possible has gone out the window because EDD cannot customize your delivery order to accomodate parking close. EDD will run you up the street getting stops in numerical order even if the street dead ends and you have to drive back down right past all the stops you just delivered while parking on the other side of the street. In this instance, when I set up my own route each day, I was much smarter than EDD.
        If you have a problem stop in your load, you used to be able to work with the loader to get it handled. I have a laboratory that gets coolers that are shipped with ice and by the time the coolers are loaded in my truck, the ice has melted and the coolers are full of water. If the coolers get turned over on their side, they leak and the whole shelf is wet. Because a cooler not in a box is more expensive to ship, most of the coolers arrive in boxes. I used to tell the loader to be careful with every box for the lab, but now he only looks at SPA labels and doesn't look at addresses. Since the sequence numbers change everyday, he doesn't know which boxes are for the lab and which have coolers of water in them and he loads them every which way but loose. I have a lot of wet boxes with the new system.
        These are just a few of the probems that come with the PAS system; a system that relies more on the computer and less on people. People could fix all of these problems if they weren't hog-tied by the computer. But the computer rules the day and we try our best to be successful in spite of it.

Three+ Years on PAS

        A veteran of PAS writes:

        We first got PAS in Sept. of 2002. The first stage was to get the loops right which they didn't do. They started it by spending a ton of money for new belts and computer products such as printers, etc. We have a place in the building ( we are a small center, only about 55 routes ) that it shows your min.-max. and when you go over it , it shows you in the red. You should be in the gray. If your current route has a min.-max. of say 95 to 105, you can be sure it is going to go up to about 125 to 140. The min.-max. stops are screwed up to say the least.
        Example: Last Wednesday I cover this guy’s route and the min.-max. went up to 140 to 160, it was 80 to 85 the day before. The next day it’s maybe 100 to 120. Bank on them taking about an hour from your time study also. The bad thing is , they now send you out with what the planned day is. No one in our center runs under anymore. Just because your min.-max. is a certain number , don't think you’re going to go out with that number. I seen guys go out with 30 to 40 over their max.
        The sups on the local level want it to fail I have heard. If it works to perfection, then some little nerd on a computer can just dispatch from the division and dispatch all the routes and then local sups are cut out. So, it seems to me, the drivers are caught between a power play. Upper management wants it and local management doesn't. One of the biggest problems with the PAS is the system has many flaws in it. Packages getting misloaded on the wrong trucks. One day a driver had 49 misloads on one truck. Drivers are running all over the tops of one another. Miles are way up. The bad part about it is that they think it is going to some how correct itself. They don't ask the drivers anything. We try to help them get the loops right but they don't want to hear it. All the drivers just don't give a shit anymore. Bad thing is, we have had it for 3 and a half years and it is no better than it was from day one.

The Nine-Five Problem with PAS

        Excessive overtime is a problem at UPS. It's always been a problem and that's why we eventually had to get nine-five language in the contract. That gave us at least some control over our hours. Now with PAS in place, excessive overtime is back and it's back in a big way.
        The problem with PAS and overtime is that the system is designed to get us to do more work. UPS has made no bones about the fact that they expect more stops per hour once the system is implemented. They justify this by saying that the routes will be looped to perfection and sort time will be eliminated. The minutes saved give the driver time to do more stops. It's a good theory but it just doesn't work out that way.
        The loops are adequate at best. They are certainly not works of genius. The time they save is minimal because they don't utilize the driver's knowledge of the area. We used to run our routes a little differently everyday depending on the where the stops were, always looking for the most economical way to get it done. Now we run it the same way everyday regardless and that's not always the most efficient way.
        And the loads have not improved. The loads are the key to making PAS work. It's ironic that when UPS first began working on the PAS system way back in 1997, the original idea was to help the preload. The plan was to devise a system that made the job of loading easier and vastly improve the quality of the loads. Now, $600 million later, the loads are as bad as ever.
        But IE believes that the loads are better and that the routes are looped to save time and miles. So, the extra work is added. The 9.5 grievances that we all filed last summer and that were settled last Fall with the understanding that the company would staff up and lower the dispaches have not affected the expectations of the IE department. They still believe in the system and they are the ones doing the dispatching now. In the past when you filed a 9.5 grievance, your supervisor took care of it. IE is not your supervisor.
        Something is going to have to change or we are headed for a big showdown this summer. Either IE has got to lower their expectations of what PAS can accomplish and lower the stop counts or face the consequences. I already see rumblings of discontent. Attendence is becoming an issue again. When you have 40+ hours in on Thursday night, who needs to work Friday? Accidents are on the rise. Injuries are way up too. These are costly byproducts of over-dispatching. This could be an ugly summer.

