DHL/UPS deal explained on YouTube
06-25-2008, 06:34 AM
#11
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Joined APC: Nov 2005
Position: Mad doggin again and again.......
Posts: 27
Frank Appel to address share holders via youtube
Catch Frank's latest rant to DPWN share holders: 
YouTube - Frank Appel Adresses Deutsche Post about DHL/UPS
YouTube - Frank Appel Adresses Deutsche Post about DHL/UPS
06-26-2008, 09:26 AM
#12
On Reserve
Joined APC: Jan 2008
Position: DC-8 F/O
Posts: 12
An American company ( FedEx ) and a European company (DHL) decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the American company won by a mile.
The Europeans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the FedEx team had 8 people rowing and 1 person steering, while the DHL team had 7 people steering and 2 people rowing.
Feeling a deeper study was in order; DHL management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to FedEx, the rowing team's management structure was totally reorganized to 4 steering supervisors, 2 area steering superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 2 people rowing the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners and free pens for the rowers. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices and bonuses. The pension program was trimmed to "equal the competition" and some of the resultant savings were channeled into morale boosting programs and teamwork posters.
The next year FedEx won by two miles.
Humiliated, the DHL management laid off one rower, halted development of a new canoe, sold all the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses.
The next year, try as he might, the lone designated rower was unable to even finish the race (having no paddles) so he was laid off for unacceptable performance, all canoe equipment was sold and the next year's racing team was out-sourced to UPS.
Sadly, the End.
On the big day, the American company won by a mile.
The Europeans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the FedEx team had 8 people rowing and 1 person steering, while the DHL team had 7 people steering and 2 people rowing.
Feeling a deeper study was in order; DHL management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to FedEx, the rowing team's management structure was totally reorganized to 4 steering supervisors, 2 area steering superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 2 people rowing the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners and free pens for the rowers. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices and bonuses. The pension program was trimmed to "equal the competition" and some of the resultant savings were channeled into morale boosting programs and teamwork posters.
The next year FedEx won by two miles.
Humiliated, the DHL management laid off one rower, halted development of a new canoe, sold all the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses.
The next year, try as he might, the lone designated rower was unable to even finish the race (having no paddles) so he was laid off for unacceptable performance, all canoe equipment was sold and the next year's racing team was out-sourced to UPS.
Sadly, the End.
06-26-2008, 09:33 AM
#13
Gets Weekends Off
Joined APC: Sep 2007
Posts: 337
An American company ( FedEx ) and a European company (DHL) decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the American company won by a mile.
The Europeans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the FedEx team had 8 people rowing and 1 person steering, while the DHL team had 7 people steering and 2 people rowing.
Feeling a deeper study was in order; DHL management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to FedEx, the rowing team's management structure was totally reorganized to 4 steering supervisors, 2 area steering superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 2 people rowing the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners and free pens for the rowers. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices and bonuses. The pension program was trimmed to "equal the competition" and some of the resultant savings were channeled into morale boosting programs and teamwork posters.
The next year FedEx won by two miles.
Humiliated, the DHL management laid off one rower, halted development of a new canoe, sold all the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses.
The next year, try as he might, the lone designated rower was unable to even finish the race (having no paddles) so he was laid off for unacceptable performance, all canoe equipment was sold and the next year's racing team was out-sourced to UPS.
Sadly, the End.
On the big day, the American company won by a mile.
The Europeans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the FedEx team had 8 people rowing and 1 person steering, while the DHL team had 7 people steering and 2 people rowing.
Feeling a deeper study was in order; DHL management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to FedEx, the rowing team's management structure was totally reorganized to 4 steering supervisors, 2 area steering superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 2 people rowing the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners and free pens for the rowers. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices and bonuses. The pension program was trimmed to "equal the competition" and some of the resultant savings were channeled into morale boosting programs and teamwork posters.
The next year FedEx won by two miles.
Humiliated, the DHL management laid off one rower, halted development of a new canoe, sold all the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses.
The next year, try as he might, the lone designated rower was unable to even finish the race (having no paddles) so he was laid off for unacceptable performance, all canoe equipment was sold and the next year's racing team was out-sourced to UPS.
Sadly, the End.
This has been floating around the internet for years. Just insert the names of your favorite two contrasting companies. I saw this same thing with GM and Toyota years ago.
06-26-2008, 11:15 AM
#14
Gets Weekends Off
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Joined APC: Jun 2006
Position: Frm. DHLAirways. Blue & White Boeing's Now. YEA!!
Posts: 611
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