Function 4
description
Transcript of Function 4
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UNDERSTANDING THE PROCESS
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Average workloads for offices must be determined to properly budget and staff.
Continual upgrades in automation impact offices by reducing the amount of manual mail received.
Changes in retail hours, mix and volume of sales are constantly changing
This requires re-evaluation of workload to be done on a regular basis in a relatively quick and efficient manner.
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CSSOM – Customer Service Staffing Opportunity Model
CSAW – Customer Service Adjusted Workload
Utilizes the following: WOS – Window Operating Survey ROVER – Remote Office Verification Electronic
Retrieval CSV – Customer Service Variance AWPS – Automated Workforce Projection System
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◦ Customer Service Staffing Opportunity Model
◦ Customer Service Variance
◦ Customer Service Adjusted Workload
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Dynamic F-4 Performance Models
◦ Standardized Methodology
◦ Standardized Data Source
◦ National to Unit Level Line of Site
◦ Forecasting - Plan Ahead, Track Behind
◦ Relevant, Actionable Data
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CDPOM - Is the new version of complete F-4 Operations◦ CSSOM Tracks, Trends and Projects Function Four
Staffing Opportunities in the Identical, Intuitive Format of CDPOM
◦ Utilizes AWPS Productivity Factors
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Data Elements:
◦ End of Run - Auto/Mech Volumes
◦ eFlash - Distribution, Box Volumes and Workhours
◦ WOS Earned Hours and Workload
◦ WebVARS – Vending
◦ Address Mgmt System – Routes/ Deliveries
◦ WebCOINS – On Rolls Complement and MPOO Designation
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CSSOM Identifies a 52 Week by Week Trend Using Established AWPS (Automated Workforce Projection System) Productivity Assumptions
Also Includes the Following◦ FY07 Base Data◦ AWPS Other Time◦ Actual DPS Percentage (Box Section)
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Applications will Fill the Void in Function Four Operations
◦ Standardize Operations Level Performance Assessment
◦ Daily Automated Staffing / Scheduling Tool Based on Actual / Projected Workload
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Customer Service Variance
Data refreshes weekly Used in Western Area since Q1 FY06 Used Nationally since Q1 FY08 Is reviewed by Headquarters, Area, and District
personnel Workload based program – complement is
calculated on:◦ The Workload◦ The time parameters in which the workload must be
completed Reviews may be done on site, or remotely
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Accurate data capture and input Measure and monitor office performance Assist in establishing budget Match complement to workload Will show the require hours needed to
complete each LDC’s
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Accurate data capture and input Good compliment mix of Full Time and
Part Time employees. Efficient utilization of compliment mix –
ptf’s/casuals early in the day when there is flexibility based on volume, full-time when staffing is absolutely necessary.
Re-evaluation of mix when bids become open.
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Customer Service Adjusted Workload Tool used daily to assist in staffing and balancing
of work hours Uses productivities of CSV (AWPS) POS transaction download daily Volumes can be manually adjusted Average daily volume and window transactions
over past 12 weeks to determine work hours projection for each LDC’s for coming week
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CSV
CSSOM
CSAW
Management Tools
Supervisory Tool
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Data needed to update and review offices is also accessible to managers
RDM – Retail Data Mart CSV – Customer Service Variance WebEIS – Electronic Information System Data is electronically uploaded to these
programs from Point of Sale Computers (POS), CSDRS and DOIS.
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Remote Office Verification Electronic Retrieval
Used to gather data for updating AWPS Shows all information going into
staffing calculations except constants Needs to be reviewed carefully by the
office
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Data Review Office will be sent a copy of ROVER
with lines highlighted that need to be verified
At same time Ops gather on-line data ROVER returned, new data is input,
questions resolved, other time is submitted to Area for approval
A new staffing proposal is prepared, reviewed and sent to POOM, Finance
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The only place for exceptions to the norm Can be for any LDC Must be verified and justified by the
office Must then be submitted to the area for
approval before it will be added into daily work hours
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Constants Many office activities have been
assigned nationally calculated constants for use in workload determination
These constants are then multiplied by the relative value to determine workload for the office – routes or deliveries etc
These will be used for almost any other workload and the constants cannot be adjusted
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CONSTANTS FOR EACH LDC
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Window Operating Survey
May still be conducted on-site Information from POS entries feeding
directly into Retail Data Mart – reducing the need for on-site WOS
Results being downloaded into system daily
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Normally 1-2 day visit Base data verified (PS form 1260 and 1261) Volume measurements Observations for each LDC Review floor plan, case layouts Verify any “other time” required Verify actual mail arrival profile Review prior 3930’s for volume accuracy Conduct WOS survey (if necessary), Mainly monitor
wait time and to see if SSA is moving in/out operation based on operation needs.