PAS @ Peak

        This was my first Peak on PAS. Most of us didn't know what to expect, we've only been on PAS since August and a lot of the problems still existed with the dispatching as Peak approached. It turned out that we survived, as we always do.
        One major improvement that PAS brings to Peak is more accurate stop counts. The counts are not available on your DIAD, but you can get them from the dispatcher or by adding up the screens in EDD. Either way, there is no more of this going out with 160 and finding our you really have 210. The counts were generally within 10 stops and that is a tremendous improvement over years past.
        Having an EDD list of your stops and knowing the number of packages at each stop can be a bonus if the preload is on top of their game and all the boxes Edd says you have are actually in the car. You can usually find all of the boxes for a given stop with just a moment of searching, unless the box is on another car in which case you would have been better off not knowing it existed and wasting the the time to look for it. I found sorting was easier with the PAL labels, I moved boxes forward on the shelves and quickly organized them by PAL numbers. You have to do some fine sorting for each street to line up boxes with the same PAL number but different addresses and you have to make sure the PAL label matches the address label. It doesn't always.
        If you got a box with a bad PAL label on it, it took almost an act of God to get it corrected and no matter what you did (remove the PAL label, sheet as a missed or NSN, show it to a supervisor) there was a good chance it would be back on your car again tomorrow.
        I found you could still misdeliver a package. You must be sure you are at the right house and you must be sure the PAL matches the address label. Misloads were as abundant as ever, generally 4 to 6 a day. The loop was probably less frustrating at Peak then it is the rest of the year because the loop is designed to encompass every street on your route and at Peak you have to go down almost every street. When Peak is over and you start skipping streets because you don't have any packages for them, then the preset loop really becomes a hindurance.
        We had a lot of boxes that weren't in EDD, but had PAL labels and were loaded on the shelf. You didn't know you had them until you grabbed the next box and it wasn't the box you needed. This generated a number of go-backs.
        All in all, I'd say PAS has the potential to make Peak a little easier because it could make it better organized. But the lack of drivers and the high stop counts made Peak a nightmare. Our helpers were on DIAD III and while some drivers chose to load EDD into their helper boards, others did not. If you loaded EDD into the helper board, then you had to delete every stop by using the Not Found method in one board or the other. Those who did not load the helper board, sheeted stops the old way on the helper board and deleted them out of the driver board only. Either way, DIAD III proved again to be more user friendly than DIAD IV; easier and faster to use. DIAD IV has a better display screen but the shift key is a constant problem and the buttons are hard to work especially with gloves on. I wish I had a nickel for every mis-stroke made on a DIAD IV this peak season.
        Was PAS an improvement? Probably so, yes. Did it make Peak bearable? Ha, ha, ha, ha ha ha ha ha....Only having enough help would make Peak bearable.

