Working Like Fred Flintstone in a George Jetson World?
Leave Time A3
1. ®
Delivery Programs Summer Interns
Improving Carrier Leave Times
Densu Dixon, Nathan Belleza, Jason Wong, and Vinit Shah
Project Initiation Date: May 31st, 2016
2. A3StoryboardPacificAreaProjectTeam
Presenting Team – Improving Carrier Leave Times
Team Member Position
Jodi Nascimento Mgr Operations Program Support (Area)
Michelle Alfonso Pacific Area Master Black Belt
Raymond Braggs Operations Program Analyst (Area)
Manny De Los Santos LOC Analyst
Reuben Zepeda Chula Vista Postmaster
Vince Moreno Chula Vista Carrier Supervisor
Rochelle Handy City Heights Carrier Supervisor
SME (Left to Right):
• Densu Dixon
• Nathaniel Belleza
• Jason Wong
• Vinit Shah
4. A3Storyboard TITLE: Improving Carrier Leave Time PROJECT TEAM: DPS INTERNS
I. BACKGROUND
VII. RESULTS + SUSTAIN
VIII. NEXT STEPS
IV. SMART GOALS AND TARGETS
V. ANALYSIS
III. CURRENT CONDITIONS
The goal of this project is to reduce Geo-fence break time by 4
minutes (on average) per carrier and eventually, put and keep it
below the projected time.
• The MSP scan data is unusable
• Carriers avg 106.4 minutes to
break the Geo-Fence
• 19 minutes more in the
office than projected
• 16 minutes more loading
than projected
Main Observations
• MSP scans not being completed correctly
• Trucks not being loaded in a timely matter
• Supervisors AM duties do not include
supervising carriers
VI. IMPROVE
Implemented Solutions
• Replaced MSP data with Clock
In/Out and Geo-fence data
• Created screen that displays
projected office leave times (CSM)
• Had supervisor monitor carriers
outside during loading
• Integrate Clock In/Out and
Geo-fence into EDW
• Further develop the CSM
technology
• Update the supervisor duties
Primary Results
• Geo-fence time reduced by 13.6 mins/carrier
• Total Savings During Pilot (16 Days)
Work Hours: 83.41 / $3,599.28
• Potential Annual Savings at Chula
Work Hours: 5,324.4 / $229,747.86
• Hypothetical Annual Savings in the PA
(25% Capture Rate)
Work Hours: 283,765 / $6,816,150
• Two sample T-Test results show a statistically
significant improvement
There is an opportunity to reduce carrier leave time. Carriers are
spending far more time than is projected in the office and
loading their vehicles.
II. PROBLEM STATEMENT
Currently, carriers in Chula Vista (pilot location) are leaving 35
minutes, on average, later than projected. Simultaneously, the
metrics used to track their performance are unreliable.
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Project Charter
Problem / Goal Statement
Problem: Carriers at are taking longer than projected in
the office and during loading
Scope: This project will focus on reducing the amount of
time it takes for carriers to break the Geo-fence
Goal: The goal of this project is to reduce Geo-fence break
time at Chula Vista by 4 minutes (on average) per carrier,
and eventually put and keep it below the projected time.
Business Impact
Business Value-Add:
• Reduce Total Operating Expenditure (TOE)
• Reduce OT hours
Customer Value-Add:
• Reduction in delayed mail
Core Team
Team Member: Densu Dixon
Team Member: Jason Wong
Team Member: Nathan Belleza
Team Member: Vinit Shah
DPS Area Manager: Jodi Nascimento
Black Belt Advisor: Michelle Alfonso
Project Plan
Define
• First Meeting at Chula Vista – 6/02/16
Measure
• Baseline Data Collection– 6/06/16
Analyze
• Brainstorm and Validate Root Causes – 6/20/16
Improve
• Implement Solutions – 6/29/16
Control
• Implement Control Plan – 7/15/16
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• Parcels need to be separated by
zone
• Casing
• Loading
• Parcels separated by route, no
missorts
• Office Productivity
• Loading Time
• Casing
• Loading
• Leave on-time
• Work hours/overtime • Office Time
• Loading TIme
• Reduction of overtime
• Reduction of work hours
Suppliers Inputs Process Outputs Customers
Input Metrics Output MetricsProcess Metrics
Quality
Cost
Speed
• Chula Vista • Carriers • Timely
departure
• Internal
Customers
• External
Customers
• USPS
Clock In
Case Mail
Load Vehicle
Departs to
Route
SIPOC
9. 9
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Current process relies on
MSP scans to determine
load time
Observations:
• Carriers scanning
practices are incorrect
and inconsistent with
SOP
• The far majority MSP
data is unusable
Observed Problem: Bad MSP Scans
10. 10
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Observed Problem: Bad MSP Scans
(Unusable)
(Unusable)
(Unusable)
(Unusable)
(Unusable)
(Usable)
Actual Load Times – National – July 20th
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Observed Problem: Supervisor Time
Supervisors have a large number
of tasks to manage in the
mornings.
