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?

• Managementalsoevaluateswhetherretailandphilatelicproductsareattractivelydisplayedandaccuratelypriced.

• 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?

• Wherespacepermits,are parcel lockersusedin retail units inconjunctionwith postoffice boxes,in orderto helpreducelobbytraffic andcustomerwaiting time?

EmployeeUniforms

Whilestaffingstudiesrarelyinvolveemployeeappearance,theRAPstudydid includethisinformationin thestudy. Thequestionthatis completedis “when uniformsareauthorized,areretail employeesin proper,cleanuniforms?”

Managementis requiredto evaluatethefloor planofthewindow areatoensureefficiency.Theymustmakerecommendationsasto whethernoticeleft articles,hold mail, etc.,storedin alocationthatallowswindowclerksto retrievethem quickly, therebyreducingtime away from thewindowandcustomerwaiting time.

Otherconsiderationsmadeby theFunctionFourteaminclude:

• Do retail clerks check the ExpressMail network prior toacceptanceandmakeappropriatenotationson laheIi-~whenartiiclesareacceptedafterthecut off timefor thenextdaydelivery?

• Arewindow clerks’ breaksandlunchperiodsscheduledto avoidpeakwindow serviceperiod?

• Arefixed creditauditsproperlyconductedwithin thetime framescited in theNationalAgreement?

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Managementmustevaluatemanyof theallied function at stationsandbranches.Most ofthesequestionsthat thesurveyteammustanswerareself-explanatory.

• Is mail properlycolor-coded?

• ArePSForms1639Carrier’sReportofRecurringMissortedMailprepared,summarizedand sentto the Mail ProcessingUnit forappropriatecorrectiveaction?

• As a meansof alternativeservices,hasthe unit installedVendingEquipment, Contract Postal Units or placed stamps onconsignmentduring thelastyear?

• Areall separationsondistributioncasesutilized a-ndI equipmentadequateto allowfor efficientdistribution?

• 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.

SelectiveServiceApplicationat WindowWindow transaction.

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StockRequisitionLargecredit: 10 minutesto completeForm 17, 10 minutesto countand includein stockoractualtime, if less.

Small credit(Relief, Reserveetc.):5-7minutesto completeForm 17, 5-7minutesto countandincludein stock.

NOTE: Window clerksshould needto makeonly one or tworequisitionsaweek.Flexiblecreditsshouldbeadjustedif therearemore.

FlexibleCredit AuditsFourtimes ayear. Normally requirestwo hoursfor largecreditsandone hourfor small credits.

TrainingActualtime, for non-classroomtraining.

Forml4l2 CloseOutIndividual(small)10-15minutes;(large)20-30minutes.If anIRToffice, 5-15minutes.

Consolidation(manual)15-20minutes;(IRT) 10-15minutes.

FoodStampsWindow transaction.

GeneralDeliveryWindow transaction.

Caller ServiceWindow transaction.

ClaimsActualtime.

PostOffice Box RentNoticesandMaintenanceTwo minuteseachrentedbox peryear.

SecondNoticesandReturnsCount storageitems. Determinehow manywill be deliveredover thecounterbeforesecondnoticesaresent(generally50-75%). Subtractthis

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numberfrom the numberstored,the remainderis the numberto besecondnoticedor returnedwithin 15 days. Divide thenumberby 15 andmultiply by 1 minute. Example:400articlesin storage.Determinedthat60%will bedeliveredbeforesecondnoticesaresent.(400 x .60 = 240),(400-240= 160),(160-15 = 11),(11 x 1 minute= 11 minutes)11 minutesperdayallowance.

COD In TrustAbout 1.5perminute,if not countedasa window transaction.

Stampsby MailAbout 2-3 minutesfor a singleorderor 2 minutesper orderformultiple orders.

AnsweringTelephonesShoulddiscouragehavingthis duty on thewindow. Count asawindowtransactionplusa reasonableamountoftime,if nec-essary.

Window Set-upAllow reasonabletime,normally5-10 minutes,not 30 minutes.

