1. LEAN ENTERPRISE Organizing Our Resources for Results

2. OPERATIONAL EFFICIENCY What is lean enterprise?  Calculating a focused response to customer requirements  Driving out waste and slack  Building in standardized and streamlined processes, efficiencies, and desired results  Using data to manage Lean Enterprise

3. OPERATIONAL EFFICIENCY What is a focused response ?  Solving the customer’s problem completely and making sure the response works before disseminating it  Making sure the resources are planned to get the job done -- don’t waste the customer’s time  Communicating for clarity and respond to the real problem -- guarantee value to the customer Lean Enterprise

4. OPERATIONAL EFFICIENCY Do you think we have 5% slack in our operations? Lean Enterprise

5. OPERATIONAL EFFICIENCY What is meant by driving out slack and waste?  Slack is the underutilized time, capacity, and/or resources in a process that represent cost without an output  Waste includes the built-in steps or procedures that don’t serve the desired result and may be a function of past practice or neglect Lean Enterprise

6. OPERATIONAL EFFICIENCY What is building in standardized and streamlined processes, efficiencies, and desired results?  Completing a disciplined, objective, and creative assessment of an operation  Identifying the best operational approach for a process that streamlines and speeds it up  Documenting and testing the approach for duplication Lean Enterprise

7. OPERATIONAL EFFICIENCY What are we going to focus on?  Delivery assumptions and methods  IOP  Distribution and logistics networks  Retail access and resources  DPS  Transportation capacity and utilization Lean Enterprise

8. Lean Enterprise - Characteristics Lean Enterprise in Delivery & Retail Eliminate “Slack and Waste” Build Accountability through Clearly Defined Roles And Responsibilities Manage Workhours to Workload City Delivery – Base Workhours Rural Delivery – Standard Workhours Function 4 – Earned Workhours Standardization of Best Practices National Certification Process Model Office Concept National Recognition Process Lean Enterprise Standard Performance Indicators

9. Lean Enterprise - Opportunity Opportunity vs 06 Challenge 06 Budget Reduction Rural Delivery 1.9 m 7.4 m Base Opportunity City Delivery 5.1 m 21.0 m Function 4 2.9 m 11.0 m Lean Enterprise Total Del/Retail 9.9 m 39.4 m

10. City Delivery Base Management  Direct line of sight to supervisors and carriers  Isolates office and street opportunity  Encourages good data management  Best indicator of how routes are managed to M- 39 requirements  Management to base drives out slack and waste  Measures against demonstrated performance Why Manage to Base? Lean Enterprise

11. Rural Delivery Standard Hours  Direct line of sight to supervisors and carriers  Creates the proper focus on managing replacement carriers  Supports implementation of good management practices  Drives out slack and waste by standardizing decision-making on employee utilization and employing route strategies that are unit-specific Why Manage to Standard? Lean Enterprise

12. How to Capture Slack & Waste Delivery Standardization

13. Standardization  AM SOP / RD SOP  Mail Flow Standardization  Vital Few  Accountability  Route Management Lean Enterprise  “The Book”

14. Standardized Strategies (The Book)  Workload management  Volume recording  Mail flow standardization  Growth and delivery point management  Increasing DPS  Route inspections  Collections  Scanning  Managing the Vital Few  National Certification / Recognition Lean Enterprise

15. AM SOP  AM SOP is the focal point for city delivery standardization  Encompasses standardizing morning delivery unit processes and procedures  Improving mailflows, equipment, work methods, and management oversight  All EAS-22 and above delivery installations are expected to achieve AM SOP certification in FY 06  Certification Requirements  95% score on AM SOP Audit  Percent workhour variance improvement to base  Percent performance improvement to standard Lean Enterprise

16.  Rural Delivery Standard Operating Procedure Reviews (RD SOP) are the focal point for rural delivery  RD SOP is the rural delivery unit review process used to determine if the best practices that will help to achieve success are in place and working  Units with 10 or more rural routes and “vital few” units require certification  Certification is defined as attaining 85% on the RD SOP review  Goal is for 75% of these offices to attain certification status in FY 06, 100% in FY 07  All other units will conduct a self-review  A system to track RD SOP Review results is being developed Lean Enterprise RD SOP

17. Vital Few – City and Rural Delivery Units Lean Enterprise Comprise 80% of variance to Standard/Base hours By senior manager’s area of responsibility Published quarterly at a minimum Receive priority attention from all levels of management Require written and approved action plans Tracking and follow-up system to increase visibility