Observations:
• They have to prioritize- and
often overlook- certain
responsibilities
• Most of their time in the
morning is spent at their desk
rather than engaging carriers
12. 12
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Observed Problem: Geo-Fence Time
Carriers are given a
projected leave time based
on pack/parcel volume
Observations:
• Carriers are leaving the
facility much later than
projected
• There are savings
available that currently
cannot be quantified and
in the future may effect
ExDW
21. 21
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RC Analysis: Carriers Leaving Late
There is a lack of supervision in
the loading area
• Why?
The supervisors spend very little
time outside
• Why?
They have to fill out Paperwork,
some of which is time sensitive
• Why?
They are required by the district
and supervisors
• Why?
Tracking employees, liability, and
tradition
Why are the carriers consistently late leaving the office late?
Free up time for the supervisors and have
them stand outside more often
Reduce the AM paperwork that the
supervisor needs to complete
Renegotiate which reports are
necessary/helpful
Have supervisor monitor carriers so
that they are no longer late
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Observed Problem: Supervisor Time
Supervisor Daily Workload Overview
Supervisors are
responsible for making
sure that carriers are on
time and taking care of
their responsibilities
Observations:
• Only about 10% of
the supervisors day is
spent monitoring and
engaging with the
carriers
• Carrier times and
scan percentages are
not regularly being
monitored
23. 23
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Observed Problem: Supervisor Time
Supervisor AM Duties
• All of these tasks must be
completed by 11am
• According to Supervisors and
Postmaster, 99% of the
reports are never used
• All relate to paperwork, none
include monitoring/engaging
with carriers
25. 25
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Reducing Geo-Fence Time: Possible Solutions
1. Create screen with projected leave times
2. Reduce supervisor paperwork
3. Have supervisor stand outside during loading
4. Make Dolly’s available for hot case flats
5. Have clerks number packages and parcels sequentially
6. Streamline data collection/management services
7. Automatic pivot planning software
8. Design more ergonomic hampers
9. Redesign the office floorplan
10. Replace MSP data with Clock In/Out and Geo-fence data
11. Create new loading standard operation procedure
Improvement Ideas
28. 28
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Improve: Data Collection
An accurate, consistent source of data
was needed to track the performance of
implentated ideas
• MSP scan data was discarded
• Clock In/Out data from TACS was
used to determine Office Time
• Geo-fence break time was used to
determine Load Time
• Carriers Office and Load Time were
recorded by hand (just in-case)
TACS: Time and Attendance Collection System
DMS: Delivery Management System
Nathan Collecting Data by Hand
33. 33
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Implementation: CSM
Carrier Status Manager
• Helps carriers be more
aware of their time
• Acts as a reminder to
carriers that their
performance is being
monitored
• Helps supervisors manage
the office floor more
efficiently
• No additional work for the
supervisors
34. 34
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Implementation: CSM
Pilot Observations
• Many carriers were
intrigued and used the
CSM frequently to
keep track of their time
• Helped supervisors
monitor carriers and
negotiate leave times
• Was questioned by
some and reported to
the union
38. 38
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Solution: Supervisor Monitors Loading
Supervisor Tasks
• Stayed outside during peak loading
times
• Talk to carriers that were late or not
following the SOP
• Kept track of carriers that were
consistenly underperforming
Pilot Observations
• Carriers seemed to work more
quickly when the Supervisor was in
the area
• Carriers respected the Supervisor
and would comply diligently when
asked to stop talking, move faster,
follow the SOP, etc
42. 42
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Savings Analysis: Chula Vista
Implementation Savings
Time saved per carrier on average: 13.6 minutes
Average carrier pay in Chula Vista: $43.15
Carriers monitored: 23
Work Days (no weekends/holidays): 16 days
Saved During Implementation (16 days):
• 83.41 Work Hours
• 13.6 Minutes Per Carrier
• $3,599.28
Assumed Savings After 1 Year
• CSM is automated and set for all carriers
• Both supervisors monitor all carriers during
loading
Time saved per carrier on average: 13.6 Minutes
Average carrier pay in Chula Vista: $43.15
