I can’t believe someone that dumb makes that much money.
It’s hitting news outlets everywhere, even on the nightly TV. Saw one quote from Disney saying they take wait times seriously, but that obscures the depth of it.
“To me personally, the day to an appointment is really not what we should be measuring, what we should be measuring is the veterans satisfaction,” he said.
To illustrate his point, he cited the long lines at Disney theme parks.
“When you go to Disney, do they measure the number of hours you wait in line or what’s important?” he said. “What’s important is: What’s your satisfaction with the experience.”
Completely missing the fact that wait time is a significant part of what is important…
It’s on CNN and Fox both ( I first saw it on Fox).
Even Russia Today has it:
But The Thing That Makes This Colossal Stupid:
Disney does measure wait times and line length. Constantly.
This is likely spilling the beans or violating some agreement or other, but… It has me steamed, even though I’ve been gone from Disney for a couple of years now.
I have been in the operations center from which all the line wait time data is gathered and sent, real time, to key operational managers. It happens all day, every day. They use the information to decide when to close admissions on any given day, and to decide how best to change operations “going forward”. So too many people waiting at Peter Pan? Not enough throughput? A manager is dispatched (via radio, no less) to go find out what’s wrong. More staffing needed? Maintenance needed?
Some facilities have hidden automatic counters. There’s an “IR Blob” counter in one major exhibit doorway. It counts “blobs in” and “blobs out” (assuming each IR signature is a person). Automatic totals show on a computer screen in the Ops center (underground somewhere… no I won’t say where… it takes a bus and a tunnel or two to get to it…) There a person is tasked with monitoring status, a computer program compares it to expectations and past history, a floor manager circulates around the people doing the traffic monitoring, and there is real time telephone and radio chatter going on.
If anything has a FUBAR, chains get yanked in real time and things happen. More (or less) tickets may be sold, parks closed to new entrants, new exhibits or rides opened, staff sent urgent “get here quick for overtime” messages, managers phone ringing, maintenance teams dispatched…
I did the Disaster Recovery Project Management work, and we had to go look at their data processing needs and facilities to have clue about how to keep it running, no matter what.
The end of day wait time and occupancy report is one of THE biggest daily metrics put in the face of management. (IFF it wasn’t already there via radio / phone / whatever).
Wait time is considered a key metric. There is a constant battle to get wait times down, while occupancy is kept high. No, they don’t always win it. When a million people all want to spend Christmas in Disney World Magic Kingdom, it is just not big enough. (Thus the opening of parks in Paris, Hong Kong, Tokyo, Singapore, etc. etc. They are building them as fast as they can).
But to assert the folks at Disney are not even looking at wait times is pig ignorant of reality and dead wrong.
A brain fart of Biblical Proportions. When you have constant monitoring real time with real time and end of day (and week and month and quarter) reporting to all levels of management, I dare say nobody has stronger metrics on wait times than Disney. Every ride, every line, all the time. (Staffing levels are set based on it, for one small example. Both next day and same day.)
I know that Corporate can’t say that kind of thing. It breaks the illusion, lifting the cover on the behind the scene beehive of work that goes into making the surface “magical”. But rest assured the V.A. Administrator is a flaming idiot with no clue how to run a ship even 1/2 as tight as Disney, and certainly has no clue how much wait time metrics data is gathered all day, every day, all around the planet; processed real time, and sent to management for actionables.