18. Accountability  Identify specific task expectations at each level of management  Front line  Unit Manager  Senior Operations Manager (MPOO, etc.)  District  Area  Headquarters Lean Enterprise

19. Model Unit Certification Process  Goal is to certify every delivery unit as a model unit  Achieves AM SOP, RD SOP, and Function 4 certification  Certification status will be tracked and reported at each level of the organization  Each unit that achieves certification status will receive special recognition  We will look for ways to build enthusiasm for this effort with communications Lean Enterprise

20. Eliminate Distractions Focus on Key Issues Communicate! Going Forward OPERATIONS FOCUS - FY2006

21. 21 CITY DELIVERY STANDARDIZATION

22. 22 GOALS Alignment of actual workhours to base hours. All DOIS sites will participate in the AMSOP Review process as tracked by HQ Field Operations Standardization (FOS): –100% of all level 22 and above DOIS sites must be AMSOP certified (achieve 95% on AMSOP audit, unit- specific DPH goal, unit-specific % achievement to standard goal). –FOS will provide data on percent of reviews completed, reviews achieving a 95% score, and DOIS sites meeting the certification requirements.

23. 23 KEY COMPONENTS OF CITY STANDARDIZATION Since FY 05 AMSOP has been the city delivery standardization process for DOIS sites. AMSOP provides detailed responsibilities and actions for Cluster Leadership, AMSOP team, IOP team, MPOOs, Plant Managers, MOPS, MIPS, Transportation Manager, Postmasters, and Unit Managers.

24. 24 IOP Standardization Establishing the schedule of dispatches from the Plant to each of its delivery units and the types of mail, by shape and level of sortation, that the Plant will send on each dispatch. –Plant Managers must work with each Postmaster and articulate the times each dispatch should arrive, and the type and level of sortation to expect. –In the upcoming release (DOIS 4.3), each Postmaster or CSS must enter into each of their unit’s DOIS system the scheduled dispatch information that the plant has established.

25. 25 IOP Standardization Track on a daily basis the arrival of dispatches at the delivery unit and the type of mail, by shape and level of sortation, that is on each dispatch. –DOIS 4.3 will enable delivery units to capture, by dispatch, F4 distribution volumes, and F2 city mail volumes by level of sortation. –Each Postmaster/CSS must enter accurate mail volume by dispatch into each unit’s DOIS system.

26. 26 IOP Standardization Provide PC managers with a cross- functional, end-to-end overview of their operations. –DOIS 4.3 will provide numerous reports, including; Unit –level and route-level F2 city carrier variance to scheduled for volume and level of sortation. F4 distribution mail arrival variance to scheduled.

27. 27 IOP Standardization –Cluster-level Managers can use the DOIS IOP data to identify opportunities to reduce operating expenses and improve operational integration. –HQ will port data into WEBEIS data showing: Carrier schedules and mail arrivals are not aligned (80% of total cased volume at case, 100% of cased flats, by start time). Unscheduled dispatches and dispatches more than 15 minutes late.

28. 28 Increasing DPS Percentage Delivery Units Responsibilities. –Timely submission of Electronic Edit Sheets (EES). –Analyze and communicate DPS sweeping errors, or other DPS problems to appropriate contact (AMS, IPS, or Marketing). –Log into eUARS daily and make corrections. –Adhere to Piece Count Recording System Management Instruction. –Regularly audit mail placed in the M tray. –Track unit performance using DOIS data.

29. 29 Increasing DPS Percentage Address Management Systems –Report Mailer miscodes to NCSC. –Work with delivery units on residual and multiple holds, EES, recurring DPS errors, and other coding applications. –Perform Delivery AMS reviews on a regular rotating basis. Operations Support Specialists will review delivery unit volume recording procedures and M tray report for DPS opportunities. Marketing –Analyze Courtesy and BRM mail for correct ZIP+4 add-on. –Review mailer pre-barcoded mail for errors. –Serve as clearing house to resolve recurring errors on DPS cause by mailer addressing hygiene.