Left Turn, Right Turn, Their Turn, My Turn

        UPS began working on PAS way back in 1997. The premise was that the preload turnover rate was so high it was harming the operation of the business. The preload was a very demanding job requiring vast amounts of memorization. Sorters needed to remember zip code breaks and street rotations, plus which cage to charge packages into and where to place the packages inside the trucks. The amount of memorization was overwhelming and the pay was not adequate to retain good people. When you couple a tough, demanding job with low pay, you get a high turnover rate and quality suffers badly.
        That was the problem UPS wanted to address and they began working on a way to simplify sorting and loading. As the plan evolved, advancements in technology allowed them to expand the program to include enhanced tracking and delivery methods. UPS saw the opportunity to not only assist the preloader, but the driver as well. And by controlling the drivers’ actions, they felt they could reduce miles, save time and increase production. Saving time is saving money and when the stock went public in 1999, saving money to increase the return on investment became the driving motivation.
        Has PAS solved the problem of the high turnover in the part-time ranks? Have they improved the quality of the operation? UPS spokespersons have been quoted widely in the media saying that while it used to take months to train a preloader, the job can now be accomplished in minutes. They brag that anyone who can read a PAL label can load a truck perfectly. The system is that good, they say. But unfortunately, the system is not that good.
        Load quality has not improved with PAS. One reason is that the loaders are expected to load more trucks than ever before and to load them faster. There is a fine balance between production and quality and UPS continues to push for more production at the expense of quality. All of the truck load-charts are identical under PAS and to a loader, all the trucks look pretty much alike too. PAS does not address the problem of bulk that pops up in different parts of the truck on different days. Misloads are a huge problem.
        The loader turnover rate has not improved and while UPS thinks any fool walking in off the street should be able to load a truck, they are apparently not finding the right fools for this job. The pay has not improved for the job and it has become more difficult every year to find good people willing to work hard for less than $200 a week take-home. Most of these kids can’t pay their car insurance to come to work with what they earn at UPS.
        There have been a number of articles published touting Package Flow Technology as the greatest thing since driver release. In a recent interview, a UPS Corporate spokesman said that the new system was so good it could even be designed to eliminate from a driver’s route, costly and dangerous left turns. The public eats up that kind of stuff. But those of us using PAS know that statement to be just a pretty pile of Georgian horseshit. When IE looped the routes, they didn’t ride with the drivers to see how the streets play out in real life; they used maps. And the reality is that now we often go two stops forward and stop back, we deadhead up and down streets we don’t need to be on, we end up on the wrong side of the street for efficient delivery and we make just as many left turns as we ever did. The reduced miles comes at the customer's expense; we seldom run our misloads.
        When UPS says that Package Flow Technology will eliminate costly left turns, I find it insulting. What do they think we have been doing out there for the last 97 years? Eliminating left turns is not a new idea. I was running my route efficiently (eliminating left turns) back when half the IE department was still sucking their thumbs and soiling their diapers. Drivers have always ran their routes efficiently because we don’t like to work 11 hours a day and we want to get done as fast as possible.
        It just proves the old adage that there are two types of people in the world; those that do the work and those that take credit for it.

The Irony of Technology

Bob Newhouse

        We live in a world of new technology. Every day we are confronted with some new fangled gadget that is supposed to simplify our lives. I remember when a 4-function calculator would draw a crowd, and a cordless telephone was a figment of somebody’s imagination.
        Today we are surrounded by high tech gadgets in our day-to-day lives at home and at work. Life at UPS in the 70’s was very different from a technological standpoint. Deliveries were recorded on a pad of paper. You recorded the 6-digit shipper number and the address. Every package needed a signature so there were no driver-release options. If you ran a residential route you were expected to make at least three indirect attempts on any package in order to prevent a send again. The company had an allowable amount of send agains for each day. You had to call in your stops “off”, and your stops “to go”, and the “number of send agains”. Very often you would be asked to go back and make a second attempt on packages to reduce your send agains.
        You became very good at scanning an entire street for signs of life in order to get rid of your packages. The most innovative change at UPS was the creation of “driver release”, where no signature is required for residential deliveries. The company finally realized that it was going to be physically impossible to obtain a signature for every package. Couple that with the cumbersome ability to search paper records by hand for proof of delivery and you can see why we have come to the technology of today.
        Had UPS not taken the initiative to computerize, we would certainly not exist in today’s economy. Technology has had a very interesting effect on the company. Many drivers feared the loss of their jobs with the implementation of the DIAD. They thought the company could reduce routes to the point that many drivers would lose their jobs. That just didn’t happen.
        Today many drivers are thinking that they will lose their jobs because of PAS. The reality couldn’t be farther from the truth. Technology has served to reduce management positions, not drivers. In the 70’s there was one supervisor for every seven drivers. WOR’s, (work operation reports), were written in pencil. The office people that did the calculations had to wear guards on their sleeves to keep the pencil lead from soiling their clothes.
        Today the WOR is a computer printout. What people were eliminated by this technology? Management. All of the people who did the calculations for your previous day were laid off or transferred. All of the management required to manage the operation under that system were bought out in the largest management reduction push in the history of UPS.
        Today we function in our centers at a level of about one supervisor for 20 drivers. In some locations it is one for 30. The true fact is that technology has replaced management, not the trained driver. In fact the driver has become more valuable because of the cost and difficulty in training new people. If you watch you will see that the percentage of drivers that qualify for driver jobs has dropped. It is very difficult for new people to grasp the nuances of the DIAD, and being able to make proper deliveries. You and I do it every day without thinking, but to the outsider it’s as foreign as a kangaroo.
        My point to you here is that the new technologies make us more valuable. The elimination of management by technology will continue. The frightening thing for the driver is that we will be managed from afar more and more. Some unknown creature sitting behind a computer terminal in Atlanta will dictate our dispatch without any contact to the operation or the people involved.
        You see it daily with the adding or elimination of cars today based on the required stops per car arbitrarily chosen by the “Lord and Master”. Eventually their will be no one to complain to that has any power to affect any changes. Local management will only be there to serve up discipline, and make sure that people show up. (Sounds like today doesn’t it?) The “Lord and Master” will make every decision.
        Does this all sound like a Sci-Fi movie? Is the movie titled…. PAS
        You’re living it today! Look around you!

