AM SOP Integrated Operating Plan

Report
Integrated Operating Plan
AM Standard Operating Procedure
AM SOP Integrated Operating Plan
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Integrated Operating Plan

Definition
The process of aligning P&DC and Customer Service
operations to provide our customers with
consistent, reliable service every day

History

Background
AM SOP Integrated Operating Plan
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The Cycle

The daily 24-hour operational cycle starts with

Carrier returning on time
Based on

Carrier leaving on time
Based on

Carrier office consistency
Based on

Transportation leaving on time
Based on

Plant Operating Plan achievement
Based on

Carrier returning on time
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Seven Guiding Principles

Carriers leave on time every day

Plant provides a consistent, planned product flow on
each trip

Transportation leaves on time

All operational problems are short stopped and
reported where they occur
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Seven Guiding Principles

Problems are resolved through the communication
customer feedback process

Full preventive maintenance is performed on all
equipment as scheduled

All operations are supported by written, customer
based contingency plans
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Delivery Unit and Plant Contracts

Plant Inter-Tour

Plant to Delivery Unit
– Percentage of mail on each trip by mail type
– Measurement: DOIS Dispatch Feedback Report

Delivery Unit to Plant
– Collections and Mail Preparation
– Measurement: DOIS Late Leaving / Returning
Report
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Start-Up and Implementation

IOP Pre-Implementation

IOP Implementation Preparation

Backwards Processing Model
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IOP Pre- Implementation

Senior Management Commitment

Understanding of Guiding Principles

Communication Network Availability

Delivery Unit Readiness
– F2 Carrier Leave Times Adjusted
– F4 Reviews
– Staffing Analysis

Timeline

IOP Implementation
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IOP Implementation Preparation

Project Manager Selected

Team Member Selection with mix of Plant, Delivery, and
Computer skills (Minimum of 4 full time - 2 Plant and 2
Delivery, NTE 1 year)

Team Members Assigned Duties

Baseline operations

Training (Guiding Principles, Overview, Communicate the
Plan to All Employees)

Ramp-Up (CET at Delivery Unit, Processing Windows by
Mail Type, Identify Dispatch Schedules)

Create Dispatch Plan

Start IOP
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Backwards Processing Model

Identify Actual Mail Arrival Profile at Delivery Units

Delivery Units Provide Needed Mail Arrival Profile
based on Current Carrier Reporting Times
– 100% Committed flats by reporting time
– 80% of caseable mail by reporting

Formal Negotiation (Delivery Units, Inter-Tour, InterPlant, BMEU/Plant)

Plant Adjustments / Delivery Unit Adjustments

Re-Examine

Adjust
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Integrated Operating Plan - Deliverables

Organization Activities

Training

Communication Loop

Delivery Unit Activities
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Integrated Operating Plan - Deliverables

Plant Activities

Transportation

Formalize Contracts

Install Process Management

Implementation
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Timeline – Organizational Activities
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Timeline – Delivery Unit Activities
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Timeline – Plant Activities
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Timeline - Implementation
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How It Supports AM SOP

Contracts must support AM SOP.

Mail flow and processing must be re-engineered
to provide requirements to Customer Service.

Consistent reliable mail flow is a must.

Indicators must be in place to measure IOP
effectiveness
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Integrated Operating Plan - Contracts

Percentage of mail for each trip determined.

Percentage of mail being automated and
finalized for carrier distribution. Target 80%
secondary flats, 85% DPS.

100% of committed flats available by carrier start
time

80% of caseable mail available by carrier start

Separation of Standard and Pref. Flats

Timely dispatch of transportation.
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Integrated Operating Plan - Transportation

All trips must leave on time.

All trips must contain the proper amount of mail
as per the contracts.

Mail must be prepared in accordance with the
contracts.

Transportation should be reviewed to ensure it
meets the requirements.
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IOP Dispatch Profile to Delivery Unit
Post Office / Stations And Branches
With GMF Plant Performing Primary Distribution
Enter all figures in percentages by trip
Station Name: _______________________________________________
Trip Time
1
2
3
4
5
6
7
8
Pref
Ltrs
Act
Pref
Ltrs
Need
Pref
Ltrs
Neg
Pref
Flts
Act
Station Mgr:____________________
Act=Actual%
Pref
Flts
Need
Pref
Flts
Neg
Auto
Auto
Auto
Act
Need
Neg
IOP Mgr:_________________________
Need=Needed%
Neg=Negotiated%
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IOP Dispatch Profile to Delivery Unit
Post Office / Stations And Branches
With GMF Plant Performing Primary Distribution
Enter all figures in percentages by trip
Station Name: _______________________________________________
Trip Time
1
2
3
4
5
6
7
8
2C
3C
Act
2C
3C
Need
2C
3C
Neg
DPS
DPS
DPS
Pri
Pri
Pri
Act
Need
Neg
Act
Need
Neg
Station Mgr:____________________
Act=Actual%
IOP Mgr:_________________________
Need=Needed%
Neg=Negotiated%
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IOP Dispatch Profile to Plant

CFS Mail leaves on 1st P.M. dispatch truck.
Letters trayed & sleeved. Flats in tubs with lids.
Correctly labeled.

All available collection mail on every PM
dispatch truck. Culled to the Collection S.O.P. &
properly labeled.

Backflow-properly labeled, bands cut, plastic off
and dispatched on earliest transportation.

