Office of Inspector General

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Office of Inspector General

October 16, 2006 JERRY D. LANE VICE PRESIDENT, CAPITAL METRO AREA SUBJECT: Management Advisory – Delivery and Retail Standard Operating Procedures – Capital Metro Area (Report Number DR-MA-07-001) This report presents the results of our review of the implementation of Delivery and Retail Standard Operating Procedures (SOP) in the Capital Metro Area (Project Number 06XG016DR003). Our overall objective was to assess implementation of Delivery and Retail SOP in the Capital Metro Area. This is one in a series of reports on Delivery and Retail operations issued under the Value Proposition Agreement between the Vice President, Delivery and Retail, and the U.S. Postal Service Office of Inspector General (OIG) Delivery and Retail directorate. The information in this report will be included in a nationwide capping report assessing implementation of Delivery and Retail SOP. The Capital Metro Area, selected districts and delivery and retail unit officials implemented the Delivery and Retail SOP for city and rural delivery and Function 4 (customer service) operations. Implementation included training supervisors and managers, developing action steps for “vital few” units, and outlining future plans to complete remaining reviews and certifications by the end of fiscal year 2006. Officials also certified delivery and retail units under Morning Standard Operating Procedures (AMSOP) and Rural Delivery Standard Operating Procedures (RDSOP) and conducted Function 4 reviews. Based on our review of the city and rural delivery and Function 4 SOP, the Capital Metro Area implemented each component of the SOP except for selected aspects of AMSOP, Delivery Point Sequencing (DPS), matching workhours to workload, RDSOP, and Retail Data Mart Window Operations Survey (RDM WOS). During our review, officials implemented corrective actions to improve the AMSOP, DPS, and RDSOP. Unit officials did not always adhere to policies to adequately match workhours to workload. As a result, unit officials’ ability to monitor carrier street performance and customer service issues may be impacted. In addition, supervisors did not effectively consult with carriers and correct performance issues to better manage overtime hours. Finally, supervisors were unable to determine whether the volume for parcels and accountable packages increased or decreased each day on a carrier’s route.

The RDM WOS component needs improvement because unit officials were not using the RDM WOS to determine the proper staff scheduling needed to manage retail window operations. As a result, unit management cannot adequately schedule window coverage to meet customer demands, and area and district officials cannot establish realistic annual work budget goals at the area and district levels. Finally, area officials were continuing to address the challenges associated with the “vital few” performers, which include developing action steps for units identified as “vital few.” We recommended the Vice President, Capital Metro Area, direct the Capital and Baltimore District Managers to ensure unit officials match workhours to workload by updating route base information when changes occur; completing Postal Service Forms 1017-B, Unauthorized Overtime Record, to document unauthorized overtime; and providing current and readily available route base information for parcels and accountable mail. In addition, we recommended the Vice President, Capital Metro Area, direct the Capital and Baltimore District Managers to ensure unit officials use the RDM WOS to determine staffing required to meet customer demands during peak hours. Management agreed with our findings and recommendations and has taken or planned corrective actions to address issues identified in this report. Management’s comments and our evaluation of these comments are included in the report. The OIG considers all recommendations significant, and therefore requires OIG concurrence before closure. Consequently, the...
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