30. 30 Increasing DPS Percentage In Plant Support –Identify AO mail for upgrade. –Keep mail out of manual operations via tabbing and LMLM process. –Communicate with delivery units on issues related to IOPs. –Analyze residual and M tray for bad barcodes. –Determine if Hi-Rise mail is being sprayed with default or exact codes. –Analyze bin densities or current route sort plans. Maintenance will ensure required maintenance is completed as scheduled and support CSBCS machines. District Team –Create a cross functional DPS Improvement Team. –DM will insure DPS Team is fully supported and monitor teams progress.

31. 31 Growth Management District Manager sets district policy regarding Growth & Delivery Point Management programs structure, and policy regarding the purchase and installation of CBU’s. Manager, Operations Program Support will select a contact at the district level responsible for this program. Also responsible for route stability for new growth via mail counts, route inspections or minor adjustments. Cross functional groups comprised of CSAs, AMS, Postmasters, MPOOs, CSSs, and others must work as partners for smooth, effective delivery growth to occur.

32. 32 Collection Point Management Collectors –Collect no earlier that posted time and scan bar code. –Notify Supervisors of changes in collection mail volume or damage or poor condition of boxes. –Separate Express Mail, Priority Mail, flats, and small parcels (and other mail as appropriate) in collection operations. –Deposit mail in appropriate containers at the turn-in point. Dispatch Employees will ensure that all mail dispatched to the plant is separated as appropriate, to allow mail to go directly to the correct processing operation. Manager, Operations Programs Support –Maintain CPMS database. –Provide support and guidance to offices in establishing and maintaining collection/dispatch operations.

33. 33 Collection Point Management Postmasters/Supervisors –Identify all sources of collection mail and continually review collection operations and revise as necessary. –Act on CPMS reports of late or missed collections, ensure all mail meets processing commitments. –Revise collection location for improved customer service or USPS access. –Conduct density checks on collection point and adjust or remove locations if meeting the criteria. –Revise collections schedules to maximize the efficiency of collection, dispatches, and plant operations. –Ensure the Plant’s requirement are met in that collections and closeout mail will arrive at the plant early enough to allow 60% cancellations by 6:00PM and 80% by 8:00PM. –Ensure the Express mail, Priority Mail and other separations are made prior to dispatching to plant.

34. 34 Scanning Performance Supervisors –Ensure employees are aware of scanning procedures for all confirmation services. –Ensure customer requirements are met by obtaining a signature of person the item was delivered to when directed to do so, as well as other scanning instructions. –Ensure compliance with requirement that all attempted deliveries are scanned correctly and followed with a final delivery scan either when the piece is delivered or returned to sender. –Provide employees with refresher training sufficient for full compliance with procedures. Postmaster/Branch Manager –Monitor scanning performance for unit, and analyze failures for corrective action. –Identify poor scanning by work location and whether the problem is equipment or employee driven.

35. 35 Scanning Performance Plant Managers –Ensure SOPs on requiring delivery scans for firm holdouts, caller service, and PO Box mail with confirmation service barcodes are being followed. –Ensure SOPs and equipment for properly scanning Priority Mail Drop Shipments are in place. –At least Monthly, monitor both functions for scanning performance against plan. District DelCon Coordinator –Ensure accurate instructions on scanning procedures are available to all offices. –Monitor scanning performance, identify vital few list, and coordinate plans for corrective actions with appropriate managers. District Manager will identify a district control person who will: –Provide quarterly a Vital Few list by MPOO –Review, file, and follow up on individual unit action plans as submitted by MPOO’s

36. 36 Matching Workhours to Workload Supervisors –Pre-Office, AM office, Street Management, and PM office tasks. –Ensure volume recording & clockrings are correct –Use DOIS information to make sound decisions. –Communicate with employees expectations and accountability. Postmasters –Provide projected workload and workhours to Supervisors, review schedules, review tomorrows plans. –Daily discuss with supervisors balancing today's workload to workhours. –Review previous days DOIS reports and control forms to ensure they are accurate, investigate poor performance. –Develop action plans to address all issues identified in Unit Review / AMSOP audits.

37. 37 Matching Workhours to Workload MPOOs & MOPS –Provide management direction that will result in sustained high performance as measured by DOIS variance reports. –Serve as a coach and mentor to unit managers, share “best practices” on managing delivery units. –Be a regular presence in delivery units, actively monitor and assess performance of managers. –Participate in or conduct Unit Reviews/AMSOP once a year in all offices, and quarterly in those identified as vital few. –Review and approve all action plans developed by Unit Managers in offices that do not achieve a passing score on reviews. –Track the performance of each delivery unit using WEBEIS and DOIS reports. District Support –Provide Vital Few list by MPOO each quarter. –Identify a control point for review, filing, and follow-up of action plans submitted by MPOOs. –District Managers should review with MPOO/PM each week, the vital few lists using DOIS/SP variance reports.