All RTS/ ACS must be prepared with proper
labels. Sleeved and tagged if necessary.
Dispatched on earliest PM transportation.
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IOP Dispatch Profile to Plant

LOOP/MISSENT must be dispatched on earliest
transportation. Properly labeled

All empty equipment must be sent back to plant on
earliest truck.

All empty trays in one APC. All empty tubs in another
APC. Nothing in BMC’s. No wooden pallets. All Plastic
pallets together. ALL TAGS REMOVED.

All Insufficient Address Mail is worked in station, or
sent back to Sender. Do NOT send to plant
unworked.

All transportation leaves on time
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IOP Delivery Unit Check-off List

Have you completed and submitted your
SOP/Contingency Plans?

Are your routes properly adjusted?

Are your routes leaving on time?

Are your routes returning on time?

Is your Function 4 staffing adequate?

Is your collection mail being properly prepared?

Is your empty equipment being returned properly?
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IOP Delivery Unit Check-off List

Is your transportation arriving on time?

Is your transportation leaving on time?

Is your preventive maintenance (DBCS/CSBCS)
schedule adhered to?

Are you messaging I.O.P. to your employees
daily/weekly? (Stand-Up Talks)

Are you adhering to all SOP’s concerning
CFS/RTS/LOOP/MISSENT mail?
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Delivery Unit Process Indicators
Delivery Unit
Volume Arrival
DOIS Dispatch Feedback
Carrier Leave time
DOIS Late Leave/Return
Carrier return time
DOIS Late Leave/Return
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Delivery Unit IOP Tracking

IOP compliance will be measured based on two
DOIS reports
– The Dispatch Feedback Report will measure
compliance with AM volume arrival agreements
from the plant to delivery units
– The Late Leaving / Returning Report will measure
compliance with PM collection arrival agreements
from delivery units to the plant
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DOIS Dispatch Feedback Report

The DOIS Dispatch Feedback report will be used
to determine if plant operations are meeting IOP
agreements.

DOIS Setup and Usage
– Dispatch Information in DOIS must match the IOP
agreement – times, trips, and mail percentages
– Record volumes by trip
– Use the actual trip arrival as the time entry instead
of when the volume is actually recorded
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Dispatch Setup in DOIS
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DOIS Dispatch Feedback Report

Shows the planned percentage of volume
available by trip

Shows the actual percentage of volume available
by trip

The plan compared to the actual percentage
serves as the basis for determining if the IOP
agreement is working
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DOIS Dispatch Feedback Report - Selection
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DOIS Dispatch Feedback Report - Example
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Dispatch Feedback Report Goal

Goal
– Daily Review and Corrective Action as Needed
– Volume arrival complies with IOP agreement 95%
or higher over the previous four weeks
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Late Leaving / Returning Report

DOIS 1813 – Late Leaving / Returning Report will
be used
– To determine if routes are leaving on time when
volume is received on time according to the IOP
– To determine if delivery units are meeting their
goal to provide collection mail timely to the plant
as part of IOP by getting carriers back on time
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DOIS 1813-Late Leaving / Returning
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Late Leaving and Returning Report
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DOIS Late Leaving / Returning

Late Leaving / Returning Goal
– Daily Review and Corrective Action Taken as
Needed
– Carriers leave on time 95% higher over the
previous four weeks
– Carriers returning on time 95% or higher over the
previous four weeks indicates whether the
collection mail will arrive as scheduled at the plant
in compliance with the IOP
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Web Discrepancy Reporting

To get to the Discrepancy Report:
http://eastern.usps.gov/ips/iop/discrepancy/

Select Your Cluster
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Reporting a Discrepancy Step 1
As a Customer you must perform the
following procedures:
1. Go to Discrepancy WEB Page at
http://lancaster/disc_menu/
(HINT: Assign it to your favorites
for easy access)
2. Click on : Your District
Click here for
Instructions
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Reporting a Discrepancy Step 2
Select IOP Team zip
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Reporting a Discrepancy Step 3
Click on your choice
IOP Menu only for IOP Teams
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Reporting a Discrepancy Step 4
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Reporting a Discrepancy Step 5
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Receiving an IOP Discrepancy -Take Action
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Receiving an IOP Discrepancy -Take Action
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Receiving an IOP Discrepancy -Take Action
Enter Cause of Problem
and Action taken to
prevent recurrence here
If you want to save your response and
input more information later before final
closing out press Save Action(s) then you
can come back later & finalize your
information and submit for close out.
When you are finished entering
information Press save Action(s)
and Submit for Closeout
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View Completed Discrepancy
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View Completed Discrepancy
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Plant IOP Planning

Daily Volume Projections For All Mail Types

Daily EOR Chart Processing Plan By Equipment
Type

Daily Staffing Plan By Operation Area

End Of Tour Inventory Report

End Of Tour Turnover/ITOP Compliance
Checklist.
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Plant Process Indicators
Tour 1
Mail Processing
% of mail
dispatched
Dispatch Report
Secondary distribution
timely completion
WEB EOR report
Transportation
On-time
TIMES % report 4-8
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Plant IOP Tracking

Operating Plan Achievement

Actual Volume Versus Projected Volume

Actual EOR Run Chart Versus Projected Run
Chart

Late Leaving Transportation

Late Leaving Carriers
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Plant IOP Tracking

Late Arriving Mail

Service Tracking

Daily Delivery Issues Tracked For Dissemination
To Responsible Tours

Maintenance Issues Tracked By Equipment Type
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Contract

Once the contracts have been negotiated and
agreed to, formalize the contract using the IOP
Contract.
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Integrated Operating Plan
“We all work for
Delivery”
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