Transcript AM SOP Overview - USPS MISCELLANEOUS

Overview
AM Standard Operating Procedure
Why Do Anything? - Volume Trends
National
Cased Letters (pcs)
8,000,000,000
7,000,000,000
6,000,000,000
5,000,000,000
AM SOP Overview
Q4
FY03
Q3
FY03
Q2
FY03
Q1
FY03
Q4
FY02
Q3
FY02
Q2
FY02
4,000,000,000
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Why Do Anything? - Volume Trends
National
Cased Flats (pcs)
9,000,000,000
8,000,000,000
7,000,000,000
6,000,000,000
5,000,000,000
AM SOP Overview
Q4
FY03
Q3
FY03
Q2
FY03
Q1
FY03
Q4
FY02
Q3
FY02
Q2
FY02
4,000,000,000
3
Why Do Anything? - Volume Trends
National
DPS %
72%
69%
66%
63%
AM SOP Overview
Q4
FY03
Q3
FY03
Q2
FY03
Q1
FY03
Q4
FY02
Q3
FY02
Q2
FY02
Q1
FY02
60%
4
Why Do Anything? – Productivity Trends
National
OEI/SEI
% SPLY
8%
3%
-2%
-7%
-12%
Q1
FY02
Q2
FY02
Q3
FY02
Q4
FY02
Q1
FY03
AM SOP Overview
Q2
FY03
Q3
FY03
Q4
FY03
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Why Do Anything? – Carrier Office Summary

Continuous volume decline

Increase in DPS

Failure to capture down time in the office
– Declining OEI trend
– Increased usage of street hours
– Declining SEI
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Why Do Anything? – Created From Necessity

Situation
– Unstable Mail Flows and Processing Expectations
– Carriers Waiting on Mail from F1 and F4
– Declining Workload
– Erratic Leave Times
– Expanded Street Times
– Leave Early for Street, Return at Scheduled Time

Summary: Create Consistency Via Standardization
to Eliminate Chaotic Environments
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Strategy Development - Introduction

The purpose of this strategy is to standardize
management processes and integrate IOP into
the management of carrier AM office procedures

To provide a training guide with a step by step
process utilizing:
– DOIS
– TACS
– MSP
– Policies & Procedures

Develop the business case to stabilize routes
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Strategy Development – Remove the Barriers

Stabilize Mail Flows & Processing Expectations
– Create IOP Contracts
– Establish Correct Start Times

Stabilize Carrier Leave Times
– Leave at Scheduled Time
– Document Work Hours Based On Workload

Stabilize Carrier Street Times
– Leave and Return at Scheduled Times

Summary: Create Consistency Via Standardization To
Eliminate Chaotic Environments
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Strategy Development – Critical Path for F2B

Program is Responsibility of:
– POOM / MCSO
– Postmaster / Station Manager

Procedures / Methods are:
– Visual
– Quantifiable

Create:
– Daily Accountability
– Operational Responsibility
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Strategy Development – Critical Path for F2B

Management Actions to Exercise Rights and
Responsibilities
– M39
– M41
– F21
– ELM

Standardize Methods
– AM SOP
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Strategy Development – Critical Path for F2B

Core Elements
– Define Plant Requirements – IOP Contracts
– Spread/Count 100% Committed Flats to Carrier
Case
– Set Carrier Reporting Time
– Sequence A.M. Carrier Procedures

Identify and Track:
– Straight Time Pivoting & Office Assistance
– Stand-By Time by Cause
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Strategy Development – Plant Responsibility

Processing
– DPS - 85%
– CR Flats - 80% Automated
– STD ‘A’ Isolated

Create IOP Contract
– Identify/correct exceptions
– Integrated Operating Plan – Daily Tracking
– Reports by day, week, & YTD for DPS, Flats, &
Transportation
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Strategy Development – Delivery Units

Efficient Office Layout

Standardize Sequence Of Daily Events
– Vehicle Check
– Nixie/Forwards
– Accountable Mail
– Miscellaneous

Ensure Accuracy Of DOIS Data
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Strategy Development – Delivery Units

Standardize Clerical Functions

Reporting Times
– Mail Receipt - Prep – Spread
– Increase Flexibility
– Route Structure Will Support Appropriate
Complement
– 80% Mail Available - 100% Flats

Prioritize Flats - For Carrier Case Distribution

Count Volume – Use DOIS Ensuring Accurate
Data
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Strategy Development – Delivery Units

Set Carrier reporting time
LATE
TARDY
– EAL < 8 hour increments
– Secure timecards
– F21 section 142.11 Time & Attendance Manual Upon arrival, employees are to clock in at the
scheduled reporting time and report to their work
station ready to work
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Strategy Development – Flats Office Time
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Strategy Development – Delivery Units

80% of the carrier’s mail should be at the carrier case
prior the carrier arrival-M-39 sec 141.122.

100% caseable flats prior to carrier reporting times.

