Overview
AM Standard Operating Procedure
AM SOP Overview 2
NationalCased Letters (pcs)
4,000,000,000
5,000,000,000
6,000,000,000
7,000,000,000
8,000,000,000Q
2F
Y02
Q3
FY
02
Q4
FY
02
Q1
FY
03
Q2
FY
03
Q3
FY
03
Q4
FY
03
Why Do Anything? - Volume Trends
AM SOP Overview 3
NationalCased Flats (pcs)
4,000,000,000
5,000,000,000
6,000,000,000
7,000,000,000
8,000,000,000
9,000,000,000Q
2F
Y02
Q3
FY
02
Q4
FY
02
Q1
FY
03
Q2
FY
03
Q3
FY
03
Q4
FY
03
Why Do Anything? - Volume Trends
AM SOP Overview 4
NationalDPS %
60%
63%
66%
69%
72%
Q1
FY
02
Q2
FY
02
Q3
FY
02
Q4
FY
02
Q1
FY
03
Q2
FY
03
Q3
FY
03
Q4
FY
03
Why Do Anything? - Volume Trends
AM SOP Overview 5
NationalOEI/SEI % SPLY
-12%
-7%
-2%
3%
8%
Q1FY02
Q2FY02
Q3FY02
Q4FY02
Q1FY03
Q2FY03
Q3FY03
Q4FY03
Why Do Anything? – Productivity Trends
AM SOP Overview 6
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
AM SOP Overview 7
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
AM SOP Overview 8
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
AM SOP Overview 9
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
AM SOP Overview 10
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
AM SOP Overview 11
Strategy Development – Critical Path for F2B
Management Actions to Exercise Rights and Responsibilities
– M39
– M41
– F21
– ELM
Standardize Methods
– AM SOP
AM SOP Overview 12
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
AM SOP Overview 13
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
AM SOP Overview 14
Strategy Development – Delivery Units
Efficient Office Layout
Standardize Sequence Of Daily Events
– Vehicle Check
– Nixie/Forwards
– Accountable Mail
– Miscellaneous
Ensure Accuracy Of DOIS Data
AM SOP Overview 15
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
AM SOP Overview 16
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
Strategy Development – Delivery Units
AM SOP Overview 17
Strategy Development – Flats Office Time
AM SOP Overview 18
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
AM SOP Overview 19
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
AM SOP Overview 20
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 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
AM SOP Overview 21
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
AM SOP Overview 22
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
AM SOP Overview 23
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 $$$$
AM SOP Overview 24
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
AM SOP Overview 25
Initial Results - Outcomes
4.5 Routes reduced
5 Vehicles eliminated
5 Positions excessed
Base reduced 30 hours
Scheduled BT changed from 06:30 to 07:00 to 07:30 after RI
AM SOP Overview 26
Communicating the Strategy
Process
– Area - NBA’s
– PC - Local Presidents
– Manager - Stewards
– Supv - Carriers
Discuss AM SOP
Process - Events - Timelines
AM SOP Overview 27
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
AM SOP Overview 28
Communicating the Strategy - External
Management Organizations - NAPS, NAPUS, League of Postmasters
Overview program with NBA’s, local presidents, stewards
AM SOP Overview 29
Strategy Implementation
AM SOP Initiative - Operational Responsibility
– Owner - POOM/MCSO
– Co-trainers - MOP/MGR DP
– Oversight - Field coordinators (4)
Not a support program
AM SOP Overview 30
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
AM SOP Overview 31
Strategy Implementation – Alpha Roll-Out
One site per PC
50 day timeline, start to finish
Start - July 14, 2003
Completion - September 2, 2003
Consists of 445 city routes
AM SOP Overview 32
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
AM SOP Overview 33
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)
AM SOP Overview 34
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
AM SOP Overview 35
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
AM SOP Overview 36
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
AM SOP Overview 37
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
AM SOP Overview 38
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
AM SOP Overview 39
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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