function 4

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UNDERSTANDING THE PROCESS

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

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

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

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

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)

Applications will Fill the Void in Function Four Operations

◦ Standardize Operations Level Performance Assessment

◦ Daily Automated Staffing / Scheduling Tool Based on Actual / Projected Workload

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

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

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





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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 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

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

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!

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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function 4

Documents

staffing opportunities

accurate data capture

work hours projection

retail hours

actionable data cdpom

daily volume

inputgood compliment

coming week