1 FY02 ASA Presentation Provide Mail Services Presented by: James V. Spears Team Members: Angela...

FY02 ASA Presentation

Provide Mail Services

Presented by:

James V. Spears

Team Members:

Angela MiltonTracy Niksich

Office of Research ServicesNational Institutes of Health

18 November 2002

ASA Template - 2002

Customer Value Proposition

Team Leader

Provide Mail Services

DS5: Management of Postal Accounting System

Discrete Services

Service Group

DS3: Process and Dispatch Outgoing Mail

Customer Intimacy Sustain

DS1: Process and Deliver Incoming Mail

DS2: Perform Mail Directory/Locator Service

DS6: -------------Not Used------------------------

DS4: Process/Deliver Inter-Office Mail

Product Leadership Harvest

James Spears

Operational Excellence Growth

Service Strategy

Team Members Angela MiltonTracy Niksich

Receive, process and deliver mail to provide users with a timely, accurate, and convenient service to distribute information that complies with U.S. Government and USPS standards.

Customer Perspective

DS1: Customer Segmentation Process and Deliver Incoming Mail

MAIL STOPS BY BUILDING

xecutiv

II (6701 R

xecutiv

6116 E

xecutiv

1 10401 F

wood rd

laza (6

I (6705 R

6700-B

Rockle

r.8 45

6 2 6100 E

xecutiv

9 6011 E

xecutiv

rmatio

nestre

6006 E

xecutiv

6101 E

xecutiv

Federa

l (7550 W

isconsin

laza (6

trs18T

esearc

ourt (5

)5413 W

. Cedar ln

.6610 R

(8717 G

house (1

6050 In

dustria

l rd.)

r dr.)

Navy (8

isconsin

2420 P

ok I (5

isher ln

illco b

ldg (6

xecutiv

5415 W

. Cedar ln

.6001 M

d6010 E

xecutiv

8424 H

t.9101 O

isconsin

(12300 T

way (7

isconsin

ok II (1

2441 P

Building

100.0%

Mail Stops Cumulative Percentage

• 21% NIH buildings (18 of 85) accounted for 80% of all mailstops

• 32 buildings account for only one mailstop each

• mailstops are not evenly distributed among buildings

•The average number of mailstops per building is 13.3

• Fewer mailstops per building means that mail delivery is more time consuming than if the mailstops were distributed among fewer, larger buildings

• Mail comes to NIH from around the world

•impossible to formally document the primary sources of mail.

% of Total Directory Mail Generated, By Month

DS2: Customer Segmentation Perform Mail Directory / Locator Service

• The volume of directory mail stays proportionate with the volume of first class mail

• On a monthly basis, any differences in directory mail generation by different first class mail types (e.g. FedEx bills, Christmas cards, etc.) cancel each other out

• Directory services are only performed after the incoming mail volume has been processed for delivery and does not increase variable costs

DS2: Customer Segmentation Perform Mail Directory / Locator Service

DS3: Customer Segmentation Process and Dispatch Outgoing Mail

IC Ranking by Postage Expenses

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

Postage Expenses Cumulative Percentage

DS3: Customer Segmentation Process and Dispatch Outgoing Mail

• 16% of NIH postage accounts (9 of 56) accounted for 80% of all postage used

• 55% of NIH postage accounts (31 of 56) accounted for only 3% of all postage used

• Outgoing mail has priority only after all incoming mail has been dispatched for delivery at 12:30 p.m.

• All Outgoing mail is processed daily before USPS pick-up.

DS4: Customer Segmentation Process and Deliver Inter-Office Mail

MAIL STOPS BY BUILDING

xecutiv

II (6701 R

xecutiv

6116 E

xecutiv

1 10401 F

wood rd

laza (6

I (6705 R

6700-B

Rockle

r.8 45

6 2 6100 E

xecutiv

9 6011 E

xecutiv

rmatio

nestre

6006 E

xecutiv

6101 E

xecutiv

Federa

l (7550 W

isconsin

laza (6

trs18T

esearc

ourt (5

)5413 W

. Cedar ln

.6610 R

(8717 G

house (1

6050 In

dustria

l rd.)

r dr.)

