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Function 4

UNDERSTANDING THE PROCESS. Function 4. 1. ESTABLISHING WORKLOADS. 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.

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Function 4

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  1. UNDERSTANDING THE PROCESS Function 4 1

  2. ESTABLISHING WORKLOADS 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. 2

  3. Tools used to establish the workload 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 3

  4. CSSOM CSV CSAW • Customer Service Staffing Opportunity Model • Customer Service Variance • Customer Service Adjusted Workload

  5. CSSOM / CSV / CSAW • 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

  6. CSSOM • 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

  7. CSSOM • 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

  8. CSSOM • 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)

  9. Function Four Variance Programs • Applications will Fill the Void in Function Four Operations • Standardize Operations Level Performance Assessment • Daily Automated Staffing / Scheduling Tool Based on Actual / Projected Workload

  10. CSV 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 10

  11. Goals of CSV 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 11

  12. GOALS OF AWPS/CSAW 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. 12

  13. CSAW 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 13

  14. Function Four Variance Programs Management Tools Supervisory Tool CSV CSSOM CSAW

  15. Data Availability 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. 15

  16. R.O.V.E.R 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 16

  17. Process 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 17

  18. Other Time 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 18

  19. Productivity 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 19

  20. CONSTANTS FOR EACH LDC 20

  21. WOS 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 21

  22. On-site Review 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 22

  23. Productivity • 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 23

  24. Productivity – Unit Distribution LDC 43 Although management does not have Contractual Standards for clerks, they (management) do have expectations. These expectations are what management designed programs are using in establishing distribution hours. 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%) 24

  25. Working Letters 25

  26. Manual Flats Count 26

  27. Productivity P O BOX Distribution LDC 44 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%) 27

  28. WOS/LDC 45 • 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 28

  29. What can we do • 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 29

  30. FUNCTION 4 CUSTOMER SERVICES MODS OPERATION NUMBERS 30

  31. 32

  32. LDC 43 – MANUAL DIST. OPERATION • 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). 33

  33. Problems for Distribution • 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. 34

  34. LDC 44 – BOX SECTION OPERATION • 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! 35

  35. Continuing with LDC 44 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. 36

  36. Continuing with LDC 44 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. 37

  37. LDC 45 – POSTAL STORE/WINDOW OPERATION 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. 38

  38. 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 39

  39. POSTAL STORE/WINDOW OPERATION • 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. 40

  40. POSTAL STORE/WINDOW OPERATION 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. 41

  41. POSTAL STORE/WINDOW OPERATION 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. 42

  42. Time Earned for the SSA 43

  43. POSTAL STORE/WINDOW OPERATION 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 44

  44. Right and Wrong way of working the window HOW YOUR POS TRANSACTION AFFECTSYOU! 45

  45. RESOURCE PAGE 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 46

  46. UNDERSTANDING THE COMPLIMENT FORMULA • 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 47

  47. THANK YOU 48

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