I see this message area filled with gripes from very well paid people who bemoan the fact the world is always changing and they must change with it. Anyone got any suggestions on how the customer can be enticed, forced, to pay more for hands on maintenance or will we get to 24 hour remote monitoring and handle shutdowns only. When the customer says he is willing to pay this much, the company says you get this much for it. If you thing it easy, try setting up a new company today and you will be out of business and in debt in a year. Lets hear suggestions guys, proposals, not just bellyaching.

-- Mr. Anon (nowayjose@aol.com), January 25, 1998

Answers

Maybe if they were in 10 different states . No I mean that if you get what you pay for tell the customer what hes getting then don't lie . Everyjob is under bid should have been done yesterday thats what we here and these companys stay in business and the owners live very well. Better than us ! I am expected to cover 110 units in a 100 mile area 20 of them stairs with heavy traffic 8 to 10 and 3 to 5 pm . And give the customer 1 hour call back time . You tell me! also if I need another man to assist me or me him we travel to anther 100 mile area to help each other and leave our area empty we rearly see a repair team.On top of that we have to get paper work done and order parts we never seem to get so when were seen having coffee with another elevatorman thats wrong but what about the part he gave me to get the car running two days before the part came from the office. To do the right think for the customer. I love my job and I do the right thing and I earn my wage. I'm not saying my office treats me bad I'm saying they expect alot. And it doesn't seem to stop. And all this with a pager and pay phone what took so long for you to call back.

-- unionman (union man@aol.com), January 25, 1998.

Mr. Anon is correct in stating that the world (elevator industry) is always changing & we must change with it. However, he's missing the point stated in the "gripes". Dishonesty is the issue. Tell the customer exactly what he is or isn't getting for his dime. We're not suggesting the customer be forced to pay for more maintenance but simply to get the maintenance he's already paying for. If all you're providing is shutdown service, then the contract should make that clear. If all parties understand & agree to the transaction, the service mechanic isn't left hanging, turning in timecards charging jobs he never sees.

-- Patty Erickson (internet:erickp@fm.facm.umn.edu), January 28, 1998.

New routes 10 units per man

The basic problem stems from having non-elevator people running elevator companies. Many of these people are indeed smart and good profit earners but they lack an essential understanding of the nuts and bolts side of the business. Not every movement a mechanic makes can be quantified on a computer program and customer loyalty is built on establishing relationships between the mechanic and the person who signs the time ticket. I remember helping out building supers with distinctly non-elevator work (we're talking 10-15 minutes to hold a pipe or install a circuit breaker) and being rewarded by him telling his owner what a good elevator job we were doing. The beginning of the end was the early 1970's when the big boys decided to abandon relationship selling at premium prices and compete with smaller non-manufacturing service companies. As the majors lowered prices they forced the independents to lower prices even further and the spiral has not ended. There is hope that the light at the end of the tunnel is not an on-coming locomotive, owners have become more attenuated to quality through contact with consultants and some apparently realize that they cannot get top quality service at bargain basement prices. I wonder if any of you have given thought to the fact that in major markets elevator control system longevity has decreased from the 20-30 years we expected from workhorses such as DMR, VIP260 and such to less than 10 years for the new systems? It seems the companies and consultants are selling the owners on buying faster, more dependable, virtually maintenance free control but ignoring the fact that a 20 story building with 6 center-opening cars still has 120 interlocks, 120 interlock keepers, 120-240 interlock release rollers, 480 hanger rollers, 480 door gibs, 144-288 roller guide wheels and loads of other components that require consistent maintenance to function properly. Too often the owner and consultant go only for the new whizbang controls and $25,000 cab forgetting that there is more than meets the eye. Sorry for writing a book, best to all

Pat Carrajat

-- Patrick A. Carrajat (patrick.partsman@MCI2000.com), February 04, 1998.

Well, Pat puts in due form. The problem could be that the elevator owner is simply looking for the best price for insurance?

-- Vernon P. Keller (vpkeller@earthlink.net), February 08, 1998.