Review and input all data Prepare, review new staffing proposal, submit to
POOM, Finance, District Manager and Area
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The productivity rates are recalculated based upon the number of separations in an office
Spread setup and pull down times all include the number of separations in their calculations.
The number of separations includes only:◦Number of routes (city, rural, HCR)◦Number of PO Box route equivalents (120
rented boxes = 1 route) only for productivity rate
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Although management does not have ContractualStandards for clerks, they (management) do have expectations. These expectations are what
managementdesigned programs are using in establishing
distributionhours.
On Average, Distribution Clerks sort: (50-63 Separations) 7.75’ of letters per hr (prior AWPS/CSAW 5.90ft
+31.4%) 9.5’ of flats per hr (prior AWPS/CSAW 9.14ft +4%) ***Parcels/sprs – 325 pieces per hour (- 32%)
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Piece count = 227 or 1foot Piece count = 227 or 1foot Pieces Pieces Feet Feet Letter Separation 0 - 35 Letter Separation 0 - 35 2,043.00 2,043.00 9.00 9.00
Letter Separation 36-49 Letter Separation 36-49 1,929.50 1,929.50 8.50 8.50
Letter Separation 50-63 Letter Separation 50-63 1,759.25 1,759.25 7.75 7.75
Letter Separation 64-77 Letter Separation 64-77 1,589.00 1,589.00 7.00 7.00
Letter Separation 78-84 Letter Separation 78-84 1,418.75 1,418.75 6.25 6.25
Letter Separation 85-999 Letter Separation 85-999 1,248.50 1,248.50 5.50 5.50
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Piece count = 115 or 1 foot Piece count = 115 or 1 foot Pieces Pieces Feet Feet
Flat Separation 0 - 35 Flat Separation 0 - 35 1,293.75 1,293.75 11.25 11.25
Flat Separation 36-49 Flat Separation 36-49 1,207.50 1,207.50 10.50 10.50
Flat Separation 50-63 Flat Separation 50-63 1,092.50 1,092.50 9.50 9.50
Flat Separation 64-77 Flat Separation 64-77 1,006.25 1,006.25 8.75 8.75
Flat Separation 78-84 Flat Separation 78-84 891.25 891.25 7.75 7.75
Flat Separation 85-999 Flat Separation 85-999 776.25 776.25 6.75 6.75
Parcel Post Parcel Post 325 325
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5’ of letters per hr (prior AWPS/CSAW 4.17ft +19.9%)
7’ of flats per hr (prior AWPS/CSAW 5.81ft +20.5%)
10’ of DPS Letters per hr (prior AWPS/CSAW 5.67ft +76%)
7’ of DPS Flats per hr (prior AWPS/CSAW 5.81ft +20.5%)
225 parcels/sprs per hr (prior AWPS/CSAW 146 +53.7%)
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Clerks must enter transaction – correctly and always OR
You won’t get the time!!!!!! Reports to run in EDW for review or
scheduling◦ RDM WOS VARIANCE◦ RDM WOS DETAIL & SUMMARY◦ RDM WOS SSA TRANS & VISIT COUNT◦ RDM WOS EARNED – ACTUAL STAFFING GRAPH◦ NATIONAL ACTUAL STAFFING GRAPH YTD◦ NATIONAL STAFFING HISTORY FY 2006 THRU 2008
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Use the correct operation number
Accurate volume count
Input the information correctly into POS
Move in and out of window operation when
needed
Limit the number of SSA doing one or two
transactions per half hour
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LDC MOD/ OPER DESCRIPTION
42 649 BRM
43 151 MANUAL LETTER - INCOMING PRIMARY
43 171 MANUAL FLAT - INCOMING PRIMARY
43 079 PACKAGES – INCOMING DISTRIBUTION
43 241 ALLIED DISTRIBUTION
44 769 BOX SECTION
45 355 WINDOW SERVICE-STATION/BRANCH
45 568 WINDOW SERVICE-MAIN OFFICE
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LDC MOD/ OPER DESCRIPTION
48 544 CAGES SERVING CARRIERS/SPECIAL DELIVERY MESSENGERS
48 558 OFFICE WORK & RECORDKEEPING-CUSTOMER SERVICES
48 583 EXPRESS MAIL-CUSTOMER SERVICE
48 608 STEWARDS - CLERKS - CUSTOMER SERVICES
48 621 TRAVEL - CUSTOMER SERVICES
48 631 MEETING TIME - CUSTOMER SERVICES
48 742 MISC ACTIVITY-CUSTOMER SERVICES
48 794 MISC MARKUP ACTIVITIES - STATION/BRANCH
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Accurate volume count – This is first thing the
Inspection Team will look at during on site inspection.
If the station/branches are inflating volume, Operation
Support will reduce the volume projection for the year
by inflated percentage number during the inspection.
Inspection Team will count but not limited to the
following equipment, BMC’s, APC’s, hampers, skids,
letter tray, and flat bucket. The national average for
the following equipment is; BMC equal to 261 pcs, APC
equal to 102 pcs, and hamper is 252 pcs (sprs).
