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Wallyone

Wallyone

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1. Refinancing. The current interest rates are eating up any would be profits. In order to get refinancing the banks want stability in the workforce for five years (would you invest money in a co. that might be on strike in one year?). They also want to see one hundred million dollars in cost cutting per year (If you have no chance of paying down the principle the interest rate will remain high.)

2. The Employees. Without the willingness of the employees to sacrifice something, the aforementioned cost savings will not materialize (No one liked the latest offer, not even the yes voters). Any suggestions on how to get there would be appreciated, don't suggest foreign accounts (that don't exist), or management salaries and bonuses (while salaries could be cut and bonuses eliminated, they don't even come close to the amount of savings required). Like it or not it is we the union workforce that must produce the vast majority of the cost savings. How we achieve those savings is anybody's guess.

3. Customers. Unless our customers are willing to put their freight on our trucks there is no hope. Layoffs will begin as soon as freight levels drop, and that will be the beginning of the end

4.Speed. If an agreement cannot be reached quickly, it's game over (huge payments are due soon).

5. The Union Leadership. The leadership must be truthful with the membership, no matter what the political cost (TDU will bash the Hoffa administration no matter what the outcome is) I would much prefer honesty from our leaders, be the news good or bad, than total silence. If this is the last and only chance for survival, let us know.

Closing the doors is not the best option.

We, the employees, have everything to lose, and nothing to gain by a closing (unless you value foolish pride more than an income and healthcare). There is a chance that YRCW will be a much stronger company after five years, we will see, if not we will have to make this decision all over again. There is a point at which this job does not pay enough (and that is probably different for everyone), however, I have not witnessed a mass exodus for other employment (even laid-off employees return after years of lay-off).

Selling off any of the subsidiaries is also not an option, the withdrawal liability to the pension funds is much greater than the value of any of the companies, and would prohibit an outright purchase.

What happens next, we will see. I only hope (for all of our sakes) that there is still time to find a solution.
 
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Wallyone said:
We, the employees, have everything to lose, and nothing to gain by a closing (unless you value foolish pride more than an income and healthcare}

Have you seen the posts on this board? Pride is all that matters to some people-closing YRC means "big balls", but what does supporting your family on a government handout mean to these people??
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kawikid said:
Wallyone said:
We, the employees, have everything to lose, and nothing to gain by a closing (unless you value foolish pride more than an income and healthcare}

Have you seen the posts on this board? Pride is all that matters to some people-closing YRC means "big balls", but what does supporting your family on a government handout mean to these people??
Click to expand...

Too may on here think they're living in a Jimmy Cagney movie from the 1930's.
Click to expand...
 
Wallyone said:
1. Refinancing. The current interest rates are eating up any would be profits. In order to get refinancing the banks want stability in the workforce for five years (would you invest money in a co. that might be on strike in two years?). They also want to see one hundred million dollars in cost cutting per year (If you have no chance of paying down the principle the interest rate will remain high.)

2. The Employees. Without the willingness of the employees to sacrifice something, the aforementioned cost savings will not materialize (No one liked the latest offer, not even the yes voters). Any suggestions on how to get there would be appreciated, don't suggest foreign accounts (that don't exist), or management salaries and bonuses (while salaries could be cut and bonuses eliminated, they don't even come close to the amount of savings required). Like it or not it is we the union workforce that must produce the vast majority of the cost savings. How we achieve those savings is anybody's guess.

3. Customers. Unless our customers are willing to put their freight on our trucks there is no hope. Layoffs will begin as soon as freight levels drop, and that will be the beginning of the end

4. Speed.[/B If an agreement cannot be reached quickly, it's game over (huge payments are due soon).

5. The Union Leadership. The leadership must be truthful with the membership, no matter what the political cost (TDU will bash the Hoffa administration no matter what the outcome is) I would much prefer honesty from our leaders, be the news good or bad, than total silence. If this is the last and only chance for survival, let us know.

Closing the doors is not the best option.

We, the employees, have everything to lose, and nothing to gain by a closing (unless you value foolish pride more than an income and healthcare). There is a chance that YRCW will be a much stronger company after five years, we will see, if not we will have to make this decision all over again. There is a point at which this job does not pay enough (and that is probably different for everyone), however I have not witnessed a mass exodus for other employment (even laid-off employees return after years of lay-off).

