Progress with the Postal Act of 2006 November 18, 2009
Dec 19, 2015
SERVICEIncreaseServicePerformance
Establish Modern Service Standards Establish Goals Establish Service Measurement Systems
FY 2009 Service PerformanceMarket Dominant
Mail Class Target EOY
First-Class MailSingle-Piece Overnight 96.5 96.32 Single-Piece Two-Day 94.0 94.80 Single-Piece Three-Day + 92.7 93.71 Commercial Overnight 96.5 95.60 Commercial Two-Day 94.0 93.90 Commercial Three-Day + 92.7 82.50
Package ServicesParcels 90.0 82.17
PeriodicalsLetters and Flats 91.0 75.90
Standard Mail Wk Ending 10/ 31/ 2009
Composite Standard Mail 90.0 82.88
%OfVolume
WeekEnding
10/30/2009Standard Mail
Unweighted Orig Entry 0.18 51.87
Unweighted Dest Entry 0.72 89.73
DDU (Saturation Mail) 0.10 94.00
Composite Standard Mail Performance 83.34
Standard Mail Composite
6
Actions Taken:
Implement 24 Hour Clock process Reduce cycle time in Plants Simplified transportation network Improved process quality Establish IMB as service measurement
foundation
99.31% 99.31% 99.31% 99.31%
Acceptance
Process
ing
Transporta
tion
Process
ing
Delivery
Quality is key at each step in the process to achieve an end to end 96.6%
Address & barcode quality is key to achieving service Address & barcode quality is key to achieving service
FY 2010 Service Performance GoalsMarket Dominant
Mail Class TargetFirst-Class Mail
Single-Piece Overnight 96.6 Single-Piece Two-Day 94.1 Single-Piece Three-Day + 92.8 Commercial Overnight 96.6 Commercial Two-Day 94.1 Commercial Three-Day + 92.8
Package ServicesParcels 90.0
PeriodicalsLetters and Flats 91.0
Standard MailComposite Standard Mail 90.0
9
Service Measurement and Reporting
Focus on Passive Service Measurement System using Intelligent Mail and existing equipment
Further Service Reporting Implementation for March 2010
For Measurement systems beyond passive collection, the expense will need to be covered through an exigent rate case
Basic Intelligent Mail Option
Full-Service Intelligent Mail Option- Prepare Mail with Intelligent Barcodes- Provision Electronic Documentation- Receive Full-Service Benefits
Address CorrectionStart-the-ClockContainer Visibility
Phase One - Intelligent Mail launched in May 2009
Lower prices for Full-Service
Intelligent Mail® Basic option: - Same prices as POSTNET™
Intelligent Mail Full-Service option:- Discounts
$0.003 for First-Class Mail®
$0.001 for Periodicals, Standard Mail®, Bound Printed Matter
Phase Two - Intelligent Mail will be launched in November 2009
Hardcopy Postage Statement Process Improvements
Service Performance Measurement Support for SOX Compliance Support for NDC Consolidation Mailer ID [MID] / Customer Registration ID [CRID] MLOCR/Continuous/One Pass Mailers
Improvements Enhanced Performance Based Verification [PBV]
Phase Three - Intelligent Mail is planned for March 2010
15
Compliance required in FY2010
The Risk Analysis by the auditor
highlighted Revenue Assurance issues
SOX is an issue for the Mailers as
much as the Postal Service
SOXIncreaseSOXCompliance
Business Mail Acceptance & Dropship
Proper acceptance and verification - Right Mail, Right Location, Right Time
- Make-up
- Address/Barcode Quality
Timely and accurate Revenue Reporting