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Example: We have one full hamper (spr’s only) rated at
252 pcs (National average). The formula for parcel/spr is
5.42 pcs per minute. 252 pcs is divided by 5.42 pcs per
minute= 46 minutes. Management is converting spr’s
count to working flats. Using same number of pcs, 252
divided by 115 equals 2.19ft of working flats. The rate
per hour for flat case with 50 separations is 9.50ft. Take
2.19ft divided by 9.50ft per hour *60 = 14 min per
hamper. In this situation, we lost 32 minutes of
distribution time.
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Accurate volume count – Inspection Team will
look at volume during on site inspection. If
the station/branches are inflating volume,
Operation Support will reduce the volume
projection for the year by inflated number
during the inspection. If clerks count the mail
in the Box Section. Please be careful with
your count!
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Operation Number – This is the unit where clerks most of the
times are not moving in or out of operation number 769.
Example: Every day at 6:30am, one part time clerk moves is in
the Box Section and is in correct operation. Two full time clerks
from the distribution unit operation 079 are required to help in the
box section at 8:00am. The two clerks move into the operation
769, but never moved out when the mail was finished. Thus
showing that Box Section was overstaffed base on the volume.
Even though the two full time clerks were working in another unit
after the mail was finished. The rings will show there is
opportunity to capture this time. Do not let rings be part of
management excuse to get rid of full time jobs.
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Closing Boxes – NON WEBATS SITE ONLY
If there is on-site inspection at your station during
second week of the month, do not close any boxes
until after they have counted all your open PO
boxes. This will increase the amount of time allowed
for uaa/nixies/fwd.
ALL UNITS - If box section has many opening/closing
in any given month let team member know. You
may be entitled to additional time for this task.
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Clerks are seeing increase in loss work
hours in LDC 45. In November 2003, LDC 45
went through a major change. Every forty-
five minutes earned on the window equals
to additional 15 minutes of soft time.
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The following is now in your 15 minute soft time, only if you earn 45 minutes
Prior to November 2003, we earned the following:
Audit Stamp Credits or Cash Drawers 6.79 min per week
Stock Requisition (17) or Loose Stock 11.28 min/store/day
Stocking/straightening Store Shelve 14.97 min/store/day
Intermediate Log/on/off 3.53 min/store/day
Obtain Cash Register Change 3.48 min/store/day
Official Postal Store Communication 3.79 min/store/day
The following Non Revenue Transaction
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Whenever a SSA (Sales Service Associate) works
the window, they must be in operation 355 or 568
If the window is slow, move out. This will show
that clerks are moving in/out operation where
they are needed.
If you do leave the window, make sure that you
lockout/standby of POS.
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Every SSA that does one revenue/non-revenue
transaction on POS. SSA are reported on the
RDM towards staffing within that half hour of the
transaction process.
Remember, if SSA does not earn the 45 minutes,
they will not received 15 minutes of soft time.
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Postage Stock Sales – Scan each item that you
sell. You earn at least 35 second per item (.58
units). Example if you sell five books of
Forever stamps you will earn 2 minutes and 54
seconds, if you scan in one book (Forever
stamps) and manually change the quantity to
five. The time earn is only 35 seconds.
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Passports – If your station/branch is passports acceptance agency. Make sure that each passport and photo is process into POS separately.
Example: If you are using IRT system doing a passport for a family of four you must enter $25 four times, this is only way to receive the proper credit of 48 minutes. If passport is entered for $100 you will only receive a credit for doing one passport and receive only 12 minutes. Loss earned time of 36 minutes and 15 minute soft time.
IRT system processing passport photo must enter each photo separately. If we used the example above (family of four) time earned if photo were entered separately would be 16 minutes. If you entered photo amount as $60 you will only earned 4 minutes. Loss earned time of 12 minutes.
If clerk who process the passport application/photo not currently working the window. Give cash or check to SSA who is working the window. DO NOT LOG INTO POS
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HOW YOUR POS TRANSACTION AFFECTS
YOU!
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Mystery Shopper Settlement September 15, 2008 Information Request for Function 4 Customer Service Information Sheet (examples) 4000B CSV FAQ IMAQ Overview Complement guide to staffing Webcoins Information Accountable Worksheet Volume Recording Form
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YOUR TOTAL CSV NUMBER DIVIDED BY 93.50%/40 WILL EQUAL YOUR COMPLIMENT
EXAMPLE: CSV NUMBER is 393 hrs weekly
STEP 1 - TAKE 393/93.50%= 420.32
STEP 2 - TAKE 420.32/40= 10.51 MAX
EMPLOYEES ALLOWED AT THIS STATION.
YOU CAN USE ANY COMBINATION FULL, PART
TIME AND CASUAL EMPLOYEES
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