Selling off any of the subsidiaries is also not an option (the withdrawal liability to the pension funds is much greater than the value of any of the companies) and would prohibit an outright purchase.

What happens next, we will see. I only hope (for all of our sakes) that there is still time to find a solution.
Click to expand...

OK brother, you asked!
First, thanks for your well thought out post. I am fairly new to Truckingboards, but I can tell you that I've seen far more stupidity than rationale in my brief tenure on here.
1) I believe that the management shoulders most, but not all of the blame. The folks in Overland Park have a storied history of arrogance, of deceit, of refusing to listen to the rank and file who offer some very solid ideas, and of making incredibly poor decisions that affect all of us.
Example: How about the new trailers that showed up in the last six months? Consider the expense of that, and then think about the THOUSANDS of trailers that were sent to scrap in 2009 and 2010. Think about how many of those trailers still had considerable service potential left in them. I suspect that you get the idea.
The executive attitude has to change immediately on all four fronts.

2) You state, as has James Welch, that the lenders are demanding operating cost reductions of $100 million per year. Please consider two things: the source of that story and the likelihood, considering all known information, of it being true. As for the source, see #1 above. As for the likelihood of it being true, that offsets the immediately previous remark. I believe that it is true. Now consider this: If you do the math, you can deduce that $100 million per year works out to less than $13 per employee per shift. For some of us, that would be very difficult to achieve. We run ourselves ragged now. However, for some of the brethren, this is easily obtainable multiple times over because frankly, they're not doing such a wonderful job. So.......to ALL of the brethren, if the shoe fits, wear it! Put that shoe on your foot, and use it to get the lead out. You're dragging the rest of us down, and we're fed up with it.

3) The stability that the banks supposedly demand: see #2 above. This is likely true. I get the strong impression that if Welch would have simply come forth asking for an extension until 2019, and (I believe) put forth his profit-sharing proposal, I think that the referendum would have passed handily. It met the stated objective, it "dangled a carrot" in front of everybody that they could actually chew on if they made a profit for the place; it would have worked.

4) The customers: If you're a City driver (as I am) you know full well that we are the face of the company in the customer's eyes. The customers' motivations are not complex: they want a) price; b) reliability and timeliness; and c) having their customer receive the goods in the same condition that they tendered them to us in. If you work for YRC Freight, then you know that we as a company have failed miserably in that regard, particularly in the last six months. When it is taking us two weeks to deliver something that should take three or four business days, that is not OK. Part of that was caused by weather, part of it by people who don't come to work because of the weather, because they cut their little finger, because the dog ate their homework, etc. etc. etc. Guess what folks? If you're not here, the customer isn't being served. If the customer isn't being served, they're going to find someone else to get their service from. If ALL of the competitors are also running way behind, then we have a weather excuse. That has not been the case, though.
This latest change of operations was a disaster. It cost Jeff Rogers his job, but the damage is done nevertheless (see #1 above). How to repair that damage on a cost-effective basis presents quite a challenge. The money is spent for the change; the terminals that were closed are just that, CLOSED. The people have been moved around, and we don't get a refund by moving them back. It costs us all over again. We have a shortage of drivers in Chicago, our largest linehaul operation that has seriously hampered the whole system.The customers have lost their confidence in us for good reason, and getting that confidence back is no easy feat.

5) I agree with you. Time is of the essence. I hope that the IBT (you know, those people whose salaries we pay to "represent" us) is working overtime with YRCW to get this resolved.

6) The Union leadership- They have a problem. The upper echelons of the IBT per agreement with YRCW have access to insider information that they cannot share with the members. So while their job is to represent us, they can't tell us eveything that they know. That leaves us having to second-guess what is going on based upon the actions of the IBT leadership. This is not a good situation. To make matters worse, the IBT appointee to the YRCW Board of Directors, Harry Wilson appears to have an egregious conflict of interest.