Navy (8

isconsin

2420 P

ok I (5

isher ln

illco b

ldg (6

xecutiv

5415 W

. Cedar ln

.6001 M

d6010 E

xecutiv

8424 H

t.9101 O

isconsin

(12300 T

way (7

isconsin

ok II (1

2441 P

Building

100.0%

Mail Stops Cumulative Percentage

DS4: Customer Segmentation Process and Deliver Inter-Office Mail

• 21% NIH buildings (18 of 85) accounted for 80% of all mailstops

• 32 buildings account for only one mailstop each

• Inter-Office mail is processed separate from incoming mail when processed for delivery

• Inter-Office mail cannot be tracked by source as Inter-Office mail lacks a return address

• All Inter-Office mail is processed daily

DS5: Customer Segmentation Management of Postal Accounting System

IC Ranking by Postage Expenses

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

Postage Expenses Cumulative Percentage

DS5: Customer Segmentation Management of Postal Accounting System

• 16% of NIH postage accounts (9 of 56) accounted for 80% of all postage used

• 55% of NIH postage accounts (31 of 56) accounted for only 3% of all postage used

Customer Satisfaction (Poll)

• 20.4% rate of return (224 of 1100)

• The range of the rating scale was from A (excellent) to E (poor) in order to keep the grading system familiar to respondents

• Scoring was done on the collegiate system (e.g. A=4.0, B=3.0, etc.)

• The overall mean score (excluding N/A responses) of 3.0 is equal to a “B” (very good)

Mean Score by Question

Question Number

Poll Analysis By Question: Percent “C” (Acceptable) or better

99%96%

88%91%

97% 98% 99% 98% 97%

Question Number

Percent "C", or Better

Poll Analysis By Question: Percent “C” or better

1 2 2a 2b 2c 3 4 5 6 7 8 9 10 11 12

ll0.00

Percent "C" or Better Mean Score

Percent "C" or Better vs. Mean Score by Question

Poll Analysis:

• Low scores given for Question 2 were nearly all related to Question 2c (per their comments)

• Many complaints from Question 2c were due to a misconception among some employees concerning positional mail

• Complaints from Question 4 were primarily concerned with slower delivery of poorly addressed interoffice mail (e.g. see following slide)

Customer Satisfaction (Poll)(cont.)

Customer Satisfaction (Poll)Poll Analysis:

• The lower than average mean score (2.68) for Question 6 was not unexpected, this is the most difficult mail type to process to intended recipient

• The 88% “C” or better for Question 6 shows that most of our customers understand that this mail is difficult to process and they feel that we are doing an acceptable to excellent job with it

Reduce Customer Complaints Regarding MissortsCOMPLAINTS: MISSENT MAIL

sorter error not properly endorsed by recipient sorter forwarding error

Error Type

# of Missorts Cumulative Percent

Reduce Customer Complaints Regarding Missorts

• There is no source pattern to the complaints as they are addressed immediately with corrective action and verified continuously for several weeks to be certain the problem is solved

Internal Business Process Perspective

Block Diagram: Provide Mail Services

ProcessMail

DriversDeliver

Incomingand

InterOfficeMail

Processand

DispatchOutgoing

ManagePostal

AccountingSystem

DeliveryDriversReturn

withOutgoing

Discrete Services for MCSB:

• Are sequential in nature

• Cannot be performed out of order

• Must all be performed on a daily basis

• Our Service Group completed Five deployment flowcharts for Five discrete services

• Production of the deployment flowcharts, and verification by sorters confirmed that management’s perception and understanding of the process workflow was correct and complete.

• MCSB Management monitor every step of the work-flow process for standards compliance

Conclusions from Discrete Services Deployment Flowcharts

Process Measures

List process measures for each discrete service

• DS1-1: Time of day at route midpoint• DS1-2: Error Rate from Random Samplings • DS2: Error Rate from Random Samplings • DS3: Error Rate from Random Samplings • DS4: Error Rate from Random Samplings • DS5: Dollar savings vs. Postal OMAS

statement

Process Measure Results

Findings from process measures data:

DS1: Process and Deliver Incoming Mail• Control Charts showed that the driver

delivery times were consistently within normal variation when regular drivers were present

• Random Samplings from clerk sortation showed a 1.06% initial error rate for September.

