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  • Tom Duchesne & Dominic Bratta USPS

    Before and After: Documenting the USPS Transition to a New Cleaning

    Methodology

  • USPS Custodial Team Cleaning (CTC)
 
 


    by Dominic Bratta

    Simon Institute Symposium August 2015

  • Agenda

    ▪ Background ▪ Implementation ▪ Process & Strategy

    ▪ Issues and Resolutions ▪ Solutions ▪ Status Update ▪ Forward Plan ▪ How to achieve success ▪ Leadership

    2

  • Background

    ▪ Alpha site ▪ Salt Lake City P&DC ▪ 335K square feet ▪ custodial staffing: 32 ▪ 24/7 day operation

    ▪ Beta sites ▪ Columbus P&DC ▪ 811,229 square feet ▪ custodial staffing: 65 ▪ 24/7 day operation

    ▪ Zanesville AO ▪ 36,000 square feet ▪ custodial staffing: 2.4 ▪ single tour / 6 day operation

    3

  • Background

    ▪ Agreement with APWU (July 9, 2014) ▪ Offered inclusion early in process ▪ Data driven results ▪ Willingness to negotiate

    ▪ MS- 47 ▪ On of the most litigious handbooks ▪ Prior limited success with major changes

    ▪ Concessions ▪ Staged implementation

    4

  • Implementation

    ▪ Goal ▪ 100 sites by end of 2015

    ▪ Methods for implementation ▪ Leadership briefing ▪ Site preparation ▪ Site Training ▪ Coaching and Mentoring

    5

  • Implementation

    ▪ Leadership briefing ▪ Foundation to a successful site ▪ District leadership ▪ Area Staff ▪ Local Maintenance ▪ Local Support Staff

    ▪ Overview of program benefits with focus on issues that contribute to failure

    6

  • Implementation

    ▪ Site Prep (6 to 8 weeks)

    ▪ Workloading and route development

    ▪ Modifications of 4 required areas/ rooms

    ▪ Ordering supplies and tools 7

  • Implementation

    8

    Training Room Check In/Out Room

    Equipment Room Equipment Room

  • Implemention

    ▪ Training (3-4 weeks) ▪ All Maintenance Management and

    Supervisors ▪ All support staff including : ▪ Safety ▪ Human Resources ▪ Labor Relations ▪ Continuous initial training

    9

  • Implementation

    ▪ Coaching and Mentoring (4 weeks) ▪ Provide one on one coaching to

    ensure process is followed ▪ Listen to employee suggestions ▪ Support necessary changes ▪ Ensure compliance ▪ Support local Supervisors ▪ Address less enthusiastic

    employees 10

  • Issues and Resolution

    ▪ Localized Obstacles ▪ Management ▪ Limited buy-in and accountability ▪ Other priorities ▪Weak leadership

    ▪ Custodians ▪ Resistance to change ▪ They know better

    ▪ Local Memorandum of Understanding ▪ Labor agreements impact team cleaning

    process 11

  • Issues and Resolution

    ▪ Localized Obstacles ▪ Local safety & labor relations ▪ Complaints to OSHA ▪ Safety issues reported requiring

    immediate investigation and response from management ▪ Extension cord damage by forklift

    operators ▪ Frequent requests from custodians for

    consultation with union steward ▪ Harassment charges and EEO’s filed

    12

  • Issues and Resolution

    ▪ Institutional Issues

    ▪ OSHA

    ▪ National grievances

    ▪ EEO complaints

    ▪ Congressional inquires

    ▪ Repositioning employees 13

  • Solutions

    ▪ Solutions ▪ Provide Leadership ▪ Increase responsibility and accountability ▪ Research errors and prevent

    reoccurrence ▪ Involve stakeholders early on ▪ Document the journey ▪ Tenacious follow-up ▪ Evaluate the cost ▪ Negotiate means “be willing to give”

    14

  • Status

    ▪ Number of facilities ▪ 67 sites

    ▪ Number of employees trained (2,675) ▪ Maintenance Management - 780 ▪ Management other than Maintenance –

    159 ▪ Craft – 1,736

    ▪ Amount of interior space ▪ 33.5 Million Sq/Ft

    15

  • Status

    ▪ Planned reduction of (FTE) Full Time Equivalent Positions ▪ 700

    ▪ Savings ▪ $8 million for first three quarters of

    FY15

    16

  • Forward Plan

    ▪ Absolutely achieve the 100 sites ▪ Take “waste” out of the process ▪ Utilize synergy to accelerate process

    ▪ Preparing for 2016 ▪ Support the less aggressive Districts/Areas ▪ Transition the challenging sites

    ▪ Continuous improvement ▪ Learning and adjusting

    17

  • How to achieve success

    ▪ What does success look like

    ▪ What are the benefits

    ▪ What are the potential roadblocks

    ▪ Get buy in from the stakeholders

    ▪ Be a leader and drive success

    18

  • Leadership

    ▪ Develop creditability

    ▪ Obtain trust with your manager/team ▪ Loyalty

    ▪ Know where you want to go and how you plan to get there

    ▪ Set clear goals with measureable objectives

    19

  • Leadership

    ▪ What’s the “brass ring” worth ▪ Be passionate ▪ Use tenacious follow-up ▪ Recognize others ▪ Play to win ▪ Remember 2nd place is the first

    loser

    ▪ Finally……. 20

  • 21