PAS Quirks

Bob Newhouse

        One of the quirks of PAS is the multiple-package stop. While the new system gives the driver the number of packages for any given stop, the bad news is the pre-loader doesn’t know if there is one package per stop or a hundred coming down the belt.
        The pre-loader’s first inclination is to load the first and second packages on the shelf. Once they realize that there are many packages for that same stop, then they will start to load them on the floor. Meanwhile those two packages sit on the shelf, separate from the rest. I can’t tell you how many times EDD has shown 3 packages at a stop and 2 were on the shelf and the other one was hidden in the load somewhere.
        The driver will usually find the packages on the shelf (that’s where EDD says they are), but must search the truck for the rest. Drivers waste time looking through the load on almost every multiple package stop. My center has been on PAS for over two years, and my experience is that more often than not, multiple packages will not be loaded together in the car. The count in the board saves time, but the search time costs more than the time saved by knowing the count in advance.
        My recommendation is that once you unload all the packages on the shelf then look underneath or down the same shelf for the rest of the packages, but don’t look for more than one minute. The pre-loader has no way of knowing what they are loading so they will load in the most convenient place, anywhere in the car. That means that most same-stop packages will not be loaded together. Not just once in awhile, but most of the time. God forbid your pre-loader should go on vacation. Your load will change dramatically.
        Just like the old days, the more things change, the more they stay the same.

When Will PAS Work?

        I have this little friend who is only 4 years old and his name is Logan. Logan has this sense of wonderment that 4 year olds have and is amazed at how even the simplest of things work. When he spends the night, he is up at the crack of dawn, wide eyed and smiling and comes in and wakes my wife and I up saying with a sense of astonishment, “It’s morning outside.”
        When I first tried using EDD in combination with a good load, I was equally amazed. It actually worked when the load was perfect. I could reach into the package car, grab the next box and go. Grab and go, my supervisor kept saying when he trained me on PAS. Don’t sort the car. Grab and go. And every time it worked, every time the next box on the shelf was the right box, I felt like little Logan seeing that the sun had come up again, “It’s morning outside,” I said to myself in astonishment.
        PAS requires a perfect load to be successful. You don’t have time to sort, you don’t have time look around the car for more packages at a stop. Apparently it never dawned on the engineers who set up PAS that the perfect load is like a Unicorn. It’s a mythical beast, it’s a beautiful thought, it’s a wonderful dream, but it’s an illusion.
        There are several things that prevent preloaders from being able to give perfect loads. First, the expectations of the engineers are too high when predicting how much work a loader can do. We have loaders who used to struggle with 4 cars now being told they have to load 6. No one can load 6 cars and give perfect loads. And yet PAS is not successful unless the load is perfect. So unrealistic expectations doom the program right from the get-go.
        The next thing that dooms the perfect load is the simple logistics of loading a package car that fills up. As the floor begins to fill, it gets more difficult to get into the car and keep the load in order. When the floor fills to a point where parts of the shelves become inaccessible, then the perfect load is doomed. Once the perfect load is compromised, then PAS is not going to work that day in that car. This happens to alot of cars, everyday. The solution could be a stack bench and more time. Don’t load the bulk to a point where any shelf becomes unreachable. Every shelf must be accessible until the last package comes down. Then the bulk is loaded after the sort wraps.
        But this means taking the time to give a quality load and UPS refuses to do this. They want every package moved into the car as it comes out of the boxline. That way it isn’t handled twice, that way fewer loaders can move more boxes into the cars in a shorter period of time. But the perfect load that PAS requires to be successful is not possible unless the bulk is held out of the car and loaded last.
        To be able to grab and go, the boxes on the shelves cannot be more than a number or two out of sequence. The sense of wonder that comes with PAS and a perfect load is amazing. The astonishment of reaching in the back of the car and having the next package be the right package is astounding.
        But I see the mythical beast of a perfect load far too seldom. I find myself having to sort the car just like I did before PAS. Sorting takes time and time is money. And time and money are what PAS was supposed to save. That savings will never come until the engineers solve the problem of the perfect load and I don’t think they can do it. A perfect load takes time and they have promised to save time and they are going to do it by cutting preload hours. But then PAS doesn’t work for the driver. You can’t have your cake and eat it too.

