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.
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.
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
Customer Service Variance
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
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.
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
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.
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
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
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
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
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
Normally 1-2 day visit
Base data verified (PS form 1260 and 1261)
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
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
On Average, Distribution Clerks sort:
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%)
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%)
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.
Closing Boxes – NON WEBATS SITE ONLY
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.
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
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.
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.
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
HOW YOUR POS TRANSACTION AFFECTSYOU!
Mystery Shopper Settlement September 15, 2008
Information Request for Function 4
Customer Service Information Sheet (examples)
Complement guide to staffing
Volume Recording Form
EXAMPLE: CSV NUMBER is 393 hrs weekly