CASE FLATS FIRST

Observe workroom floor activities

Identify, address, correct and document
inefficient/time wasting procedures

Communicate current day’s expectations

Review carrier’s request for OT and assistance
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Strategy Development – Delivery Units

DOIS is to be used as the tool to provide
ongoing trend analysis to ensure proper route
structure and MUST have accurate data
– Evaluate daily work hours using projection reports
– Provides the historical data needed to determine
route adjustment
– Provides the means to actually perform the route
adjustment
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Strategy Development – Delivery Units

Review previous day variances in carrier agreed-upon
return time and or end tour using the:
– 1813, 1017A/B, DOIS & TACS reports

Ensure accountable clerk is scheduled to avoid delay
of carriers, MDCD scanners should be provided at this
time

Utilize rolling carts by accountable clerks
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Observe loading procedures to ensure
– Loading is on street LDC
– Parcels sequenced into the vehicle on street time to
facilitate timely delivery
– Parcels are NOT part of an office function
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Strategy Development – Critical Path for F2B

Identify Under-Time To Primary Route
– Straight Time
– Office Assistance
– Pivoting

Stand-By OPN 354 Coded By Cause

Document (DOIS/TACS) All Straight Time Not On
Primary Route
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Strategy Development – Site Selection

Pre-Inspection TOP (Top Office Performer) Audit
conducted in initial AM SOP site by Eastern Area
Inspection Team - Nov. 02

Office failed TOP Audit - 81 overall / 36 delivery
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Strategy Development – Site Selection

Numerous Causes/Concerns

Mail Arrival Problems

Clerk Inefficiencies

Carrier Inefficiencies

Management Inefficiencies

Poor FLASH Performance Issues

Eastern Area Inspection Cancelled - Office Not
Ready $$$$
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Initial Results – Performance Improvement

TOP Audit - Improved from 81 overall / 36
delivery score to 97 overall / 98 delivery score

LDC 21
– PRE -0.7% to PLAN, -4.8% to SPLY AP02 FY 03
– POST -3.6% to PLAN, -8.3% to SPLY AP06 FY03

OEI
– PRE
0.8% to PLAN, 5.5% to SPLY AP02 FY03
– POST 3.7% to PLAN, 9.7% to SPLY AP06 FY03
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Initial Results - Outcomes

4.5 Routes reduced
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5 Vehicles eliminated
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5 Positions excessed
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Base reduced 30 hours

Scheduled BT changed from 06:30 to 07:00 to
07:30 after RI
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Communicating the Strategy

Process
– Area
-
NBA’s
– PC
-
Local Presidents
– Manager
-
Stewards
– Supv
-
Carriers

Discuss AM SOP

Process - Events - Timelines
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Communicating the Strategy - Internal

Office management to Carriers- driven by use of
standard operating procedures to direct the
sequence of actions & events within the office

Training for Customer Service & Plants
– PCES
– PC Staff
– Plant & Customer Service Managers
– Operations Managers & Supervisors
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Communicating the Strategy - External

Management Organizations - NAPS, NAPUS,
League of Postmasters

Overview program with NBA’s, local presidents,
stewards
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Strategy Implementation

AM SOP Initiative - Operational Responsibility
– Owner
- POOM/MCSO
– Co-trainers - MOP/MGR DP
– Oversight - Field coordinators (4)

Not a support program
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Strategy Implementation – Site Selection

Criteria for ‘Alpha’ & ‘Beta’ sites
– DOIS site with 20-50 city carrier routes
– DPS & FSM processing
– Overtime > 10%
– Marginal budget performance
– Identified inefficiencies
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Strategy Implementation – Alpha Roll-Out

One site per PC

50 day timeline, start to finish

Start - July 14, 2003
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Completion - September 2, 2003

Consists of 445 city routes
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Strategy Implementation – Beta Roll-Out

One site per POOM / MCSO

50 day timeline, start to finish

Start - August 12, 2003

Completion - September 30, 2003

Consists of 2082 city routes
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Alpha Site Results

Start times
– 11 sites changing to later carrier begin tour due to
identified mail arrival profile (by :30 to 1:30)

Time clocks
– All sites now securing badges

Downtime
– Operation 354 used along with reason for
downtime (documented 2 to 10 hrs per day
average)
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Alpha Site Results

Floor layout
– All sites changed floor layouts (197 routes moved)
– All sites reduced casing equipment (133 pieces of
cased eliminated)
– Floor configuration changed
– Eliminated safety hazards

Transportation
– 7 sites made transportation changes
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Alpha Site Results

Delivery Point Sequence
– Twelve sites indicate increased DPS percentage
from 1.2 to 15.5% with 2 sites at 85%
– Four sites exceeding 80% DPS

DOIS Indicators
– Eleven sites increased Total Workload
Effectiveness AP following implementation
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Alpha Site Results

Mail flow / F4
– Reduction in F4 work hours
– 80% of mail is being provided to the carrier prior to
their begin tour
– IOP team focus is on separation of pref from
standard mail
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Alpha Site Results

Route / work hour adjustments
– Thirteen sites made immediate minor/negotiated
adjustments involving the elimination of 15 routes
plus work hour / route status reductions
– One site absorbed 800 new growth deliveries
– Formal Inspections and/or additional minor
adjustments planned for spring
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Summary

Establish Core Competencies For Sites
– Transportation Stability
– IOP Effectiveness
– Office & Street Work Hour Trend
– Office & Street Effectiveness (DOIS)
– Downtime Report
– OEI / SEI
– Late Leaving / Returning Routes
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Summary

Stabilize Route Structure
– Formal Inspections
– Special Inspections
– Minor Adjustments

Present Business Case
– To NALC
– To Individual Carrier

Conduct Joint Reviews
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