Negative/Inactive Mailer Accounts
Significant Issues
DM-109 (Business Mail Acceptance Guidelines)- Managing Business Mail Entry- Acceptance & Verification Procedures
Acceptance Employee Training SOX Checklist
Process ImprovementsAcceptance Policies
Process Improvements
Reduced Cycle Time to Process each mailing by 6 minutes
Increased Verifications from 86% to 93%- MERLINS Verifications from 48% to 88%
Reduced Staff by 2
LMAP - Results
COST
ReduceOperationalCosts
COST
Operations Focus- Day-to-Day Management
Efficiency & Service Performance - Adjust Staffing to Changes in Workload- Implement National Programs to Improve System Efficiency
NDC Accelerated Implementation AMP Planning and Implementation MIARAP Activity and Savings Capture FSS Preparation and Implementation Facility and Tour Consolidation
FY09 WorkhourReduction:
115M
1,250
1,300
1,350
1,400
1,450
1,500
2005 2006 2007 2008 2009
Mill
ion
s
Total Workhours
-12.7%
-14.3%
-12.4%
-6.1%
-4.7% -5.0%
-8.4%
-15.0%
-13.0%
-11.0%
-9.0%
-7.0%
-5.0%
-3.0%
-1.0%
VolumeMail
ProcessingCustomerServices
CityDelivery
RuralDelivery Other Total
(% S
PL
Y)
FY2009 Workhours
FY09 Career CompReduction:
40K
620
640
660
680
700
720
2005 2006 2007 2008 2009
Th
ou
san
ds
Total Career Complement
FY09 WorkhourReduction:
42M
250
280
310
340
2005 2006 2007 2008 2009
Mill
ion
s
Mail Processing Workhour Reductions
FY09 WorkhourReduction:
28M
424
434
444
454
464
474
2005 2006 2007 2008 2009
Mill
ion
s
City Delivery Workhour Reductions
FY09 RouteReduction:
11K
150,000
154,000
158,000
162,000
166,000
2005 2006 2007 2008 2009
City Delivery Route Reductions
FY09 WorkhourReduction:
9M
179
183
187
191
2005 2006 2007 2008 2009
Mil
lio
ns
Rural Delivery Workhour Reductions
FY09 RouteReduction:
1.2K
72,500
73,500
74,500
75,500
76,500
77,500
2005 2006 2007 2008 2009
Rural Delivery Route Reductions
FY09 WorkhourReduction:
25M
175
195
215
235
2005 2006 2007 2008 2009
Mill
ion
s
Customer Service Workhour Reductions
FY09 TransportationCost:
$ -826M
5.0
5.4
5.8
6.2
6.6
7.0
2005 2006 2007 2008 2009
Bill
ion
s
Headquarters and Field Transportation
65%
70%
75%
80%
85%
90%04
/03/0
9
04
/10/0
9
04
/17/0
9
04
/24/0
9
05
/01/0
9
05
/08/0
9
05
/15/0
9
05
/22/0
9
05
/29/0
9
06
/05/0
9
06
/12/0
9
06
/19/0
9
06
/26/0
9
07
/03/0
9
07
/10/0
9
07
/17/0
9
07
/24/0
9
07
/31/0
9
08
/07/0
9
08
/14/0
9
08
/21/0
9
08
/28/0
9
09
/04/0
9
09
/11/0
9
09
/18/0
9
09
/25/0
9
10
/02/0
9 $(60)
$(50)
$(40)
$(30)
$(20)
$(10)
$-
$10
$20
$30
$40
$50
Inter-NDC Service Trans Cost
Network Distribution Center Service and Cost
Lean Six Sigma
Expand Focus on Continuous Improvement/Lean Six Sigma
Initiated 17 National Projects and awarded 122 belts
TOTAL ADMIN TREND FY 2005 TO FY 2009
50
55
60
65
70
75
80
85
90
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009
WO
RK
HO
UR
S (
mill
ion
s)
TOTAL ADMIN/GENERAL MANAGEMENT PM/INSTALLATION HEADSIncludes LDCs 80, 81, 82, 83, 84, 85, 88, 89, and 98
Total Administrative Hours
TOTAL OPERATING EXPENSES
$68
$70
$72
$74
$76
$78
$80
$82
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009
BIL
LIO
NS
Total Operating Expense
SERVICE
COST
SOX
QUALITY
IncreaseServicePerformance
IncreaseSOXCompliance
ReduceOperationalCosts
SOX