DS2: Perform Mail Directory/Locator Service• Random samplings showed no clerk look-

up errors

DS3: Process and Dispatch Outgoing Mail• Random Samplings of meter-stamped

outgoing mail showed a 0.21% error rate for September. All errors were from one day. Cause of error was failure to apply oversize surcharges where needed

DS4: Process and Deliver Inter-Office Mail• Random samplings of inter-office mail

showed no clerk sortation errors.

DS5: Management of Postal Accounting System

• $8,748,000 savings vs. OMAS statement by disputing unauthorized charges from USPS and other sources since 1992.

Learning and Growth Perspective

Turnover:• Turnover is expected to become an issue

for MCSB in the near term• Turnover will be less of an issue in the

longer term, due to increased outsourcing of duties within MCSB

Sick Leave:• MCSB has the lowest sick leave usage of

any Service Group in the study, despite having one employee on long-term sick leave during the whole of the study period. This is due to high morale and dedication to duty within MCSB

Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data

14 3 9 31 8 17 43 38 36 33 41 12 30 32 28 18 29 21 39 20 16 24 27 40 35 5 23 42 19 4 34 15 37 25 26 1 2 10 11 13 7

Average Hours of Sick Leave Used(Oct 2001 - June 2002)

Service Group Number

Awards:• By giving awards where deserved and

spreading them fairly between Management and Clerk employees, MCSB has created a high-morale environment

EEO Complaints:• MCSB EEO complaint average was based

on only one complaint. This was due to the termination of an employee who was trying to avoid this management action.

ER:• MCSB ER average is higher than the

MCSB ADR average, due to the fact that MCSB counsels employees and provides numerous opportunities for reform before taking corrective action

ADR:• MCSB ADR average was higher than

would normally be expected due to the efforts of two employees who were trying to avoid progressive corrective action and eventually, termination.

• All major skills and abilities required by MCSB are present among current employees

• MCSB is currently short by six positions. It is expected that these positions will be filled through outsourcing

• Since 850,000 sq ft of NIH lab space is expected to be created over the next three years, MCSB must be prepared to constantly reexamine its’ needs and to amend the current mail services contract, as needed

• MCSB must continue to promote safety / security awareness, teambuilding, and computer skills through the use of available training classes to keep employee skills up-to-date

• MCSB must begin to analyze options for replacing it’s Pitney-Bowes Paragon® postage machines to ensure best value for NIH

Analysis of Readiness Conclusions

Financial Perspective

Unit Cost Measures

Analysis:

• “Process / Deliver Incoming Mail” – Cost per hour is relatively stable, but dependent on set wage rates

• “Mail Directory / Locator services” – No direct variable costs associated

• “Process and Dispatch Outgoing Mail” – No direct variable costs associated

• “Process / Deliver Inter-Office Mail” – No direct variable costs associated

Unit Cost Measures

Analysis:

• “Manage Postal Accounting System” –Postage costs by IC must be tracked to

•properly attribute time and costs

•accurately assess IC’s for next Fiscal Year

•ensure accurate USPS billing

Asset Utilization Measures

Productive hours per FTE 1840

Number of FTE Positions 30

Total Productive Hours Available 55,200

Productive Hours Spent per task Pct Down Time Hours Downtime

Process * Deliver Inter-Office Mail 7,176 13% 0% 0

Manage Postal Accounting System 2,760 5% 0% 0

Process * Dispatch Outgoing Mail 12,144 22% 0% 0

Process * Deliver Incoming Mail 27,600 50% 1% 276

Mail Directory * Locator Services 5,520 10% 0% 0

Totals 55,200 100% 0.50% 276

Asset Utilization 99.50%

MCSB ASSET UTILIZATION

Asset Utilization Measures Analysis:

Idle Capacity:

•The daily weekday period between 5:00 p.m. and 7:00 a.m. (14 hours), and Saturday-Sunday, represents the weekly operational Idle Capacity.

