® Service Measurement & Reporting Format MTAC November 7, 2007.
Post on 29-Dec-2015
218 Views
Preview:
Transcript
2
Required Service Measurement
EXFC System Overview and Expansion Plan
Hybrid External Measurement Approach Leveraging Internal Data Systems
Periodicals Challenge
Report Format
Wrap-up
Agenda
3
Required Service Measurement
First Class (Single-Piece and Pre-sort)PeriodicalsStandardSingle-Piece Parcel PostLibrary RateMedia MailBound Printed MatterSpecial Services Single Piece International
4
Valid “Start-the-Clock”
Valid “Stop-the-Clock”
Established Standard for comparison
Fundamental Requirements for Service Measurement:
5
External Performance Measurement Methodology
AcceptanceOutgoing
ProcessingIncoming
ProcessingDelivery
USPS Mail Processing
Quality Assurance
StatisticalDesign
Test MailFabrication
Test MailInduction
Test MailReceipt
DataAnalysis
Reporting
6
Current EXFC Design:
463 3-Digit ZIP Code areas tested representing about 74% of total single-piece FC volume
Sample size is approximately 2.7 million pieces per yearRepresents wide variety of characteristics designed to represent total FCM Panel of approximately 600 senders (droppers) and 13,000 receivers used Mail entered in randomly selected collection boxes and mail chutes and
received by households and small businesses
7
Quarterly Testing in All 3-Digit ZIP Code Areas
Continued coverage of key characteristics
Continued focus on high quality
Highly responsive receiver panel, currently report 96% of the mail sent to them
Quality processes throughout the measurement system to prevent errors when possible and to identify and remove erroneous data
Expand EXFC to all 3-Digit ZIP Code Areas
8
Measurement of the Other Products Products entered in bulk or received in bulk present unique challenges for
measurement
Creating test pieces and emulating the mailing process is not viable because of nature of the product and cost
Requires significant cooperation of mailers to seed pieces into mailingsRequires tracking of single pieces of mail from start to finish
IBM/USPS experience working with measurement of these products includes:
Pre-sorted First-Class Mail in original EXFC design (1990-1991) and Business Mail Measurement Feasibility Assessment as part of MTAC Workgroup #83 (2004)
Remittance Mail in the NPPC study (1992-1994) and Remittance Mail System pilot (1998-1999)
Standard Mail in the EX3C study (1993-1996) and ADVANCE Quality Check System (1999-2005)
Periodicals in the EX2C study (1993-1996) with limited measurement in AQCS
9
Performance Measurement Strategy
Leveraging internal systems for performance measurement has key advantages
Greater representation of mail characteristics
Allows for richer diagnostics
Provides opportunities for reducing the cost of measurement
External resources optimally support internal measurement by:
Assessing the viability of existing internal systems and developing / validating the business rules to be applied in measurement
Filling in gaps where internal measures are not feasible
Verifying the accuracy of internal measures / providing independent validation
Measuring portions of products’ mail flow volumes not captured in internal systems
Identifying performance issues and areas for improvement
10
Hybrid Measurement Approach Combine the benefits of external measurement and internal systems to produce
externally validated service performance measures
External measurement focuses on validating internal data and on measuring the portion not visible in internal system
AcceptanceOutgoing
ProcessingIncoming
ProcessingDelivery
Visible with Intelligent Mail
Use random sample of live mail with IMBs to calculate service performance results from acceptance to final incoming processing. Use live (non-test) mail received by EXFC receiver panel equipped with barcode reader devices to capture delivery of a sample of mail with IMBs to estimate the delivery adjustment factor for each product and sub-class.
