Making the Right Turns: What to Learn from a Crazy-Successful UPS Policy

I was sitting at a red light this morning, stuck behind three cars waiting to turn left across traffic, when I remembered one of the smartest operational decisions I've ever come across.

UPS doesn't make left turns. At least, not if they can help it.

Their entire logistics model is built around ruthless efficiency. And if you've ever wondered why that brown truck seems to loop around the block in weird patterns, now you know. UPS drivers turn right roughly 90% of the time.

They've been doing this for decades, based on the idea that right turns are safer, faster, and burn less fuel. And they've got the data to prove it. According to reports, this policy has saved the company 10 million gallons of fuel, cut 20,000 tons of carbon emissions, and allowed them to deliver 350,000 more packages annually.

Alright, so right turns are good for UPS. But what does that have to do with your manufacturing operation?

Here's the thing: I'd bet money that the "no left turns" rule didn't come from a C-suite strategy session. It came from the trenches. Either some sharp data analyst noticed the pattern, or a driver who'd been on the route for years pointed out the obvious.

And that's the point. Right now, buried in your day-to-day operations, your company is burning time and money on its own version of "left turns." Or there are breakthrough efficiencies–your version of "right turns"–sitting right in front of you, waiting to be found.

You could dig through reports and try to spot these inefficiencies yourself. Or you could do what the best operators do: ask the people who actually run your equipment, manage your orders, and deal with your processes every single day.

Because here's the truth: your team already knows where the problems are. They'll tell you exactly what's costing you money and what opportunities you're missing–if you create an environment where they feel like you'll actually listen.

So how do you tap into that? Here are three ways to uncover waste, capture revenue opportunities, and get your team engaged in making your operation better.

Go to the floor and ask your people what's broken.

Sounds obvious, right?

You've got an open-door policy. Your team knows they can come to you with ideas anytime.

So when's the last time that actually happened? When's the last time a machinist, a welder, or someone in quality control walked into your office and told you about something the company's doing that's wasting time or money? Or pointed out a process change that could boost throughput?

If it happens regularly, great. You're ahead of the curve. But here's the follow-up question: what did you do with that idea? Did you act on it? Did you tell them what happened? Did you recognize them for bringing it up?

Because if the answer is no, that's why they stopped coming to you.

The reality is, most of your people assume you don't want to hear it. Either because there's a layer or two of management between you and them, or because they've seen good ideas go into a black hole before.

You've got to break down that barrier. Sam Walton used to walk into his Walmart stores and talk to the cashiers. He said some of his best ideas came from the people at the register. If it worked for him, it'll work for you.

And the research backs this up. Harvard Business Review reported on a national restaurant chain where managers convinced leadership to act on frontline feedback. The result? Employee turnover dropped 32%, saving the company at least $1.6 million a year.

Your floor operators know what's slowing down production. Your quality inspectors know what's causing rework. Your shipping team knows what's creating bottlenecks. You just have to ask–and then do something with what they tell you.

Create a system that rewards ideas, not just output.

I've worked with several manufacturers that pay employees for ideas that either cut costs or generate revenue. And it works.

The system doesn't have to be complicated. Set up a simple way for people to submit suggestions–an online form, a drop box in the break room, whatever. The point is to make it easy and to make it clear that you're actually paying attention.

Here's the key: you have to recognize and reward ideas even if you don't implement them. Because if people only get recognized when their idea gets used, they'll stop submitting anything that feels like a risk.

If an idea doesn't fit your strategy, explain why. Use it as a chance to help your team understand where the company's headed. That builds alignment and keeps people engaged.

One company I worked with gave a $50 gift card to any frontline employee whose idea got implemented. Simple, but effective.

Another took it further. They gave a 10% bonus tied to actual results–measured over 12 months. A delivery driver at a local furniture manufacturer created a new routing system that cut fuel costs and improved delivery times. His bonus? $2,500.

That driver didn't just save the company money. He told everyone he worked with what happened. And suddenly, other people started paying attention to inefficiencies they'd been ignoring for years.

Build a cross-functional team to solve real problems.

If you really want to unlock ideas, stop asking people to submit suggestions into the void. Instead, pull together a cross-functional team and give them a specific problem to solve.

Pick people from different parts of the operation–production, quality, scheduling, shipping, engineering. Give them a clear objective and a deadline. Then get out of their way and let them figure it out.

For example: "How do we increase revenue per customer by 15% in the next 90 days without adding headcount?"

Or: "What process changes would cut our lead time by 20% without sacrificing quality?"

You set the goal. They build the plan.

I've seen cross-functional teams come up with solutions that management never would have considered–not because leadership isn't smart, but because the people doing the work every day see problems and opportunities from a completely different angle. They know which workarounds are slowing things down, which capabilities aren't being fully utilized, and which customer requests keep getting turned away that shouldn't be.

But here's the cautionary tale: I also worked with a company that assembled a team like this. After three months, the team delivered 12 solid recommendations–some that could be implemented immediately. The executive team reviewed them, thanked everyone for their time, and then did nothing.

Eighteen months later, they filed for bankruptcy.

The bottom line

Your best ideas aren't going to come from a consultant or a strategy offsite. They're going to come from the people who run your machines, manage your schedules, and deal with your customers every day.

But they'll only share those ideas if they believe you'll actually listen. And more importantly, if they believe you'll act.

You don't want to miss the next opportunity to make a "right turn" that cuts waste, speeds up production, or unlocks new revenue. Those opportunities are already sitting in front of you. You just have to ask.

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