7) Closing the doors- I agree with you that this is not the best option. Not for the shareholders, not for the employees, not for the management, not for the lenders, not for the IBT and not for the customers. So, that is what we ALL must make a decision that we are going to avoid, and we must dedicate our efforts to that end. It means that:
a) Welch, Pierson and their gang have to stop playing games. They need to listen to the rank-and-file, and pay attention to what we're telling them.
b) The IBT needs to remember that they work for us, not the other way around.
c) The employees need to do their part to make it work, and that is not happening with entirely too many of them. Those of us who work like dogs trying to make a profit for this place have run out of patience for those who want a paycheck, but seem to be allergic to hard work. Everybody needs to work hard, work smart, and take care of business.
d)The corporate office needs to stop doing stupid stuff, and quit wasting money that we don't have. Here is a poignant example: when they brought the "road show" to your terminal, where did the management "roadies" stay overnight; at the same motel as the road drivers (some of which I think rent rooms by the hour as well as overnight), or did they stay at Marriott, Sheraton, and other upscale places? I know the answer to that, and it annoys the living daylights out of me. They brush their teeth the same way that we do, and they're no better than us, so why do they get to stay at the Taj Majal while our road guys are relegated to the Cockroach Manor?
I hope that this answers your question "What will it take for YRCW to survive?"
 
In answer to the question of what will it take for YRCW to survive...I would say that your post reflects some very cogent points to that end....

Wallyone said:
1. Refinancing. The current interest rates are eating up any would be profits. In order to get refinancing the banks want stability in the workforce for five years (would you invest money in a co. that might be on strike in one year?). They also want to see one hundred million dollars in cost cutting per year
Click to expand...

Very true....At this point the Refinancing of the debt and cost savings were the most important aspect of keeping this Company afloat and hopefully to profitability in the long term....but with the rejection of that proposal the survivability of YRCW has dimmed significantly......Is there time to find an alternate solution?.....it's possible....but is it probable? ...Time will tell.....and I don't believe it will take much time to tell either....

Wallyone said:
The Employees. Without the willingness of the employees to sacrifice something, the aforementioned cost savings will not materialize (No one liked the latest offer, not even the yes voters)
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I agree that the Employees are the most valuable asset a Company can have.....IF they have pride in their jobs and have pride in their Employer.....This Vote has demonstrated that 61% of the Unionized employees would rather see their employer sink out of existence and that has proved to be enough to scare away those have the ability to refinance and give this Company the breathing room it needs to continue...Not exactly demonstrating "value" in my opinion.....and NO...I have not forgotten the previously accepted concessions......those that have kept this Company and everyone in a job over the five years or so.....That is why I have stated in other posts that if this rejection is the catalyst that closes YRCW...then all those concessions were mostly meaningless in the end......Things are looking up economically...slowly...but upward nonetheless....and the chances of longtern viability looked better for YRCW now than at anytime since the concessions were first agreed to.....Giving up at this time should not be an "option".....but it is apparent that for the majority it is time to surrender and give up.....

Wallyone said:
Customers. Unless our customers are willing to put their freight on our trucks there is no hope. Layoffs will begin as soon as freight levels drop, and that will be the beginning of the end
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I agree absolutely....without customers there is nothing.....What message did this rejection send to those very important customers....If there is time to overcome this.....It will take a Super strong and persuasive sales force to keep those customers putting their freight on our trucks....and hence there faith in our Company.....IT might be "natural" to see a drop of in business levels initially ....but If Levels continue drop off....that will be a serious indicator of where things are going to go.....Everyone that has customer contact has the opportunity to "Sell" the Company....and contribute to its success if at all possible at this time...

Wallyone said:
The Union Leadership. The leadership must be truthful with the membership, no matter what the political cost (TDU will bash the Hoffa administration no matter what the outcome is) I would much prefer honesty from our leaders, be the news good or bad, than total silence. If this is the last and only chance for survival, let us know.
Click to expand...

I think the Union should have taken a more active leadership role in this situation.......The survival of YRCW is, or should be, just as important to them as it is to each of us.......

Wallyone said:
Closing the doors is not the best option.

We, the employees, have everything to lose, and nothing to gain by a closing (unless you value foolish pride more than an income and healthcare). There is a chance that YRCW will be a much stronger company after five years, we will see, if not we will have to make this decision all over again. There is a point at which this job does not pay enough (and that is probably different for everyone), however, I have not witnessed a mass exodus for other employment (even laid-off employees return after years of lay-off).
Click to expand...