PAS...My Own Experience.

        PAS is a major change in the way we do our routes. The old way is gone and the new way is here to stay. Get used to it. It has some good points, it has some bad. I've been on PAS for almost a month now and here are my first hand observations. No technical secrets here, just my opinion
        The build-up to PAS was nerve wracking. Nobody likes change and we heard rumors of how our route would change, would be increased, would be different everyday, and worse. Try to ignore the rumors and go into it with an open mind. Fretting before hand isn't going to help. It's surprising and a little disappointing that the drivers were not involved in the looping, but once your route is looped, try to find out what it will be like. They will eventually come to you and show you what it will be and ask you to sign a statement that says you have reviewed it, and that you think it's workable. Don't sign it.
        When the big day came, our center was flooded with management people. Every loader had a management person helping them. Every driver had a management rider, it turned out we all had riders for 4 days. My rider showed me how to get EDD, that's the listing of your route in your board. It shows all your stops by address, the number of packages for the stop and its location in the truck. It does not show your total stop count. The computer in the office does. There is also a separate screen listing your time commit packages by address.
        I pretripped my car and off we went. My route had been looped with all of my businesses to be done first and they were loaded in the front of the car on the shelves. So I pulled up to my docks that morning, unloaded out the front door, two-wheeled them to the dock, set them up on the dock and so forth. Stupid plan. By the end of the day, it was obvious I had too much work on the car. I had late air in the morning, things were far from perfect. Our center missed about 350 pieces. I worked over 10 hours after giving away 15 stops.
        The second day, I had the businesses moved to the back of the car and things went a little better. We had late air again. I was beginning to like EDD. It is so much easier than entering every address yourself and it shows you how many boxes you have for the stop. That's a gift if all of them are in the car. It's a time waster if they aren't all in the car. The load was still pretty bad and I spent a lot of time looking for stuff I didn't have in the car and again, we met someone to give away work at the end of the day and I worked 10 hours again.
        The third day I actually got all my air off on time by breaking trace and just running an air trace like I used to do. My load was lighter and my area had been reduced and things went better. The entire time the pressure to use the methods, all the methods was intense. I was expected to call out UPS when entering a business, honk at a residential, 8 seconds to get out of the car, 6 seconds to get in and move out smoothly. No sorting. No talking ! Go, go, go. We missed a pickup and I worked 10 hours again.
        On the fourth day, my load was near perfect and we did better, but still had late air. I was told that management was out on car to establish a baseline of performance numbers and then I would be expected to maintain that. The driver whose numbers slip after management gets off car could expect a follow up performance ride.
        Management was out on car to push us through the day and get numbers, that was obvious to all of us. That's ok for those of us know and use the methods, because our days come out the same whether they are on car or not. But the feeling was that they were not out to show us PAS or help us get used to it, but to ram it down our throats. And that's what they did. The whole system balances between success and failure on the fulcrum of a perfect load. Several days later my loader was moved to another group of cars and my load quality went in the toilet. I am still expected to maintain my baseline numbers.
        I think what bothers me the most about PAS and how it's implemented is that the overwhelming focus is on stops per hour and stops per mile. Both must increase in order to pay for the system. The company is going to get both one way or another. The customer is the odd man out. We used to customize our routes to satisfy our customers' needs and we prided ourselves on doing it and doing it well. Our success at taking care of our customers was legendary and the company built its reputation on us. That's over now. Stops per hour and stops per mile. The customer be damned. The job will never be the same.

