Approach the situation tactfully, & follow the chain of command. Some times it works, sometimes not. Worked in both union & nonunion shops. This has worked for me. Go to immediate supervisor, have it written out showing how doing something differently will save costs in time, materials, equipment, labor required,or make a better product. Just one example- worked for a scheduled line bus company, not the one with a running dog on the side. Two particular routes started at 5:30 pm, layover out of town, return the next day, one returned at noon, other returned at 4:00 pm. Another driver & I rotated routes, short route, then longer route, working 5 trips, then 2 trips off. Do the "quick turn" one day, have afternoon off next. Our days off rotated, so 1 relief driver covered our days off. He/she also would cover days off for other routes/drivers, getting in a full week. Busses were assigned to the route, so we had to slide seats every day. One bus would be at shop from noon to 5:00 every day. Other would be in from 4:00 to 5:00, just enough time to sweep floor, fuel up & wash windshield. Two problems- if the bus arriving at 4:00 was delayed by traffic or weather it put both outbound behind schedule, one driver late, other waiting for his bus. If the later incoming was due for service or repair it required cutting it out for a day, cut in a spare for that trip. Suggestion- assign bus to the driver, not the route. This way each bus would be at shop at noon on alternate days. Service & complete cleaning could be scheduled. Discussed plan with shop manager first, he agreed, took it to dispatcher, on up the chain of command. Was approved within 2 days. Willie
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Today's Featured Article - History of the Nuffield Tractor - by Anthony West. The Nuffield tractor story started in early 1945. The British government still reeling from the effects of the war on the economy, approached the Nuffield organization to see if they would design and build an "ALL NEW" British built wheeled tractor, suitable for both British and world farming.
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