That is obviously true...but it seems that some do not share that viewpoint...and reading many of the comments left by posters....it is painfully obvious that far to many were more concerned with "balls" and other such ignorant remarks.....and that is tragic to see.....That to some, the possibility of closing down their employer, was somehow going to give them "dignity"......Such is the foolishness of some.....Yes it is the Employees that the have most to lose...especially the Unionized workers that would be in fact, giving up everything, that was fought for during the apex of Union strength.....and yes your correct that all those complainers choose to stay...and when asked...repeatedly why.......there were never any answers.....credible answers that is...... Mostly insults and name calling....."Management" was my favorite........I don't know why they though that was an "insult" .....lol ....

Wallyone said:
What happens next, we will see. I only hope (for all of our sakes) that there is still time to find a solution.
Click to expand...

Time will tell.. and I hope your right that there is time for a solution.....but the hope for that is not shining very brightly at this point.......YRCW has proved many times how resilient it is.....but that is only becasue of the willingness of the Employees and the willingness of the Lenders to support them when needed...and this rejection has changed those dynamics....But can they pull off another "miracle" without the Lenders or the Employees Support? ...Indeed time will tell......

Good Post Wallyone!
 
Herw is a far out idea . where there are owned terminals sitting empty, move back into them and break the lease on the lease terminals .Saving a bunble on monthly payments and to h--l with the tax deductions for leasing .Monthly savings as apposed to waiting for year end tax returns to be filed
 
They will never get a Yes vote with Harry Wilson receiving $5 million when the deal gets signed. How hard is that to understand??
 
derelict said:
They will never get a Yes vote with Harry Wilson receiving $5 million when the deal gets signed. How hard is that to understand??
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Would you not sell your house when the realtor gets a 7% cut, same difference, just a smaller cut for Wilson.
 
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We should have negotiated a new contract with ABF but the mou blew that away (to divide us). Now we're on our own and we gotta give? A yes vote wouldn't guarantee anything but voluntary givebacks that the IBT will take none of the blame for. If the yes guys are so sure we're done then they shouldn't waste their time showing up to work. They realize that we're all in this together and the No guys could be right. Whichever camp you fall into you have to stand with thebrothers and sisters next to you and not give up on each other. Be good to each other
 
Rifraf said:
We should have negotiated a new contract with ABF but the mou blew that away (to divide us). Now we're on our own and we gotta give? A yes vote wouldn't guarantee anything but voluntary givebacks that the IBT will take none of the blame for. If the yes guys are so sure we're done then they shouldn't waste their time showing up to work. They realize that we're all in this together and the No guys could be right. Whichever camp you fall into you have to stand with thebrothers and sisters next to you and not give up on each other. Be good to each other
Click to expand...

The IBT should not take the blame for the outcome of any vote, as long as they convey the facts to the members.
 
Real Teamster said:
OK brother, you asked!
First, thanks for your well thought out post. I am fairly new to Truckingboards, but I can tell you that I've seen far more stupidity than rationale in my brief tenure on here.
1) I believe that the management shoulders most, but not all of the blame. The folks in Overland Park have a storied history of arrogance, of deceit, of refusing to listen to the rank and file who offer some very solid ideas, and of making incredibly poor decisions that affect all of us.
Example: How about the new trailers that showed up in the last six months? Consider the expense of that, and then think about the THOUSANDS of trailers that were sent to scrap in 2009 and 2010. Think about how many of those trailers still had considerable service potential left in them. I suspect that you get the idea.
The executive attitude has to change immediately on all four fronts.

2) You state, as has James Welch, that the lenders are demanding operating cost reductions of $100 million per year. Please consider two things: the source of that story and the likelihood, considering all known information, of it being true. As for the source, see #1 above. As for the likelihood of it being true, that offsets the immediately previous remark. I believe that it is true. Now consider this: If you do the math, you can deduce that $100 million per year works out to less than $13 per employee per shift. For some of us, that would be very difficult to achieve. We run ourselves ragged now. However, for some of the brethren, this is easily obtainable multiple times over because frankly, they're not doing such a wonderful job. So.......to ALL of the brethren, if the shoe fits, wear it! Put that shoe on your foot, and use it to get the lead out. You're dragging the rest of us down, and we're fed up with it.