38. 38 Volume Recording Supervisors –Measure all mail received daily in the unit for manual distribution by type and arrival time. –Follow the Piece Count Recording System Management Instruction. –Ensure that carriers do not pull uncontrolled volumes from Function 4. –Verify EOR downloads. Postmasters –Insure all measuring tools are properly used. –Daily monitoring of proper measurement procedures by the Supervisors. –Review previous days Actual vs. Route Carrier daily performance report. MPOOs & MOPS need to be a regular presence in delivery units. Provide management direction and ensure the unit managers are fully supported, enabled, and held accountable.

39. 39 City Route Evaluations & Adjustments Area Manager, Delivery Programs Support –Establish an Area policy regarding route evaluations and adjustments. –Communicate, train, and monitor the policy to the Districts. MOPS –Responsible for the management of adherence to Area policy. –Responsible for ensuring the Route Examination and Adjustment Team Leaders (REATL) understand their role and have the resources needed. –Responsible for maintaining the route structures and stability within the District by working with MPOOs, PM, CSS, and REATLs.

40. 40 City Route Evaluations & Adjustments MPOOs –Work with MOPS and REATLs to identify and prioritize delivery units for evaluation and adjustment. Ensure their delivery managers are trained and qualified in the Count and inspection process. –Make qualified human resources available when needed for counts and inspections. –Understand the Area and District policies, and count and inspection process.

41. 41 City Route Evaluations & Adjustments REATLs –Responsible for management and adherence to National, Area, and District policies on route evaluations and adjustments. –Responsible for managing multiple teams consisting of site team leaders and route examiners. –Responsible for development of route evaluation plans for the District with input from MPOOs, MOPS, and PMs. –Clear understanding of mail count and inspection and minor adjustments processes. –Ensure route inspection training conducted for Site team leaders, examiners, PMs, CSS, and MPOOs. –Ensure site team leaders have necessary resources for conducting inspections. –Monitor all aspects of counts and inspections from prep work to follow-up after implementation.

42. 42 City Route Evaluations & Adjustments Site Team Leaders –Ensure accurate information is collected and monitor the inspection. –Work with local management to ensure effective inspection. –Ensure carrier consultations occur and the adjustments are implemented. Postmaster & Supervisors –Responsible for monitoring delivery unit to ensure that the daily DOIS data is recorded accurately prior to the evaluation in order to provide valid information to work with. –Responsible for ensuring that any items identified in the unit review/AMSOP audit are addressed. –Understand the mail count and inspection process and be involved in the inspection or minor adjustment process.

43. 43 City Route Evaluations & Adjustments Individuals also involved: –Manager, Address Management Systems –Manager, Vehicle Services –Manager, In Plant Support –Manager, Maintenance –Manager, Labor Relations

44. 44 FUNCTION 4 BUSINESS PLAN PROCESS

45. 45 OBJECTIVES

46. 46 The objective of this process is to provide a standardization and comprehensive structure for the development of an integrated Function 4 Review cycle that continually identifies and quantifies savings opportunities and provides a process to ensure savings expectations are met. The objective of this process is to provide a standardization and comprehensive structure for the development of an integrated Function 4 Review cycle that continually identifies and quantifies savings opportunities and provides a process to ensure savings expectations are met.

47. 47 The major objectives of this process are: To ensure a reasonable, achievable plan exists to meet Function 4 budget expectations To streamline and align the Function 4 Review process with A.W.P.S. requirements To facilitate integrated operational planning To standardize performance expectations in Function 4 To migrate to a 100% earned hour budgeting methodology utilizing A.W.P.S. To build a bottom-up authorized complement for Function 4 based on earned workload

48. 48 RESPONSIBILITIES

49. 49 Headquarters Develop and maintain a standardized Function 4 Review process that supports A.W.P.S. Support A.W.P.S. F4 database, establish procedures to update and modify Develop automated data imports to eliminate duplicate information requests Provide expertise and training as requested Develop a national tracking related to Function 4 earned hour/complement and certification achievement

