Planning and Executing an Effective Pivot Plan

Pivot Coaching Module Define –What is pivoting and why is it used. Plan –Identify Opportunity and plan ahead. Execute –Using the DOIS tools Three Components

Define Pivot Coaching Module

Define What is Pivoting? Pivoting is defined as dividing the office and street activity of a route into sections which are assigned to individual carriers.

Pivot Coaching Module Define When is Pivoting used? 1) Cover Vacant assignments. 2) Provide auxiliary assistance to an over- burden route. Pivoting should capture Undertime and should only result in overtime as a last resort.

How can DOIS assist in the capture of undertime through pivoting? Pivot Coaching Module Define

Strategy-1 Quality Pivot Plans ROUTE 01 ROUTE 02 ROUTE 03 ROUTE 04 ROUTE 05 ROUTE 06 ROUTE 07 ROUTE 08 ROUTE 09 DELIVERY TERRITORY DOIS SEGMENTS ALL STREET DELIVERY TERRITORY BY ROUTE DOIS SEGMENTS ALL STREET DELIVERY TERRITORY BY ROUTE

Strategy-1 Quality Pivot Plans ROUTE 01 ROUTE 04 ROUTE 07 ROUTE 08 ROUTE 09 ROUTE 03 ROUTE 02 ROUTE 06 ROUTE 05 EXAMPLE: Below is the Street Delivery for Route 3 The Pivot Plan functionality in DOIS allows a supervisor to divide each routes street delivery into logical groups The Pivot Plan functionality in DOIS allows a supervisor to divide each routes street delivery into logical groups

PIVOT PLAN MAINTENANCE _ x Strategy-1 Quality Pivot Plans LG 0:23 0:27 0:19 0:29 0:17 0:22 0:25 0:15 0:28 0:23 0:31 0:17 P&L West Main St 122 West Main St 18 Thomas Avenue 39 Washington Avenue 11 Willow Street 10 Park Avenue 25 Lincoln Avenue 55 Ellicott Avenue 225 Bland Road 35 Montclair Avenue 35 Holland Avenue 23 Holland Avenue 126 West Main St 212 West Main St 98 Thomas Avenue 43 1/2 Washington Ave 21 Lewis Avenue 44 Park Avenue 6 Park Avenue 19 Ellicott Avenue 27 Cumberland Road 4 Montclair Avenue 2 Olin Avenue 24 Holland Avenue DurationDelivery Poss Del’s Last Delivery Address First Delivery Address ROUTE 03 DOIS can then determine the time duration of each of the logical groups the supervisor has created, and provide the total number of deliveries along with the first and last delivery address of each group DOIS can then determine the time duration of each of the logical groups the supervisor has created, and provide the total number of deliveries along with the first and last delivery address of each group

Strategy-1 Quality Pivot Plans ROUTE 01 ROUTE 04ROUTE 07ROUTE 08ROUTE 09 ROUTE 03ROUTE 02ROUTE 06ROUTE Hrs

Plan Pivot Coaching Module

Pivot Planning The National City Delivery Pivot Opportunity Model: Is your starting point in planning your pivots. Will project the weekly opportunity expressed in Full-time Equivalent Routes.

Route Pivoting Opportunity Model What does CDPOM Identify? CDPOM identifies a 52 week by week trend using common productivity assumptions, such as: –Total credit for actual cased letters and flats –100% to Standard performance for cased volume –Actual Current DPS Performance –Established Base Fixed Office Time –Established Base Street SEI –Credit for each new possible delivery at Base SEI rate

Route Pivoting Opportunity Model What does CDPOM Identify? CDPOM allows for National, Area, Cluster, MPOO, Post Office, and Station drill down CDPOM Identifies current YTD Staffing performance to Base Equivalent Routes and Earned daily staffing CDPOM provides trend line analysis for Hours, Overtime and Cased Volume

Route Pivoting Opportunity Model

Pivot Coaching Module Pivot Planning Success in delivery operations is defined largely before the first carrier arrives. Successful capture of undertime requires planning ahead !!!!!!

Pivot Coaching Module Pivot Planning Office Pivot “Ground Rules” to consider when planning: Plan to set-up the pivoted routes to coincide with the other routes. Plan the pull-down of the route as part of the pivot.