•This idle capacity is not marketable.

• The operation is not staffed during this period.

• due to security concerns, the area must have restricted access

Asset Utilization Measures

Analysis:

Non-Productive Capacity:

• Standby time is minimal

• Due to the flexibility of our operation there is no waste of time resources.

• Rework due to sorting errors is very small.

• Scheduled Maintenance occurs only during those times when equipment is not expected to be in use

Unique Financial Measures

Reduce Dollar Amount of USPS (OMAS) Billing Errors:

• MCSB records from the last 10 years show that $8,748,000 has been recovered, to date, from the USPS and other sources as a result of MCSB-initiated billing inquiries

• Results from the careful record keeping and management of the postal accounting system by MCSB

Unique Financial Measures

POSTAL OVERCHARGES RECOVERED BY NIH

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

Amount Cumulative Amount

Conclusions and Recommendations

Conclusions from FY02 ASA

Major Findings:

• Deployment flowcharts confirmed that management’s perception and understanding of the process workflow was correct and complete

• Process perspective studies show that delivery times are consistent within normal variation when regular delivery drivers are present

Major Findings:

• Random samplings showed no or low error rates for the process perspective of DS 1 - 4

• DS 5, Management of the Postal Accounting System has been very effective in preventing waste

Major Findings:• MCSB is prepared for the near term with

regard to employee skills• MCSB has high morale and dedication, as

evidenced by having the lowest sick leave usage rate in the group studied

• MCSB must be prepared to constantly re-examine its’ needs and to amend the current mail services contract, as needed in order to meet needs created by future growth

Countermeasures begun:

• MCSB has begun contacting those respondents to our poll who showed concern over mail forwarding. MCSB representatives will explain the rules and regulations concerning positional mail and mail forwarding

• MCSB is preparing a fact sheet on positional mail to be distributed to all mailstops at a future date

• That MCSB move forward with its educational campaign to explain about positional mail and forwarding

• That MCSB continue to monitor delivery driver standards to ensure consistency of delivery both on and off campus

Recommendations

• That MCSB continue to take random samplings of work that forms our discrete services to ensure quality and compliance with standards

• That MCSB continue to review the USPS OMAS billings and recover funds where NIH has been billed in error

Recommendations

1 FY02 ASA Presentation Provide Mail Services Presented by: James V. Spears Team Members: Angela...

Documents

NEXT FY02 Annual Report: Hurdles - Space Transportation FY02 Highlights Overview Architecture Concepts Exploration HurdlesExploration Hurdles –Space Transportation

Britney Spears

Partners in Data Recovery and Reporting Jeanne Spears, RN Disaster Health Services 0

Partners in Data Recovery and Reporting Jeanne Spears, RN Disaster Health Services

Spears fuse006 onlineversion

FY02 Earnings Outlook The FY01 Results and

FY02 Consolidated Budget Request - WIU

FY02/15 Interim Results Presentation - onward-hd.co.jpFY02/15 FY02/14 YoY (%) FY02/15 Forecast Vs. Forecast (%) HD+Onward Kashiyama 3,980 4,187 -4.9% 4,300 -7.4% Other Domestic 643

Seeds nets spears

Steven Spears

Provide Facility Management and Maintenance Services 1 FY02 ASA Presentation Provide Facility Management and Maintenance Services Presented by: Kelvin

MWRA Energy Efforts & Savings FY02 to FY11 Ten Year

Spears Grounding 2013

Toxic Britney Spears

FY02 ASA Presentation Provide Scientific Equipment Services Presented by: Johnny Robbins (Team Leader) Team Members: Annalie Burke John Baron John Olguin

Mow -spears

1 FY02 ASA Presentation Lead and Manage ORS Presented by: Shirl Eller, Director, Division of Intramural Research Services Office of Research Services National

ILLINOIS INDUSTRIAL COMMISSION FY02 ANNUAL REPORT · ILLINOIS INDUSTRIAL COMMISSION FY02 ANNUAL REPORT ROD R. BLAGOJEVICH ... IL 60601 Peoria, ... organization depends on the commitment

Spears Service

Britney spears evaluation