3) The stability that the banks supposedly demand: see #2 above. This is likely true. I get the strong impression that if Welch would have simply come forth asking for an extension until 2019, and (I believe) put forth his profit-sharing proposal, I think that the referendum would have passed handily. It met the stated objective, it "dangled a carrot" in front of everybody that they could actually chew on if they made a profit for the place; it would have worked.

4) The customers: If you're a City driver (as I am) you know full well that we are the face of the company in the customer's eyes. The customers' motivations are not complex: they want a) price; b) reliability and timeliness; and c) having their customer receive the goods in the same condition that they tendered them to us in. If you work for YRC Freight, then you know that we as a company have failed miserably in that regard, particularly in the last six months. When it is taking us two weeks to deliver something that should take three or four business days, that is not OK. Part of that was caused by weather, part of it by people who don't come to work because of the weather, because they cut their little finger, because the dog ate their homework, etc. etc. etc. Guess what folks? If you're not here, the customer isn't being served. If the customer isn't being served, they're going to find someone else to get their service from. If ALL of the competitors are also running way behind, then we have a weather excuse. That has not been the case, though.
This latest change of operations was a disaster. It cost Jeff Rogers his job, but the damage is done nevertheless (see #1 above). How to repair that damage on a cost-effective basis presents quite a challenge. The money is spent for the change; the terminals that were closed are just that, CLOSED. The people have been moved around, and we don't get a refund by moving them back. It costs us all over again. We have a shortage of drivers in Chicago, our largest linehaul operation that has seriously hampered the whole system.The customers have lost their confidence in us for good reason, and getting that confidence back is no easy feat.

5) I agree with you. Time is of the essence. I hope that the IBT (you know, those people whose salaries we pay to "represent" us) is working overtime with YRCW to get this resolved.

6) The Union leadership- They have a problem. The upper echelons of the IBT per agreement with YRCW have access to insider information that they cannot share with the members. So while their job is to represent us, they can't tell us eveything that they know. That leaves us having to second-guess what is going on based upon the actions of the IBT leadership. This is not a good situation. To make matters worse, the IBT appointee to the YRCW Board of Directors, Harry Wilson appears to have an egregious conflict of interest.

7) Closing the doors- I agree with you that this is not the best option. Not for the shareholders, not for the employees, not for the management, not for the lenders, not for the IBT and not for the customers. So, that is what we ALL must make a decision that we are going to avoid, and we must dedicate our efforts to that end. It means that:
a) Welch, Pierson and their gang have to stop playing games. They need to listen to the rank-and-file, and pay attention to what we're telling them.
b) The IBT needs to remember that they work for us, not the other way around.
c) The employees need to do their part to make it work, and that is not happening with entirely too many of them. Those of us who work like dogs trying to make a profit for this place have run out of patience for those who want a paycheck, but seem to be allergic to hard work. Everybody needs to work hard, work smart, and take care of business.
d)The corporate office needs to stop doing stupid stuff, and quit wasting money that we don't have. Here is a poignant example: when they brought the "road show" to your terminal, where did the management "roadies" stay overnight; at the same motel as the road drivers (some of which I think rent rooms by the hour as well as overnight), or did they stay at Marriott, Sheraton, and other upscale places? I know the answer to that, and it annoys the living daylights out of me. They brush their teeth the same way that we do, and they're no better than us, so why do they get to stay at the Taj Majal while our road guys are relegated to the Cockroach Manor?
I hope that this answers your question "What will it take for YRCW to survive?"
Click to expand...



right now its all up to the banks---end of story--period
 
its not up to the banks, they set the terms the leaders either meet them or not thats the end of the story. no difference in going and buying a house or car. the lender sets the requirements to get financed either you meet it or do not.
 
Bulldog702 said:
its not up to the banks, they set the terms the leaders either meet them or not thats the end of the story. no difference in going and buying a house or car. the lender sets the requirements to get financed either you meet it or do not.
Click to expand...

YRCW already got financing a few years ago. They are having a problem making the required payments on those loans. They will default unless they can refinance on better terms. They are not looking to get financing for something new. Of course the banks are now in control and the future of the company depends on them right now.
 