Carriers monitored (city routes): 90
Work Days (no weekends/holidays): 261 days
Assumed Savings After 1 Year:
• 5,324.4 Work Hours
• $229,747.86
Possible Pacific Area Savings
Time saved per carrier on average: 13.6 Minutes
Average carrier pay in the PA: $26.34
Carriers monitored (city routes): 17,496
Work Days (no weekends/holidays): 261 days
Hypothetical Total Savings
• 1,135,063.36 Work Hours
• $27,264,600
We assume that only 25% of the savings would
be retained:
Hypothetical (25%) Total Savings
• 283,765.84 Work Hours
• $6,816,150
44. 44
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Metric Unit of
Measure
Who Will
Record
How Often
Recorded
What to
Respond To
Who
Responds
What Will
They Do
Carrier Leave
Time
Minutes Vince
(Supervisor)
Daily Greater than
projected
leave time
Vince
(Supervisor)
Talk to
Carrier
Carrier
Performance
Correct
Procedure
Being
Followed
Vince
(Supervisor)
Daily Incorrect
order, re-
handling
Vince
(Supervisor)
Talk to
Carrier
Supervisor
Performance
Number of
Evaluations
Conducted
Reuben
(Postmaster)
Weekly Less than 15
completed
per week
Rueben
(Postmaster)
Talk to Vince
(Supervisor)
Control Plan: Pilot at Chula Vista
Negative Load Times - 0.79% (Unusable)
Carriers clocked out and then scanned the hot case rather than vice-versa
0 Minute Load Times - 26.77% (Unusable)
Carriers did not scan the “Depart to Route” sign or an error occurred
0-1 Minute Load Times - 34.63% (Unusable)
Carriers clocked out and then immediately scanned the “Depart to Route” sign (typically next to each other)
1-10 Minute Load Times - 11.21% (Unusable)
Carriers did non-loading related activities (bathroom, hot case, talking, etc) or scanned the “Depart to Route” sign before they were done loading
10-60 Minute Load Times - 14.00% (Usable)
Carriers (potentially) scanned the hot case correctly
60+ Minute Load Times – 12.60% (Unusable)
Carriers may be splitting route or intentionally prolonging load time
Projected Office Time in Chula Vista based on DMS
Projected Load Time in Chula Vista based on DMS
This is the time from when they Clock-In to when they break the Geo-fence. We call this “Geo-fence Time.” Their Geo-fence time on average on these days in June averaged at about 106.4 minutes per carrier.
Our team followed 4 carriers to see monitor their scanning habits. Only one of the carriers followed the SOP. The other carriers, highlighted in red, blue, and yellow, did their scans out of sequence
Our analysis led us to believe that the primary reasons for carriers leaving the facility late were: Supervisors not monitoring them sufficiently, and faults from the inaccurate metrics (MSP) used to track their performance
Office and Load time from MSP scans are used to track the performance of carriers on a national level. The scans, aside from rarely being completed properly, overlap. This means to that no real distinction can be made between the two.
Carriers Clock-In and Clock-Out consistently because it connects directly to their pay. The Geo-fence data is collected automatically on DMS once they get a certain distance from the facility. These are the three metrics we used to evaluate carriers, and we suggest that the postal service use this method to help fade out MSP’s.
Our macro required us to change the status of each carrier manually. One would stand at the door and tell the intern working on the computer when a carrier status had changed. The computer intern would then use the button in the center of the screen to change the status of the carrier.
The clock and turn red functions were automatic.
Ideally CSM would pull directly from DMS, TACS, and DOIS. The status would change to “Casing” when they Clock-In, “Loading” when they Clock-Out, and “Departed” when they break the Geo-Fence.
Before implementation, the time between when carrier Clocked in to the time they broke the Geo-fence was improved by 13.6 minutes. This is a result of both having the CSM up and having the supervisor outside during peak loading times.
To prove that our results were not simply because of sporadic fluctuations in volume, we pulled samples from low, medium, and high volume days. For each category there was still a significant improvement, especially during high volume days.
This control plan was made to sustain results at the Chula Vista post office
This MGPP is conceptual. We would love to see it through but as interns we will only be here for one more week!
On the left we removed all of the Non-value activities. We suggest that a Kaizen team reviews the supervisor AM duties nationwide to free up more times for the supervisors to monitor/engage carriers. We also calculated that from printing out these reports every morning, millions of dollars per year are lost.
