case study

Introduction

UPS was founded in 1907 in Seattle, Washington and is a large, pure-process company. Essentially, everything that UPS provides is process-as-a-product. Our 406,000 employees working in 2,750 operating facilities and 62,000 retail access points must execute those processes flawlessly. The net result of our process focus is the daily movement of 15.1 million package and documents, including 2.2 million just by air and 2.3 million internationally. On an annual basis, UPS delivers 4 billion packages and documents through a fleet of approximately 100,000 package cars, vans, tractors, motorcycles and 233 UPS-owned aircraft. Theres a reason why so many statistics are being cited. These enormous numbers represent a monumental process challenge, and the ongoing globalization of business will move each of these numbers upward. Add to this the trend for many enterprises to subcontract most or all of the manufacturing and assembly of their products to specialized firms wherever in the world that it makes sense, and the opportunities are clear for UPS in providing logistics. Having an enormous package delivery network offers UPS an opportunity to create even greater value for their customers by using the network to manage the integration of information, transportation, inventory, warehousing, material handling, packaging and even the security of packages. This logical move higher in the value chain means offering integrated solutions that are an excellent match for the challenges of increasing globalization.

Process Change

Every day United Parcel Service (UPS) transports some 15 million packages and documents throughout the United States and to more than 200 countries and territories. Delivering those packages efficiently is what it gets paid to do, and that massive effort wouldnt be possible without its 99.000 -plus drivers. UPS recognizes that it has an HR challenge: hiring and training some 25.000 drivers over the next five years to replace retiring Baby Boomers. But the company has a plan in place that combine its tested business model of uniformity and efficiency (for instance, drivers are trained to hold thier keys on a pinky finger so they dont waste time fumbling in their pockets for the keys) with a new approach to driver training. UPSs traditional classroom driver training obviously wasnt working as some 30 percent of its driver candidates didnt make it. For UPS, its all about speed, accuracy, and safety. Because competition is fierce (i.e. the U.S. Postal Service, DHL, and Federal Express), UPS must keep cost low and customer satisfaction high. Delivering those packages efficiently is what it gets paid to do. To increase the productivity of drivers, UPS has used their industrial engineers to design more efficient routes, loading & unloading procedures, and employee policies to help get the most from their employees in the field. UPS revamped its training program and made it more accessible to the way young people think and learn today.

Instructions/questions

Design an implementation plan for UPS that could be used companywide to update employees on the new policies and procedures. Your implementation plan must include the following:

Impact Analysis

Training Plan

Communication Plan

External resources may be required to help with this plan. Please ensure that all external information is sourced within your paper.

* PLEASE READ THE CASE THE CASE STUDY AND ANSWER THE QUESTION AT BOTTOM (WRITTEN IN BOLD) AND PLEASE ATTACH THE REFERENCES IF USED.