How Bumping Works

        If your route has changed by 50% or more, or if you've lost your route entirely due to the implementation of PAS, you need to understand how bumping works. You only have a limited amount of time to exercise your rights, and I would recommend you get your steward involved in all discussions with management concerning your questions about your route.
        Read the contract, Central States Supplement, Art. 3 Seniority, sec. 9 Route Changes, (b) Permanent.
        Here is how it works.
        Your route must have changed by 50% or more before you can bump. Technically, that's a 50% change from what your route was when the contract was signed. The company may not agree with this and at any point in the process where you cannot agree, that's where the grievance procedure comes in.
        The change must be permanent and the company must use those words. "This a permanent change". They will probably not want to say those words, so when a route has been changed for 30 Calendar days, then that constitutes a permanent change and at that point, you have 10 working days to act. Note that the first 30 are calendar days, the second 10 are working days. If you do not act within this time frame, then your rights are forfeited. Get your steward involved.
        During the 10 day period when you can exercise your right to bump, you can follow your old work if 50% or more of it went to a lower seniority driver. If the work was split up in to smaller bunches and dispersed, or if it went to a higher seniority person, then you have the right to bump any lower seniority person who holds a route anywhere in the building.
        The person you bump then has the right to bump and the person they bump has the right to bump and the 4th person displaced is assigned either to a route or to swing driving and the bumping stops there.
        You must exercise your rights early enough in the 10 day period to have time to shop around the building for a new route on your own time. You will want to identify some routes you are interested in, then check them out in the morning to see how they look going out and again at night if you can, to see how they look coming in. This is not management's responsibility, it's yours. If you do not act in 10 working day, than you stay on your route.
        Happy Bumping

PAS Comes to Denver

        Pas has arrived in Denver at the Commerce City hub. The first of 8 centers went live in June; the second in July and the third is expecting to go in Aug. It is hoped that all 8 centers will be on the program before the end of the year. PAS has proved to be all it was cracked up to be; an engineering marvel plagued by massive implementation problems.
        If you read your latest edition of Inside UPS magazine, then you have read some of the glowing reports of how PAS is changing the way UPS operates. UPS is calling it the Center of the Future, perhaps trying to get away from the bad rap that the label PAS brings with it. In the article, UPS has many people who are working under the new system give testimonials as to how wonderful it is. You hear how the preload will be more successful and finally packages will be accurately loaded. The drivers will not have to sort and will drive fewer miles; increasing quality while saving time and money. The supervisors will be free to work on training and helping the drivers while customers will benefit from the elimination of mistakes and more dependable service.
        To anyone who has gone through the implementation of PAS, that’s a lot of hooey. The best thing the article says is to go into the change with an open mind and give it a fair shot. It won’t be perfect the first day, or week (or month), but give it a chance. Communicate your problems and get management to make adjustments, as you need them.
        Our experience here with PAS has been that it initially means skyrocketing numbers of service failures. The loads are horrendous. The drivers spend as much or more time sorting than before and drive more miles. The company does not increase the staffing, but rather reduces it at the outset, compounding the problems. The customer pays a high price when PAS goes in because of the jump in daily missed pieces.
         The company should increase the number of cars on the street at first to cover the confusion that the new system causes and make sure our customers are taken care of. Then as the bugs are worked out, reduce the number of cars to meet projected savings. But that’s not what is happening. Every center has struggled with late air deliveries and missed pieces. Our industrial engineers seem determined to prove the system will work even if it costs us customers and that’s just not right. PAS can work, but it doesn’t work at the outset. How many customers will we lose before we realize that?