External
11
Hybrid Measurement Approach
Benefits:
Reduces measurement costs (to USPS and mailers) because it does not require fabrication of additional mail or special seeding of mailings
Mailers not required to provide special manifest information for the seeded pieces
Allows for measurement of the end-to-end process from acceptance through delivery, even if mail falls out of automation or is not scanned
Rich source of data necessary for diagnostics to identify service issues
Key Dependencies:
Wide-spread adoption of IMB (as planned)
Submission of electronic manifests to describe each mailpiece and the nesting logic
Implementation of acceptance processes, such as FAST and Seamless Acceptance, to start the clock accurately
Final processing scanning processes at delivery units for mail in containers
Data systems to collect and manage the volume of IM data
12
Background Intelligent Mail Barcode (IMB) Volume showing continued growth
Approximately 3% of current scans on automation are IMBs In first year of use, over 1 billion scans of the IMB 186 medium to large volume customers and data consolidators using IMB
Growth of IMB Usage
IMB Scan Data
54,3
02,6
76
80,3
71,9
40
57,9
86,6
57
60,8
37,4
37
68,5
53,5
48 1
33,7
67,7
99
150,9
09,5
85
98,6
22,0
56
177,4
83,8
09
73,9
74,5
16
80,1
43,3
90
253,3
00,4
23
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
07/28/07-08/03/07
08/04/07-08/10/07
08/11/07-08/17/07
08/18/07-08/24/07
08/25/07-08/31/07
09/01/07-09/07/07
09/08/07-09/14/07
09/15/07-09/21/07
09/22/07-09/28/07
09/29/07-10/05/07
10/06/07-10/12/07
10/13/07-10/19/07
Nu
mb
er
Of
Scan
s
13
Service Measurement Approaches Use Existing External Measurement
First Class (Single-Piece) - EXFC Single Piece International – IMMS
External measurement approach Supplements mail scans from internal Intelligent Mail® system
with externally collected data First Class (Pre-sort) Periodicals Standard
Internal End-to-End Measurement Package Services
New Internal Measurement Systems Special Services
14
POSTAL SERVICE MEASUREMENT APPROACH AT FULL ROLLOUT
Single-Piece Presort
Letters Flats Parcels Letters Flats Parcels
First-Class Mail
EXFC EXFCStop: Delivery Confirmation delivery scan
Stop: External reporting
EXFC as proxy
Stop: Delivery Confirmation delivery scan
Periodicals N/A N/A N/AStop: External
reporting
Stop: External reporting
N/A
Standard Mail N/A N/A N/AStop: External
reporting Stop: External reporting
Stop: Delivery Confirmation delivery scan
Package Services
N/A N/AStop: Delivery Confirmation delivery scan
N/AStop: Delivery Confirmation delivery scan
Single-Piece First-Class International
IMMS IMMS N/A N/A N/A N/A
Measurement Approach at Full Roll Out
15
Delivery Confirmation, Signature Confirmation, Certified Mail, Registered Mail, electronic Return Receipt, and COD – measure the time between when delivery information was collected and when it was made available to the customer
CONFIRM and Address Correction – use IMB to measure the time between the time scan information was collected and when it was made available to the customer
Post Office Box Service – will use scanning technology to ensure timely availability of mail by the posted “uptime”
Special Services
16
Insurance Claims Processing – Measure time between “start-the-clock”; all information available for claims processing and “stop-the-clock” the date the adjudicator pays, denies or closes the claim
Address List Services – will use an external customer survey to measure satisfaction with the timeliness of receipt
Special Services (continued)
Single-piece Outbound International
Will utilize International Mail Measurement System (IMMS)
17
Measurement of Periodicals Presents More Challenges
External measurement requires participation of mailersThe cost per piece (subscription) is significantly higher than most
Standard and First-Class MailThe nature of typical subscriptions makes adding/dropping seeds to
a mailing more cumbersome than for Standard Mail Testing may become obvious at delivery if Monitors receive a high
volume of periodicals
Measurement via IMB has not yet been piloted
The USPS has asked IBM to assess the feasibility of using data from Red Tag and/or the DelTrak systems for measurement starting in 2008
Longer term solution using the hybrid measurement approach employing IMBs for acceptance through final processing and external receivers for last mile offers the most promise for a representative system-wide periodicals performance measure
19