50. 50 Area Level Oversee implementation of the Function 4 Business Plan at the cluster level Adjudicate approval of cluster level Function 4 Business Plans at the start of each FY Monitor performance and track adherence to approved cluster Function 4 Business Plans Ensure A.W.P.S. workload is updated (annually) for every cluster Provide A.W.P.S. training and support for district Function 4 process Coordinate and schedule all area article 12 notifications and meetings

51. 51 District Level Establish a cross-functional, core management team to develop Function 4 Business Plan Appointment of Function 4 Project Manager Maintain data integrity within the A.W.P.S. model. Ensure workload is updated (annually) for every unit Selection and training of Function 4 Review teams Adherence to the Function 4 Business Plan schedule Implementation of the results of the Function 4 Reviews Development of tracking systems to ensure anticipated workhour and compliment savings are captured Provide Quarterly Business Reviews to cluster and area leadership Coordinate Article 12 activities to ensure timely movement of impacted employees

52. 52 RURAL DELIVERY STANDARDIZATION RDSOP

53. 53 GOALS Alignment of actual workhours to standard hours Achievement of BPI targets for support hours, DPS percentages, loading time, and other suitable allowances as assigned and tracked in DPARS. All rural delivery units participate in the RDSOP Review process as tracked by HQ Field Operations Standardization:

54. 54 75% of those units with 10 or more rural routes and those units identified as “vital few” must meet the certification requirement. Units with less than 10 rural routes and not part of “vital few” complete a self review Reports from FOS will provide data on –Percent reviews completed for all offices –Percent of Category 1 & 2 offices achieving 85% certification –Average overall achievement score for Category 3 offices

55. 55 KEY COMPONENTS OF RURAL STANDARDIZATION Establishment of standard rural delivery procedures at every rural delivery unit. Required training for all supervisors and managers with rural carrier responsibilities. Standardization of specific responsibilities for each level of management.

56. 56 Establishment of annual Rural Delivery Standard Operating Procedure (RDSOP) –RDSOP certification requirements will be in place for all delivery units with 10 or more rural routes and all national “vital few” delivery units identified following the completion of each Postal Quarter. “Vital few” units are described as those units with hours above standard that have the largest impact on national performance. HQ will provide this list at the beginning of each Postal Quarter based on the performance of the previous quarter. –Units that are designated as “vital few” for successive quarters will require follow-up as directed by the Senior Operations Manager (MPOO) to ensure progress is being made.

57. 57 Certification is described as achieving 85% on the overall RDSOP review and a rating of “acceptable” by the Senior Operations Manager in each of three categories –Employee utilization –Route strategies –Performance Management –All other units (those not identified as “vital few” or with less than 10 routes) require an annual self audit on a schedule to be determined by the District Manager

58. 58 Establishment of a requirement for development and approval of action steps for units identified as “vital few” Establishment of management expectations using specific indicators: –Year-round performance in percent to standard hours. Goal for FY 06 is 2.8% or less –Annual performance to BPI goals resulting from national mail count.

59. 59 MANAGEMENT RESPONSIBILITIES SUPERVISOR, CUSTOMER SERVICE OR POSTMASTER DIRECTLY MANAGING CARRIERS

60. 60 AM OFFICE Supervisor/Postmaster arrives before carrier when possible Review Rural Carrier Trip Report, PS Form 4240, from previous day for proper completion Check for unscheduled absences Are all rural routes covered? –If yes, manage workload –If no, consult Leave Replacement Matrix for primary, secondary, and tertiary assignments. If no leave replacement carriers are available from the matrix determine the assignment of the route by reviewing the “Order of Consideration” document.

61. 61 Determine if efficient office practices are being followed by each rural carrier (Handbook M-38 & PO 603) and correct inefficient work practices. Use the RDSOP review as well as the “3 hour analysis” to help identify what is driving performance Ensure that carriers maintain schedule and leave time Observe load time and hot case procedures; periodically time all “other suitable allowance” (column R time) activities to ensure that actual time credited to route at next mail count is appropriate

62. 62 WHILE CARRIERS ON THE STREET Check for delayed mail at each carrier case Perform scheduling, timekeeping, 2080/2240 tracking, update 4003’s, etc. Perform street management as necessary (new carriers, carriers not working within evaluation); correct inefficient practices –Validate that carriers are performing all street duties in a safe manner During annual route inspections or when adjustments are being planned, review the line of travel on every route to minimize mileage and maintain efficiency Validate that carriers are maintaining edit books as required