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UNIT DISTRIBUTION - LDC 43

Distribution: LettersandFlats

Establishunit productivity expectation. Statethe productivity

actually observedand used to determineearnedhours in the

report. Presortshouldnotbe in thevolume. Monitor thevolume

measurementsystembeingused.If volumeis overstated,identify,

discusswith local management,seekagreementandadjustthe

volume. Identify secondhandhingsandallow distributiontime.

Distribution Parcels

Usuallycontainthecountof SPR’s. IT SHOULD NOT! Discuss

with local management,seekagreementandadjustthevolume.

EmptyEquipment

If doneon-sitedaily, theallowanceis very little. If clerksdon’t do

it, don’t allow time.

DockOperations

Observeit andbe realistic.

SpreadingCarrierRoutePresort

Observeandmakemethodsimprovementsuggestio]is.Berealistic.

SecondHandhings

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.

ODISHow manytestsperquarter?Whatarethey?Howlongdoeseachtake? Arehoursactuallychargedto theoffice?

TimeKeepingManual: 1 minutepercard. PSDS:Who doesit, manageror clerk? Determinetime.

TrustFundDon’t doubleontimeallottedwith GeneralClerkorwindowallied.

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.

quality ControlAudit dutiesandresponsibilities.Donotallowcreditforwork notrequired.

SupplyClerkAudit dutiesandfrequencyof processingsupplyrequisitionsandconductinginventories.

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VendingSSPCOne SSPC Technician can handle 4-5 fully equipped sites.Vendingequipmentrequiresmuchlesstime. Verify Technician’srecordsfor time.

Information ClerkPerform desk audit. Find other duties to do, if Informationpositionrequireslessthan8 hours.

SpecialServicesPerformDeskaudit.

CMU/CFSForm 3547 1 minuteeachForm 3579 1.06 minuteseachForwards 1 minutefor 4Form 3575 1 minuteeachNixieJUBBM 1 minutefor 25

Mail Preparation

Facing,cancelinganddispatchingoutgoingmail. Whatis requiredversuswhat is beingdone?Verify preparationexpectationswithMail Processing.Includenarrative.

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CHECK LIST

LDC 43• Loadingandunloadingof trucks• Prepandstagingof mail• Spreadingof mail• Alphasortation• Schemetraining for changesif applicable• SPRdistribution• DPSdirects(Caller Service)

(This is mail thatis DPSto thecarrierandis a misthrowthat mustbecasedby theclerk)

• VOE/OSHA/Safetytraining

LDC 44• Parcellockers• LockerKeyslog• Del Con scanning• BATS update• VOE/OSHA/Safetytraining

LDC 45• Lobby directorfor actualdeliveries• Clerkstockaudits(Secondauditsif needed)• Utility clerk audits(in andout)• OJI training• VOE/OSHA/Safetytraining

LDC 48• Del Convalidation• Timekeepingadjustment• Leaveapplication• Supplyorders• CFSprep• Form retention• VOE/OSHA/Safetytraining• Hoursreconciliation• Reviewof EAR reports• AddressInformationSearch• Dog Letters• Expressmail pickupanddeliveryof hateExpressandPriority• Misc Typing• StewardsTime andgrievancetime• OJI training• Changein carrier endorsedmail. Hours takenout of the carriersin the

Function2 auditsbut no hoursaddedto theclerkhours

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ImportantTipsfor Accuracyof Survey(Window Services)

1. Everywindowclerk must“hit” thenon-revenuekey eachtime it isappropriate,e.g.handlingcertifiedmail, registeredmail, parcels,box orhold mail, generaldelivery,food stamps.

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.

5. Makecertainthatwhencountingstock,thewindowclerkleavesthewindowandaccuratelyverifiesthecount.

6. As thewindow clerkhasbeeninstructedthroughouttraining,verify properpostalregulationsandcompleteeverytransactioftbeforrecalling-onthenextcustomer.

ImportantTips for Accuracyof Survey(Distribution andAllied Duties)

1. Properlycountandrecordall containersofparcels.

2. Scanall Delivery Confirmation.

3. Remainbusythroughouttheday.Therearemanyfunctionsinwhichclerkscancontinueto beproductive,e.g., Mark-upmail; UBBM; Secondnotices.

4. Removalof emptyequipmentto the dockarea.

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