Real Teamster said:
OK brother, you asked!
First, thanks for your well thought out post. I am fairly new to Truckingboards, but I can tell you that I've seen far more stupidity than rationale in my brief tenure on here.
1) I believe that the management shoulders most, but not all of the blame. The folks in Overland Park have a storied history of arrogance, of deceit, of refusing to listen to the rank and file who offer some very solid ideas, and of making incredibly poor decisions that affect all of us. I agree, you and I had no say in the financial decisions that have left the company in such dire straits.Example: How about the new trailers that showed up in the last six months? Consider the expense of that, and then think about the THOUSANDS of trailers that were sent to scrap in 2009 and 2010. Think about how many of those trailers still had considerable service potential left in them. I suspect that you get the idea.
The executive attitude has to change immediately on all four fronts. New trailers are a cost of doing business, as are tractors, forklifts, and computers. Scrapping old unusable equipment should be expected.

2) You state, as has James Welch, that the lenders are demanding operating cost reductions of $100 million per year. Please consider two things: the source of that story and the likelihood, considering all known information, of it being true. As for the source, see #1 above. As for the likelihood of it being true, that offsets the immediately previous remark. I believe that it is true. Now consider this: If you do the math, you can deduce that $100 million per year works out to less than $13 per employee per shift. For some of us, that would be very difficult to achieve. We run ourselves ragged now. However, for some of the brethren, this is easily obtainable multiple times over because frankly, they're not doing such a wonderful job. So.......to ALL of the brethren, if the shoe fits, wear it! Put that shoe on your foot, and use it to get the lead out. You're dragging the rest of us down, and we're fed up with it. I agree that we all have to show up for work and do our jobs to the best of our ability, the amount of cost savings involved, I do not know.

3) The stability that the banks supposedly demand: see #2 above. This is likely true. I get the strong impression that if Welch would have simply come forth asking for an extension until 2019, and (I believe) put forth his profit-sharing proposal, I think that the referendum would have passed handily. It met the stated objective, it "dangled a carrot" in front of everybody that they could actually chew on if they made a profit for the place; it would have worked. It might have worked, but it would not have gauranteed the required cost savings.

4) The customers: If you're a City driver (as I am) you know full well that we are the face of the company in the customer's eyes. The customers' motivations are not complex: they want a) price; b) reliability and timeliness; and c) having their customer receive the goods in the same condition that they tendered them to us in. If you work for YRC Freight, then you know that we as a company have failed miserably in that regard, particularly in the last six months. When it is taking us two weeks to deliver something that should take three or four business days, that is not OK. Part of that was caused by weather, part of it by people who don't come to work because of the weather, because they cut their little finger, because the dog ate their homework, etc. etc. etc. Guess what folks? If you're not here, the customer isn't being served. If the customer isn't being served, they're going to find someone else to get their service from. If ALL of the competitors are also running way behind, then we have a weather excuse. That has not been the case, though.
This latest change of operations was a disaster. It cost Jeff Rogers his job, but the damage is done nevertheless (see #1 above). How to repair that damage on a cost-effective basis presents quite a challenge. The money is spent for the change; the terminals that were closed are just that, CLOSED. The people have been moved around, and we don't get a refund by moving them back. It costs us all over again. We have a shortage of drivers in Chicago, our largest linehaul operation that has seriously hampered the whole system.The customers have lost their confidence in us for good reason, and getting that confidence back is no easy feat.

5) I agree with you. Time is of the essence. I hope that the IBT (you know, those people whose salaries we pay to "represent" us) is working overtime with YRCW to get this resolved.

6) The Union leadership- They have a problem. The upper echelons of the IBT per agreement with YRCW have access to insider information that they cannot share with the members. So while their job is to represent us, they can't tell us eveything that they know. That leaves us having to second-guess what is going on based upon the actions of the IBT leadership. This is not a good situation. To make matters worse, the IBT appointee to the YRCW Board of Directors, Harry Wilson appears to have an egregious conflict of interest. I thought that the reason for having Teamster appointed members on the board was to protect our interests, we should have heard something from them before ballots were even mailed out. As for Wilson, I have no problem with him receiving a bonus for arranging the refinancing. Would you not sell your home because the realtor takes a 7% cut?