63. 63 PM OFFICE Observe carriers PM office activity – correct inefficient practices Review all entries on PS Form 4240 for each route for accuracy Complete daily time calculations on PS Form 4240 for each route and initial appropriately

64. 64 WORKHOUR ANALYSIS Every fourth week, following completion of each Form 4240, take the following action: –Insert the actual cumulative total workhours from the Form 4240 in the appropriate column on the “Rural Carrier Guarantee Year” form. –Using a locally developed log, record the names and route numbers of the regular and replacement carriers that worked in excess of 3 hours (per week) over or under the route’s evaluation. (this only applies for replacement carriers if the replacement carrier worked an entire week on one route)

65. 65 At the completion of each Postal Quarter, average the number of hours each carrier worked over or under the route’s evaluation. Those carriers that averaged 3 hours or more over or under will require a completion of the “3 Hour Analysis” spreadsheet that is a separate tab on the RDSOP. Make a determination of what specific actions may be necessary to ensure that each carrier works within the 3-hour rule for each quarter’s performance

66. 66 MANAGEMENT RESPONSIBILITIES MANAGER, CUSTOMER SERVICE/POSTMASTER

67. 67 It is the responsibility of unit managers to ensure that all supervisors with rural carrier responsibilities have received a rural management training course immediately upon assignment to duties which require rural delivery supervision. Unit managers must become familiar with the Rural Delivery Standard Operating Procedures (RDSOP) to gain an overall understanding of the responsibilities associated with managing a rural delivery unit. It is also recommended that each manager become familiar with the RDSOP review.

68. 68 DAILY If there are subordinate supervisor(s) in the unit, meet with these individuals to ensure that there are appropriate plans in place to address individual carriers that have demonstrated a consistent inability to work within 3 hours of the route’s evaluation over the period of a postal quarter (6 pay periods). Ensure that supervisors are evaluating carriers in this category by using the “3 hour analysis” found in the RDSOP Review.

69. 69 Spot check Forms 4240 daily for completion and accuracy. Review instances of auxiliary assistance granted on the previous delivery day and ensure that justification exists for this assistance, such as an overburdened route or instances of open routes being “split” between multiple replacement carriers. Review all instances of DACA 3/5 usage on the previous delivery day to ensure that supervisors are making the correct decisions on scheduling, avoiding the payment of DACA 3/5 to regular carriers working their day off unless all other replacement carrier options for covering open assignments have been exhausted.

70. 70 GENERAL REQUIREMENTS Conduct a “self-review” of rural delivery operations utilizing the RDSOP review, once per year on a schedule assigned by your MPOO, unless your office receives a review by your MPOO as related to the “vital few” identification Coach supervisors to manage carrier workload in accordance with the expectation that rural carriers must be scheduled and managed appropriately to ensure that carriers work within a route’s evaluation over the course of time

71. 71 For carriers not meeting standard workhours on a consistent basis, ensure that the “3-hour analysis” worksheet is completed and that specific action items have been identified to address each area of concern annotated in this review. A Shadow Day or similar concept should be provided to each new RCA hire prior to receiving rural carrier academy training. Following completion of academy training, ensure that newly hired carriers are given on-the-job (OJI) instruction as outlined in the Management Instruction for rural carrier training, entitled “Standard Training Program for Rural Letter Carriers”, Course 44503-00. (http://blue.usps.gov/cpim/ftp/manage/e710972.pdf)

72. 72 Implement the relief day formula where criteria have been met – working closely with the district (Steve Grieser) Ensure that every replacement carrier is listed appropriately on the leave replacement matrix. Further, ensure that all newly hired leave replacements are added to the matrix with three assignments as necessary Monitor rural carrier 2080 compliance by reviewing the information on the PS Form 4240 every 4 weeks. Take action as necessary to ensure that carriers are taking the appropriate amount of leave to preclude any carrier from exceeding 2080 annual work hours

73. 73 Monitor loading, Column R (other suitable allowances), and mark-ups year-round to ensure that the time and workload recorded in these categories matches actual compensable workload and that the most efficient work practices are in place Validate that supervisors are completing Form 4240 and tracking 2080 workhours as required using the “Rural Carrier Guarantee Year” form. Ensure that all new delivery growth is centralized to the extent practical. Work with developers and district growth coordinators to install centralized delivery and / or convert to central delivery mode where possible.

