Day 118 - 01 May 95 - Page 56


     
     1
     2   Q.   I understand that line.  But we are talking about the fact
     3        that it is recognised in this training document that when
     4        labour is running high, above presumably acceptable
     5        targets, many managers automatically begin to cut
     6        unit-producing hours.  So is that not a recognition that
     7        they are under pressure ---
     8        A.  No.
     9
    10   Q.  -- to crawl to their supervisors that they are reaching the
    11        labour costs?
    12        A.  No, what the author is trying to say there is that is
    13        not acceptable practices.  That is an easy answer, and it
    14        is not approved of.
    15
    16   Q.   Is not what it is saying there that they should be cutting
    17        these unit-producing hours continuously rather than leaving
    18        it to a crisis?
    19
    20   MR. JUSTICE BELL:  No, it is not the way I am reading it.
    21
    22   THE WITNESS:  It is not saying that at all.
    23
    24   MR. MORRIS:  Well that is what it says.  If you look at the
    25        previous page, that paragraph you read to yourself under
    26        the box, that is where I already asked you about this
    27        not -----
    28
    29   MR. JUSTICE BELL:  I read them rather separately.  It seems to
    30        me at the moment they are dealing with a different
    31        problem.  They may be components of the same potential
    32        problem.
    33
    34   MR. MORRIS:  But there is a concern, is there not, that cutting
    35        labour costs should not affect sales?  That is part of
    36        concern is it not?
    37        A.  No, it does not say that anywhere.
    38
    39   MR. JUSTICE BELL:  What it seems to me is you want to keep your
    40        labour costs down in so far as you can consistently with
    41        the efficient management of your business?
    42        A.  Absolutely my Lord.
    43
    44   Q.   There are two things to keep an eye open for.  Do not get
    45        so in a fuss about ---
    46        A.  Panic Committee.
    47
    48   Q.  -- reaching your target that you get into a panic with a day
    49        to go, and say, "no one is going to work tomorrow", or "we
    50        will only have quarter of our staff here" because that is 
    51        daft thing to do, so far as that selection is concerned. 
    52        A.  Yes. 
    53
    54   Q.   Before you cut the number of useful hours you have people
    55        working you think about the effect that might have on your
    56        customers ---
    57        A.  Absolutely.
    58
    59   Q.  -- which is page 597?
    60        A.  That is what it is saying sir.  That is absolutely

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