APWU INTRODUCTION The Postal Service evaluates operations at stations and branches during the Function Four process. Different parts of the country experience uniquely different programs. The newest program is called AWPS (Automated Workforce Projection System). This program includes a team of evaluators that view the unit for an entire week to determine the staffing needed to operate efficiently. The team is provided a ROVER (Remote Office Verification Electronic Retrieval) program. The purpose ofthis program is to convey data from the AWPS-F4 program to the field for verification and update as well as a means to return data to the AWPS program without having to make manual data entry. The Window operations are analyzed by use of a process commonly called a RAP (Retail Analysis Package) survey. The new staffing models actually measure more than simply retail functions to include evaluating most all functions performed at stations and branches including “Mystery Shopper” data. The most commonly utilized program to determine the staffing within a unit is the Function Four Review Process. Staffing is determined by workload, unlike the AWPS program, where staffing is determined by budget. Either program looks to reduce costs where possible, usually at the expense of clerk craft positions. The following are considerations for Function Four study teams when reviewing operations, under the Function Four Review Process. Many of these considerations are included in the AWPS. The responsibilities fall with management, but the clerks are reminded to continue these practices during any review. The Lobby Management will review the lobby in an effort to reduce costs (work hours). • Does the lobby present a clean, business-like appearance and include an attractive baffle screen? • Do vending equipment locations and related signs encourage customers to use the vending equipment rather than a staffed window? • Is vending equipment (including changer) fully stocked and operational? 1
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APWU INTRODUCTION The Postal Service evaluates operations ...
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APWU INTRODUCTION
ThePostalServiceevaluatesoperationsat stationsandbranchesduringthe FunctionFour process. Different parts of the country experienceuniquely different programs. The newestprogram is called AWPS(AutomatedWorkforce ProjectionSystem). This programincludesateamof evaluatorsthat view theunit for anentireweekto determinethestaffingneededto operateefficiently. Theteamis provideda ROVER(RemoteOfficeVerificationElectronicRetrieval)program.Thepurposeofthis programis to conveydatafrom theAWPS-F4programto thefieldforverificationandupdateaswell asameansto returndatato theAWPSprogramwithouthavingto makemanualdataentry.
TheWindowoperationsareanalyzedby useofaprocesscommonlycalledaRAP(RetailAnalysisPackage)survey.Thenewstaffingmodelsactuallymeasuremorethansimplyretail functionsto includeevaluatingmostallfunctions performed at stations and branchesincluding “MysteryShopper”data.
Themost commonlyutilized programto determinethestaffingwithin aunit is the FunctionFour ReviewProcess. Staffing is determinedbyworkload,unlike the AWPS program,wherestaffing is determinedbybudget.Eitherprogramlooks to reducecostswherepossible,usuallyattheexpenseof clerkcraft positions.
The following areconsiderationsfor FunctionFourstudy teamswhenreviewingoperations,undertheFunctionFourReviewProcess.Manyoftheseconsiderationsareincludedin theAWPS. Theresponsibilitiesfallwith management,buttheclerksareremindedto continuethesepracticesduring anyreview.
TheLobby
Managementwill review thelobby in an effort to reducecosts (workhours).
• Does the lobby presenta clean, business-likeappearanceandincludeanattractivebafflescreen?
• Do vending equipmentlocations and related signs encouragecustomersto usethe vending equipmentratherthan a staffedwindow?
• Is vending equipment(including changer) fully stocked andoperational?
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• Are proceduresin place to ensureprompt repair of vendingequipment?
• Doesthelobby containat leastthe following items for customerconvenience: a current 5-digit Zip Code Directory; returnreceipts;formsfor registered,insuredandcertifiedmail; changeof addresscards; consumer service cards; Selective ServiceRegistrationforms; andExpressMail labels?
• Do retail clerks check the ExpressMail network prior toacceptanceandmakeappropriatenotationson laheIi-~whenartiiclesareacceptedafterthecut off timefor thenextdaydelivery?