PAS

The Good, The Bad, and the Ugly

Bob Newhouse

        Most of you drivers are seeing PAS, or EDD, nationwide. The company is spending a fortune setting up hubs around the country to facilitate the implementation of PAS. Of course this may play a part in the low stock prices because of the company’s low return on investment. The hope of course is that the system will open tomorrow’s door to high profitability, and higher stock prices. Something we all want, but that’s a discussion for later. My discussion here is the issues, good and bad, that I have experienced with the new system. Let’s start with the good.
         The GOOD
         The system is basically a great idea that fits with our Computer and Dispatch technology. We will have accurate stop counts every day. That by itself is a miracle from above. The sort process is simplified so that even lesser trained people can get most packages to the right belt, and the right truck. The load positioning is much more accurate. Most of the time when you go to a specific location in the truck, the package will be there. The other fantastic feature is that you will have a package count for any particular stop so you won’t go looking for any “just in case I missed one” packages. Of course this feature also falls under “the Bad” below, but I will discuss the problems there. The system is designed to eliminate sorting. This is the area where the company hopes to make its greatest production gains. The system also opens the door for a driver with no area knowledge to run any route. Your board will be programmed with every package, and every stop you are supposed to deliver that day. If you have any special situations with a customer, you can check in an instant to see if you have that stop on that day. You will also be able to access individual package information that will allow you to deliver packages to different people at the same address if that is what is required to service the customer. The greatest thing is no more remembering the next five stops. You glance at your board, and you know where you’re going, (if everything has been set up properly). The board prompts you for signature required, COD’s, Call Tags, and One Time Pick-Ups. The board also prompts you in the eventuality of late Next Day Air.
        The BAD
         Here I want to have a discussion of some of the problems. One of the biggest problems is the company’s exuberance for changing routes to fit the system. Many routes will be changed by more than 50%, and many will be eliminated. You can fully expect more than one round of bumping. Make sure you know your seniority rights regarding route changes and bumping. The pre-load remains the largest single obstacle to the success of the new system. In their haste to make the system cost effective the company will eliminate many pre-load positions. The pre-loaders will then become overwhelmed, and the turnover will be rampant. The company will follow up implementation with a severe round of production rides. They will then follow up with harassment based on those rides demanding that performance whether the route stays the same or not. The company will then increase the dispatch to unreasonable levels to evaluate areas that will maintain those expectations, and of course find the drivers that will perform at those unreasonable levels. The system is self-adjusting based on a driver’s performance. If a driver is successful in completing a 10-hour day in 9 hours, the computer will adjust the day to make that 10-hour day, a 9-hour day and so on.
        The UGLY
         The worst thing about the new system is the miss-load. Nowadays the miss-load severely affects 2 drivers instead of one. The driver with the miss-load is usually required to break trace and run the offending package. Meanwhile the driver that is supposed to have the package goes to the address because the system tells them to, only to spend ten or more minutes searching for that package. The funny part comes when the customer excitedly runs out to the truck to be told they were supposed to get a package today, but it won’t happen till tomorrow.
        The worst part for drivers is the route changes. Many of you will lose routes you have been on for years. You must know your rights. If not you will get screwed. Most of you will survive the changes. While change can be difficult, these changes are mostly good. If you know your rights under the contract you can minimize the impact of these changes on your day-to-day lives. Talk to your stewards, and of course look to Denverbrown.com for information.

The Unknown Split

Bob Newhouse

        One of the wonderful things about the new system is the unknown split. Usually these splits fall in the “common area of adjustment”, that lies between two drivers. Often they come at the imagination of the “dispatch supervisor”. The problem is, most days you won’t know these package moves have been made.
        Management unfortunately makes the assumption that time is not an issue on these splits, so they don’t feel it is important that you know that they are on your car. Meanwhile you go through your day and suddenly find the split on your car. It is at this point that many drivers choose to cover up service failures such as late Next Day Air Savers, or closed businesses, etc. Often the more ignorant driver will choose not to sheet some of these packages. All of these antics are a sure way out the door for you.
        The company has an obligation to inform you, and if they don’t the package is missed and you should sheet as such. Don’t fool around with your job, or think you are such a hero that they will not discipline you for falsifying your records. You will be fired if you are caught. That means you too Joe Hero. The company has canned better than you many times.
        Don’t think you are above the methods. You drivers new to the system need to understand that the company can account for each and every package. They know every package that was put on your car on any day. A report is generated each day that shows every package that goes un-sheeted on that day. If that package was supposed to be on your car, you are the first person they will be talking too when it shows up un-sheeted. As usual I recommend you cover yourself. Notify your supervisors of any problem as soon as you know there is a problem. Once you notify them it becomes their problem not yours. If you bury, or cover up packages, you will be fired.

