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northwesterner

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  1. Some agencies that had lots of RTSs with rear door lifts chose rear door ramps when they went LF. Its dumb.
  2. Long ago, PT would store some of their coaches at Metro's Atlantic Base during the midday.
  3. The loss of revenue from the Seattle TBD is substantial... COVID cuts are mostly peak hour commuter routes.
  4. The "reasons" are ... they have a very expensive, computerized scheduling system that runs optimization models to determine their schedules based on the parameters and constraints set in the model. These software programs do require some massaging to get things right ... you have to program in travel times correctly, etc, for them to work correctly. I tend to also dislike scheduling anomalies like you are reporting, but if you don't know what they're optimizing on, then how can you complain? Are they: Optimizing to use the least drivers possible? Optimizing to use the most drivers per day while meeting contractual hours requirements? Optimizing to minimize total operations cost? Optimizing to all pull in / pull outs, for sanitation? I don't know. You don't either. But the software will produce paddles to fit any of those scenarios - and a million more, based on the "reasons."
  5. Ha! You caught me skimming and not reading fully. It was the prior contract, that expired last year. The Unifor site indicates the new collective agreement has not gone into affect.
  6. I mean, you're the one who said it, so.... ***** It's a good thing the internet exists, as I just looked up the union contract. Six days of sick leave (48hrs) into a bank at the start of every year. That seems pretty low, so I kept reading. Oh, what's this... once you're out for more than 4 days a Short Term Disability Plan kicks in, paying 96% of scheduled days pay from day 4 through 8 weeks, and then 85% for weeks 9 through 17. Seems like they have a very generous plan.
  7. Don't mean to resurrect old posts, but incorrect info needs to be corrected. Greyhound, at best, breaks even when they have to charter to over an extra section. I suspect they actually lose money on many of these. No one is making $5000 of profit on a days work in any sector of the motorcoach business.
  8. Are you saying the union contract for Victoria's operators does not have a provision for paid sick time? That their only choice is time off without pay? I find that hard to believe.
  9. Correct - they've never had Vancouver based GLI operators.
  10. Historically this has been 100% GLI operated with Seattle and Portland based drivers.
  11. This is just objectively false. I've had this argument with you before. I've outlined my case based on the business model. Operating government mandated routes in Western Canada is a tough model. Not only was GCTC unable to do it, but the numbers for Saskatoon Transportation were beyond abysmal. Greyhound wasn't the only one absolutely struggling out west. But go ahead and keep saying that if only they'd done these five or six small things, they would have been successful. It's just not true.
  12. This is an accurate take. Greyhound got better for many years and First made much needed improvements. But it started to slide about six years ago and has been snowballing lately.
  13. It's harder to have this kind of set-up with a nationwide over the rode system, as the bus does not return home to the same terminal every night. At one point, GLI had the vast majority of their buses in a nationwide fleet, with the assumption being that the regional shops were all capable of maintaining the coaches that passed through to the same standard. They had issues with these shops sending these coaches down the road, never to be seen again, and to be some one else's problem. Why tear apart and fully rebuilt the front suspension when you can patch it up at the shop in DC and send it out on a through schedule to the west coast? They eventually regionalized their vehicle pools, and assigned each bus to a "home shop." In theory, the coach would be sent out on a schedule, and at the conclusion of that schedule would be re-dispatched back to its home shop. Thus, a coach assigned to Seattle would go to LA, and then be sent back to Seattle. Of course, being Greyhound, it didn't work that way and a good running coach from Seattle would end up in Dallas, and then they'd have to work it back.
  14. This!! When I was ops manager at a charter bus company, I got so tired of the following vicious cycle: Maintenance would not make timely repairs to write ups. Drivers, knowing the shop was not responsive, wouldn't bother to write up their coach, knowing they wouldn't see it again for a while. Finally, someone would turn the bus down in the yard, or bring it back due to an unrepaired and often time unreported defect. Customer would be irate due to late bus at charter spot. Start over at #1. Multiply by 45 coaches in the fleet. I had a mixed fleet of 40 and 45ft equipment. I decided that if these guys had to drive the same bus every day, they'd make some noise to get the repairs done. And if they knew they parked it in the yard last night and that it was fine, they'd get it out of the yard on time today. I took a two step approach to breaking the cycle: I worked with the shop foreman to overhaul their review and sign off procedure. We were out of compliance anyways but "we've always done it this way" was a tough nut to crack. I assigned all of my full time drivers, and part timers who worked on average more than 25 hrs a week, two buses. One bus would be their primary bus, and one would be their back up. One was a 40, the other was a 45. If the operator had a 40ft coach as their primary, and the charter required a 45ftr, they'd get their backup. If the operator had a 45ft coach as their primary, and the charter order was for a 40ft coach, and we had enough 45ftrs to meet all requirements, they'd get their primary coach. If their primary coach was scheduled out for maintenance, they'd get their backup. It took a couple of months to fully break the cycle I outlined above, but we did it. Pretty soon, I'd see my operators with their bus down at the shop, showing the foreman what exactly the issue was. They'd come up and tell me what was going on, and why they wanted it fixed before their three day trip out of town the next weekend and could they get another bus today so their bus would be good to go for the over the road trip. They took ownership of what they were driving. And the shop was being held to account for reviewing all defects, every day, and either repairing on deferring on a daily basis with our new processes down there. Suddenly, we were a reliable, functional company regaining market share based on our quality performance. The days of angry phone calls about late buses, and side of the road breakdowns had come to an end. Its such a simple thing to do and it makes such a difference.
  15. Please keep posting as you have been. Your updates have been appreciated, and I have found no confusion in the terminology you're using.
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