• Is mail availablefor distribution whenclerks report and hasitbeenplacedoncaseledgesorstagedclosetothedistributioncases?
• Are the box and unit distribution cut off times realistic forcustomersandconsistentwith scheduledcarrierleavingtimes?
• Are all preferentialmissortswithin thedelivery unit availabletocarrierroutesor withdrawnfrom the‘hot case’prior to carriersleavingtheoffice?
• Is atleast80%ofthetotaldaily A.M. volumeat carriercasespriorto their reporting?
• Do ruralroutecarriersfollow properproceduresfor withdrawingmail?
• Does the unit have potential for additional directs orsegmentation?
• Is lettermail placedneatlyoncarrierledgeswith stampsdownandto the right and flat mail placedat carrier casesin a way thatfacilitatesaccuratevolumerecordingandefficienthandlingof themail?
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WINDOW OPERATIONS-LDC45 (formerly LDC 42)
Thefollowing tasksareincludedin all staffingmodels. We shouldnotethat manyclerkstendto work fasterwhenbeingevaluatedby a surveyteamasif theycanimpressthemanagerwith theirwork. In reality,clerkswho cutcorners(not follow properpostalprocedures)andworkata pacethat causeserrors,givethesurveyteamresultsthat donot fit reality.
In anyevent,thefunctionsthat couldbeevaluatedby anystudyteamarelistedbelow. It is importantto notethat someofthemorerecentstaffingmodelshavebeenconstructedusinganaveragethurevai~eforeathof thefunctions.This causesconcernandusuallyrecommendationsfor severereductionsin work hoursbut meetsmanagement’struegoalin FunctionFourstaffingstudiesandthat is reductionof thebudget.
Thefollowing examplesareactualtransactionsan-dactualtimeto performtransactions. These examplesare from the ‘Function Four ReviewProcess’,theprogramthatwasutilized in thepastforstaffingentireunits.In thisprocess,theworkhourswerebasedonvolumewithin theunit. TheServicenow utilizes the RAP survey,which is specifically designedtoassistin thestaffingofthewindow operation.TheRAP processis basedonwalk in revenueof aunit andrelieson thebudgetto stafftheunit. Theactualtransactionmustberecordedin orderto receivecreditthroughtheRAPsurvey.
SaleofPostageWindow transaction.
CustomerMeterSettingWindow transaction.
PassportOperationat WindowAllow reasonabletime up to actual,whenoperationis performedat thewindow.
Identify. Will a distribution casewing eliminatea handling? If
necessary,identify volumeandproductivity. Allow work hours.
Volumeis notrecordedon Form 3930. SeeSegmentation.
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POSTOFFICEBOX DISTRIBUTION - LDC 44
Thereis very little alliedwork hoursfor box distribution.
Secondhandlingcases.Boxing directs.NoticeBoxesfor accountables;PPtime in volume.SPR’sBoxmaintenanceandrecords,whennotcountedinwindowallied. Applicableonly in certainareas.Caller Service:Actual time, if handledby box clerk.
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OTHERHOURS- LDC 48
Office Work andRecordsGeneralclerk; Deskaudit and establishtimesandduties.
CarrierAccountablesIncludescheckingcarriersinandout:6 minutesperroute. If moretime is used,why? If lesstime is used,allow actualtime.
AnsweringTelephonesWho doesit? How manycallsa day? Is managementavailabletoanswercalls? Deskaudit.
Bulk Mail AcceptanceBe realistic. If a largeoffice,conducta deskaudit. Don’t allow 8hoursfor a fourhourjob. If thereis specializedstaffat theoffice,work hoursareto be recordedin LDC 79. SeeHandbookF-2.
2. No short-cutsshouldbeallowedat all timesthatjeopardizesthewindowclerks accountability,e.g. not locking draweror stockwhen handlingorretrievingcertified,registeredor othermail.
3. Recordevery transaction.
4. Makecertainall properforms arecompletedwhenthe actionoccursthatdemandedtheuseoftheform e.g.requisitionof stock,tradingstock,CODs,ExpressMail, envelopesales,“close-out1412”, etc.