7) Closing the doors- I agree with you that this is not the best option. Not for the shareholders, not for the employees, not for the management, not for the lenders, not for the IBT and not for the customers. So, that is what we ALL must make a decision that we are going to avoid, and we must dedicate our efforts to that end. It means that:
a) Welch, Pierson and their gang have to stop playing games. They need to listen to the rank-and-file, and pay attention to what we're telling them.
b) The IBT needs to remember that they work for us, not the other way around. I Agee totally. They need to stop worrying about politics and be honest with the members.
c) The employees need to do their part to make it work, and that is not happening with entirely too many of them. Those of us who work like dogs trying to make a profit for this place have run out of patience for those who want a paycheck, but seem to be allergic to hard work. Everybody needs to work hard, work smart, and take care of business. Agreed. There is nothing that irritates me more than the I deserve it attitude of some. An honest days work for an honest days pay.
d)The corporate office needs to stop doing stupid stuff, and quit wasting money that we don't have. Here is a poignant example: when they brought the "road show" to your terminal, where did the management "roadies" stay overnight; at the same motel as the road drivers (some of which I think rent rooms by the hour as well as overnight), or did they stay at Marriott, Sheraton, and other upscale places? I know the answer to that, and it annoys the living daylights out of me. They brush their teeth the same way that we do, and they're no better than us, so why do they get to stay at the Taj Majal while our road guys are relegated to the Cockroach Manor? I stay at the cockroack manor every other day, I can't blame anyone who would stay somewhere else (I wish I had that option)
I hope that this answers your question "What will it take for YRCW to survive?"[/Q

I think that we have a lot of common ground here, thanks for the reply.
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arrogance and a refusal to listen eats away profits and destroys freight. freight put out for delivery day after day until it is destroyed, because we refuse to deliver it at 1700, when the help is there. they don't get the freight, and it is trashed anyway. this is a frequent inaction by the dispatcher.
this needs to run like a small business, where every nickel counts, at each local terminal. macro decisions cost us big money-the changes of ops for instance, but day to day waste adds up to big dollars as well across this whole system. we still have too many people sitting in offices locally.
stop blaming absenteeism, they have a working mechanism to deal with that issue, as well as for work, damages, etc. they want unconditional authority to suspend you first, or fire you, and then let the process decide if they were right. i remember those days, somebody fired for b.s, waiting 60 days for a hearing, then getting a days suspension, plus the 60 days already served. few got back pay, fewer comprehensive back pay.
most of management has no business experience, only yrc/roadway/yellow experience. cost control has to be a priority, listen to us and we will tell you how to save.
there is the rub, we are just dumb teamsters, who would debase himself/herself to listen to bottom feeders like us????nobody.
that is why we are here.
 
werbankrupt said:
arrogance and a refusal to listen eats away profits and destroys freight. freight put out for delivery day after day until it is destroyed, because we refuse to deliver it at 1700, when the help is there. they don't get the freight, and it is trashed anyway. this is a frequent inaction by the dispatcher.
this needs to run like a small business, where every nickel counts, at each local terminal. macro decisions cost us big money-the changes of ops for instance, but day to day waste adds up to big dollars as well across this whole system. we still have too many people sitting in offices locally.
stop blaming absenteeism, they have a working mechanism to deal with that issue, as well as for work, damages, etc. they want unconditional authority to suspend you first, or fire you, and then let the process decide if they were right. i remember those days, somebody fired for b.s, waiting 60 days for a hearing, then getting a days suspension, plus the 60 days already served. few got back pay, fewer comprehensive back pay.
most of management has no business experience, only yrc/roadway/yellow experience. cost control has to be a priority, listen to us and we will tell you how to save.
there is the rub, we are just dumb teamsters, who would debase himself/herself to listen to bottom feeders like us????nobody.
that is why we are here.
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Amigo, I don't know everything about your intelligence, but I see that you can spell and write a sentence, so I can guess that you're more intelligent than less. Some of us have pretty darned high IQs, we can tie our own shoes, and we can rationally think. We are definitely NOT bottom feeders. Give yourself (and me too) some credit where credit is due.
 
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