74. 74 Where centralized boxes are not practical, managers must work to minimize travel by grouping mailboxes on posts along the line of travel, on one side of the street whenever possible Management should make every effort to contain rural route cases to a maximum of 3 pieces of equipment per route, arranged in a “U” shape to maximize casing efficiency.

75. 75 Where there are currently more than three pieces of equipment for one route, management should take the following into consideration: –Each case should be a 6-shelf configuration –Each case is arranged with two addresses per 2-inch separation-or a combination of 1 and 2 addresses per 2-inch separation based on average volumes that will limit each route to three pieces of casing equipment –For vacant and auxiliary routes, management may change the casing method to a two-bundle system where space constraints exist. Using the two-bundle system, any route with less than 420 deliveries will require a maximum of two pieces of casing equipment (this allows for the required spaces for undeliverable mail and forms 3982).

76. 76 Ensure that parking locations are as close to the building as possible. Work with all property owners to provide regular updates to tenant listings in multiple unit dwellings. Ensure that supervisors are regularly reviewing individual carrier performance data from PS Form 4240 to determine which carriers have not met weekly standard hours on average over the past Postal Quarter. Require the completion of the “3- Hour Analysis” checklist for each carrier in this category based on their performance over the previous Postal Quarter.

77. 77 MPOO RESPONSIBILITIES Your key responsibility is to regularly review the available data to understand what factors are impacting performance in rural delivery units. You must be directly involved in RDSOP reviews in all rural delivery units with 10 or more rural routes as well as those units identified as “vital few” in your area of responsibility. This will help to ensure that the unit managers are taking the appropriate actions to correct the issues identified in these reviews. This is not something that can be delegated to district support staff.

78. 78 Require all units to complete a “self review” using the RDSOP review process once per year at a schedule determined to be appropriate or as directed by the District Manager. Validate the accuracy of “self-reviews” during field visits. Review Rural Route System (RRS) Reports in WEBEIS once per pay period for each rural delivery office to determine what specific issues are impacting rural delivery efficiency.

79. 79 Use RRS Charts in WEBEIS to monitor trends in delivery units over time. This will be especially helpful in units where you are monitoring specific indicators such as aux assistance, overtime, Daca 3/5 usage, etc. Conduct appropriate follow up with unit managers on corrective actions necessary to bring each rural delivery unit within standard workhour expectations. Work with unit managers to ensure that all loading time, Column R time (other suitable allowance) and mark-ups represent time associated with the most efficient work practices and proper recording procedures.

80. 80 Directly participate in RDSOP reviews for all offices with 10 or more rural routes as well as all units identified as “vital few”. Those offices receiving reviews as a result of being identified as “vital few” may be excluded from the annual review requirement as directed by the district. During the course of the review, spend time discussing BPI goals with the unit manager, including support hours, DPS, loading time, and Column R. Review the methods in place in those delivery units to determine if greater efficiencies can be gained by implementing new procedures.

81. 81 Work with unit managers to agree upon a written action plan and specific abatements and dates that will address the causes of less than acceptable performance as identified during the RDSOP. Submit written action plans for District Manager review and approval. Conduct follow-up on all action plans to ensure that approved actions are in place and working. Develop alternate plans when previously agreed-upon actions have not resulted in improved performance, especially when delivery units are on the “vital few” list for successive quarters.

82. 82 DISTRICT RESPONSIBILITIES Work to ensure consistent application of standardization requirements. Provide necessary support to MPOOs in assessing the performance of rural delivery units. Institute accountability for completing required RDSOP reviews. Review and approve action plans that have been approved by MPOOs for “vital few” offices quarterly. Implement strategies to improve retention. Implement relief day formula where appropriate. Implement “selective H-route” strategy where appropriate.

83. 83 AREA REQUIREMENTS Establish standardization review process for each district. Drive RDSOP certification audits. Create Area and district-specific rural delivery goals. –Overburdened routes –RCA Retention rate –Premium hours usage –Overtime –Aux assistance –Aux assistance for training

84. 84 HQ REQUIREMENTS Provide training to Areas on standardization. Provide Areas with “vital few” rural delivery offices following the completion of each Postal Quarter. Establish a process to review Area Operations standardization efforts. Provide a summary of these results to Vice President, Delivery and Retail. Establish annual review process to improve RDSOP and other standardization procedures.