First-Class Mail - Quarterly Similar reports will be created for Standard Mail and Package Services
Standard Mail will include separate measurements for Destination Entered and End-to-End mail Packages Services reports will include a combined measure for Bound Printed Matter, Library
Mail, Media Mail and Parcel Post
Overnight Two-Day Three-Day / Four-Day
District % On-Time % On-Time % On-Time
CAP METRO AREA XX % XX % XX %
Baltimore District XX % XX % XX %
Capital District XX % XX % XX %
South Carolina District XX % XX % XX %
Greensboro District XX % XX % XX %
Mid-Carolinas District XX % XX % XX %
No. Virginia District XX % XX % XX %
Richmond District XX % XX % XX %
Quarterly Service Performance for Presort First-Class Mail
Overnight Two-Day Three-Day / Four-Day
District % On-Time % On-Time % On-Time
CAP METRO AREA XX % XX % XX %
Baltimore District XX % XX % XX %
Capital District XX % XX % XX %
South Carolina District XX % XX % XX %
Greensboro District XX % XX % XX %
Mid-Carolinas District XX % XX % XX %
No. Virginia District XX % XX % XX %
Richmond District XX % XX % XX %
Quarterly Service Performance for Presort First-Class Mail
Overnight Two-Day Three-Day / Four-Day
DistrictWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-daysWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-daysWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-days
CAP METRO AREA XX % XX % XX % XX % XX % XX % XX % XX % XX %
Baltimore District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Capital District XX % XX % XX % XX % XX % XX % XX % XX % XX %
South Carolina District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Greensboro District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Mid-Carolinas District XX % XX % XX % XX % XX % XX % XX % XX % XX %
No. Virginia District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Richmond District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Quarterly Service Performance for Presort First-Class MailMail Variance
Overnight Two-Day Three-Day / Four-Day
DistrictWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-daysWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-daysWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-days
CAP METRO AREA XX % XX % XX % XX % XX % XX % XX % XX % XX %
Baltimore District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Capital District XX % XX % XX % XX % XX % XX % XX % XX % XX %
South Carolina District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Greensboro District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Mid-Carolinas District XX % XX % XX % XX % XX % XX % XX % XX % XX %
No. Virginia District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Richmond District XX % XX % XX % XX % XX % XX % XX % XX % XX %
Quarterly Service Performance for Presort First-Class MailMail Variance
On-Time Performance
Mail Variance
20
First-Class Mail - Annual Similar to Standard Mail, Periodicals, and Package Services
Mail Class Goal%
On Time
First-Class Mail
Single-Piece Overnight XX % XX %
Single-Piece Two-Day XX % XX %
Single-Piece Three-Day / Four-Day XX % XX %
Presort Overnight XX % XX %
Presort Two-Day XX % XX %
Presort Three-Day / Four-Day XX % XX %
Annual Compliance Report
Mail Class Goal%
On Time
First-Class Mail
Single-Piece Overnight XX % XX %
Single-Piece Two-Day XX % XX %
Single-Piece Three-Day / Four-Day XX % XX %
Presort Overnight XX % XX %
Presort Two-Day XX % XX %
Presort Three-Day / Four-Day XX % XX %
Annual Compliance Report
21
Periodicals - Quarterly Aggregated at the area level due to lower overall volumes and projected
adoption rates
AreaWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-days
Northeast Area XX % XX % XX %
New York Metro Area XX % XX % XX %
Eastern Area XX % XX % XX %
Capital Metro Area XX % XX % XX %
Southeast Area XX % XX % XX %
Great Lakes Area XX % XX % XX %
Western Area XX % XX % XX %
Southwest Area XX % XX % XX %
Pacific Area XX % XX % XX %
NATI ONAL XX % XX % XX %
Quarterly Service Performance for PeriodicalsMail Variance
AreaWithin
+ 1-dayWithin
+ 2-daysWithin
+ 3-days
Northeast Area XX % XX % XX %
New York Metro Area XX % XX % XX %
Eastern Area XX % XX % XX %
Capital Metro Area XX % XX % XX %
Southeast Area XX % XX % XX %
Great Lakes Area XX % XX % XX %
Western Area XX % XX % XX %
Southwest Area XX % XX % XX %
Pacific Area XX % XX % XX %
NATI ONAL XX % XX % XX %
Quarterly Service Performance for PeriodicalsMail Variance
On-Time Performance
Mail Variance
top related