I can only speak to what I know. Right now my trucks have not decreased in size since 4th quarter. They are loaded completely full. each truck averages 2600 pieces. My payroll has decreased dramatically. I get exactly 12 team members for the first hour and 4 more come in an hour later. They all get 6 hours. I am in an early morning Super-T. I love when we get a 2000 piece truck and the LODs are all thinking that I should be able to get the team out early. They simply look at the total truck number. What they fail to look at is the actual load? Last week I had 198 repacks on a 1998 truck. This truck also had 5 big boxes of cosmetics. Unless you work flow, you have no idea how those 2 things can affect your goal time. We did have a few people say they were going to work slower to get their hours. Those people have been performances managed. It is no different than a closing team member who plans on leaving re-shop because they are tired of it. Every team in the building works hard, and we are all affected by payroll cuts. We all affect each other. If there is reshop left from the night before, flow works it out. If there are not enough cashiers, sales floor covers. If pulls do not get worked, backroom comes out to take care of them. If backroom doesn't get the pulls done, flow takes care of them. If your flow team is not as efficient as it should be then they should be coached. I would challenge everyone to look at some reports to see if the reality backs up your claims. My team has beat the RWT goals by more than 35% since last September, this includes pulling, stocking, unloading and back-stocking. My STL is evenhanded with cutting payroll, usually it is a percentage for each work center. To simply slash a bunch of hours out of flow would be disastrous. Someone has to get the freight to the floor if flow does not have the hours to do it, who will?