PAS Doubles the Cost of a Miss-load

Bob Newhouse

        The new system has doubled or even tripled the cost of a miss-loaded package. Under the old system a driver that found a miss-load would call the center management team and inform them that he or she had a miss-loaded package. The management team would then make a decision whether to send that driver to chase that particular miss-load.
        A miss-load under the new system is much more complicated. The part about the driver with the miss-load remains the same. He or she calls the center to inform the management team they have a miss-load. Meanwhile the driver that the package is supposed to be on has gone to that address only to find that the package isn’t there. They will have spent no less than 10 minutes searching their entire load to make sure it isn’t there so they don’t have to return later. They then record the package as a “not found”.
        The driver without the package then continues on their way. Meanwhile the management team makes the decision that the miss-load should be delivered so they begin the process of setting up a meet point for the 2 drivers. Of course that wastes another 20 to 30 minutes of both drivers’ time, (on a good day), just to transfer the miss-loaded package.
        Now it’s solved right? The right driver has the package. Now after wasting a half hour at least recovering the package, the driver must break trace and go across their route to deliver that package. Keep in mind they have all ready been there, and wasted 20 to 30 minutes looking for this very same package. Now after going to a meet point, they cross their route in order to make service on this same package.
        I’m not good at math. Can you add it up?
        Kind of takes the profit out of PAS doesn’t it?

 

 

Know Your Contract

 

 

        Your contract is divided into 2 parts. The first section is the National Master Agreement and the second part is the Central Region Supplement. Everyone should get a copy of the new agreement reached in 2002 and read through it. Here is an example of what it says.

Article 3, Sec.9         Central States Supplement

Route Changes

         (a) Temporary
Other than the months of November and December if a bid area is changed fifty percent (50%) or more, the employee shall have the right to follow the portion in excess of fifty percent (50%) of the delivery stops. If the temporary change involves more than a two-way split, the driver shall select by seniority.

         (b) Permanent
If, during the life of this Agreement, a driver’s bid area is permanently changed by fifty percent (50%) or more of the total stops, start time change of more than one (1) hour or a change of fifty percent (50%) or more of the area or loop, he/she shall have the right to follow whichever portion of his/her bid area he/she desires or he/she will have the option to bump a junior driver in accordance with local seniority practices. This procedure shall be repeated a second (2nd) and third (3rd) time with the fourth (4th) move being assigned.

PAS and the Average Denver Wage

        PAS has been ballyhooed as a big moneysaver. It will reduce the number of miles each truck travels and save a millions of dollars in fuel costs. It will eliminate the wasted time each driver spends sorting and hunting for packages, allowing the driver to do more stops. It will simplify the job of preloading, permitting each loader to load more cars, more accurately and in less time. Screeeech, wait a second. That last one hasn't exactly panned out.
        It appears that for the PAS system to live up to its potential, the preload has to provide nearly perfect loads. The perfect load is the backbone that makes the PAS system stand. Without perfect loads, the system cannot live up to its potential.
        The problem here is that the preloaders, on whom we are relying so heavily, are coming in at a starting wage of only $9.50 an hour. That's barely 60% of what a recent Bureau of Labor Statistics survey showed was the average blue collar wage in Denver. Blue-collar workers, represent 22 percent of the workforce, and make an average of $15.82 an hour. White-collar workers, who represent 64 percent of the Denver-area workforce, make $26.07 per hour on average. Service workers, the last group, represented 14 percent of the local workforce and earned on average $12.51 an hour. That means you could make more waiting tables than you will loading package cars.
        I worry that UPS is relying too much on people who make too little. It takes a really extraordinary person to give 110% when they are only making 60% of the average wage in town. The Denver Hub is a huge operation, I wonder how many extraordinary loaders UPS will be able to find?

Secrets Revealed?

         I've been posting a variety of information about PAS on this page since December of 2003. But on May 3 of this year I received a formal letter from UPS's lawyers, King and Spaulding telling me to take down the information...or else.
         The letter accused me of posting the trade secrets of the PAS system and undermining the competitive advantage that UPS hopes to gain from the program. It went on to say that I had caused irreparable harm to UPS and its business and that if I didn't cease and desist, they would sue me for costs and even punitive damages. They made it sound like if PAS failed to live up to their expectations, it would be my fault.
         Well, we all know that if UPS sued and took everything I own right down to my last travel mug, it wouldn't keep them afloat through a 10 minute coffee break. But it would be a real bummer for me and my wife. Good-bye retirement.
         Thus, I have removed the trade secrets from this page.
         But, it was agreed that I can still give my "view from the driver's side."
         And so it shall be.