Pivot Coaching Module Pivot Planning Street Pivot “Ground Rules” to consider when planning: All pivot sections go to the street with the assigned carrier(s) in the morning. Instruct the carrier as to when they are to deliver the pivot.

Pivot Coaching Module Pivot Planning Remember……………………. The more you plan ahead, the more likely you are to capture the time. Use a worksheet to plan your pivot. A worksheet can be as simple as a printed copy of the DOIS pivot plan.

Your plan may not work out entirely the way you thought. However, the majority of your work will be done. Carriers will be aware of expectations Pivot Coaching Module Pivot Planning

Pivot Coaching Module Pivot Planning Considerations when scheduling target routes to pivot: o Knowledge of the routes o Knowledge of the people o Knowledge of the mail flow

Pivot Coaching Module Pivot Planning – Know the routes When planning for pivot routes consider vacancies that you already know.

Pivot Coaching Module Pivot Planning – Know the routes Additional Considerations when planning for pivots: o a good pivot plan. o geographically advantageous routes. o straight park and loop, mounted residential, and centralized residential. o “stable routes” with minimal COAs or high UBBM volume.

Pivot Coaching Module Pivot Planning – Know the people When planning for pivot routes consider who you have available. Maximize their strengths. DOIS can assist you in determining what carriers know what routes.

Pivot Coaching Module Pivot Planning – Know the Mail Flow When planning for pivot routes consider the mail flow. Heavy volume days Light volume days Scheduled mailings Curtailment of Standard volumes

Execute Pivot Coaching Module Daily Execution

1. You already have a plan to pivot ahead of time. 2. On the morning of the plan to pivot, you need to determine that day’s actual workload. Pivot Coaching Module Daily Execution

The DOIS Workload Status Report provides a snapshot of the daily workload on a route by route basis. From this report you can determine the opportunity for the capture of undertime available for each carrier. Pivot Coaching Module Daily Execution

Does the workload match your previously developed pivoting plans ? If yes, then execute your plan! Pivot Coaching Module Daily Execution

If not: you may have more undertime available than planned, OR you may have less undertime available than planned. Either way, you need to be able to adjust your plan. Pivot Coaching Module Daily Execution

If today’s workload has more undertime than planned Carriers Pivoting Undertime you planned for: Today’s Actual Workload FTR Carrier on route 1 -1:00-1:15 FTR Carrier on route 2 -:45-1:00 FTR Carrier on route 3 -1:00-1:25 PTF Carrier hours on FT route 4 5:154:20 Undertime Captured -2:45-3:40 Pivot Coaching Module Daily Execution – Adjusting Your Plan If today’s workload has less undertime than planned Carriers Pivoting Undertime you planned for: Today’s Actual Workload FTR Carrier on route 1 -1:00-:30 FTR Carrier on route 2 -:45-:15 FTR Carrier on route 3 -1:00-:30 PTF Carrier hours on FT route 4 5:156:30 Undertime Captured -2:45-1:30

However, if Standard Mail volume is curtailed, your original plan can be executed. Pivot Coaching Module Daily Execution

Pivot Coaching Module Daily Execution – Adjusting Your Plan Carriers Pivoting Undertime you planned for: Today’s Actual Workload Time equivalent for Standard Mail Curtailed Today’s Actual undertime after curtailing FTR Carrier on route 1 -1:00-:30 -1:00 FTR Carrier on route 2 -:45-:15-:30-:45 FTR Carrier on route 3 -1:00-:30 -1:00 PTF Carrier hours on FT route 4 5:156:305:15 Undertime Captured -2:45-1:30-2:45

Assigning Pivots in DOIS Use the radio button to select your method Use the Pull down box to select your route

Assigning Pivots in DOIS Select the Display Pivot Plan

Assigning Pivots in DOIS Hold the shift button down to assign multiple sections in a row at one time to a single carrier, or select Combine Sections to create a larger section.

Assigning Pivots in DOIS Select the appropriate carrier. If the assigned section projects OT. Select the appropriate reason.

Route Pivoting Opportunity Model DOIS Base= routes per day Earned Equivalent Routes = Actual Equivalent Routes = Opportunity lost = 1.58 rtes per day

Unit Daily Performance Report Week 30 FY 2007

Sample of Daily Average Variances