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Bay-Valley District: Customer Service & Sales Manager

Bay-Valley District's vision is to be the premier provider of service and value as defined by our customers, while our mission is to provide affordable quality services and products. Our values include excellence, courtesy, integrity, and trustworthiness. We have strategies and tactics in place for service, cost, facility optimization, operations, people, and growth.

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Bay-Valley District: Customer Service & Sales Manager

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  1. Bay-ValleyKim R. FernandezDistrict Manager Customer Service & Sales

  2. Bay-Valley Vision Mission Value

  3. BAY-VALLEY DISTRICT VISION Be the premier provider of service and value as defined by our customers. “A great place to work, and the right place to do business”

  4. BAY-VALLEY DISTRICTMISSION • Providing affordable quality services and products for our customers. • Inspire employees through clear communication to achieve breakthrough performance and profitability.

  5. BAY-VALLEY DISTRICTVALUE • Excellence • Courtesy • Integrity • Trustworthiness • Efficiency

  6. Bay-Valley Circle of Success

  7. Bay-Valley Circle of Success Communicate Expectations Leadership Flow DM/SPM Direct Reports DLT Recognize Provide Success Opportunities Tools Training Resources Joint LLT / KOM Supervisor Meeting SOM Employee Involvement Customer Input Measure Performance & Compliance

  8. Strategic/Tactic/Process/Compliance Flow Results SOM, KOM SUPERVISORS IMPLEMENTATION Local Leadership Team (LLT) Tactics District Leadership Team (DLT) Strategies

  9. Bay-Valley District DLT StrategiesKim R. FernandezDistrict Manager Customer Service & Sales Rick J. BlancasSenior Plant Manager

  10. Bay-Valley District Service Strategies

  11. FY 09 SERVICE STRATEGIES ACHIEVE TOP 5 NATIONAL RANKING

  12. SERVICE STRATEGIES SERVICE UP

  13. SERVICE STRATEGIES SERVICE UP

  14. SERVICE STRATEGIES – Market Dominant Products SERVICE UP

  15. SERVICE STRATEGIES – Market Dominant Products SERVICE UP

  16. SERVICE STRATEGIES – Market Dominant Products SERVICE UP

  17. Bay-Valley District Cost Strategies

  18. FY 09 COST STRATEGIES COST DOWN

  19. FY 09 DISTRICT COST TACTICS COST DOWN • Achieve Non personnel plan • Travel Reduction (Line 3D, 3E, 3K) • Reducing POV • Only Necessary Travel – Utilizing Meeting Place • Limit/Eliminate Off-Site Meetings • -0.6%to Plan YTD • -10.2%to SPLY YTD • Supplies & Service ( Lines 31-39) • Monitoring by finance number – managing the sites that are overrunning • Only necessary expenditures • -2.7 %to Plan YTD • -21.6% to SPLY YTD

  20. FY 09 District COST TACTICS COST DOWN Miscellaneous Expenses (Line 44) • Monitoring financial counts – manage the sites that are not in compliance • Monitoring Excess Stock Inventory – manage the sites that are not in compliance • Monitoring financial overages and shortage (AIC 247 & 647) – manage the sites that are not in compliance • -64.2% to Plan YTD • -79% to SPLY YTD

  21. FY 09 District COST TACTICS COST DOWN • Higher Level • Manage Vacancies • Manage Unauthorized Details • Current Performance • Baseline PP 24 • Reduction to Baseline - 4.2%

  22. Right Sizing Facilities for Operational Needs FACILITY OPTIMIZATION

  23. FY 09 COST STRATEGIES COST DOWN

  24. FY 09 COST STRATEGIES COST DOWN

  25. Bay-Valley District Operational Strategies

  26. Bay-Valley Operational Strategies • Scheduling and Staffing (All Operations) • Tour Realignment • Plants Completed • 528 People Migrated • OT Reduction • PIV Reduction • Reduce Higher Level • Bid Realignment • PVS Trip Reduction • 27 Trips South • 27 Trips North

  27. Bay-Valley Operational Strategies • Scheduling and Staffing (All Operations) • Route Reduction • 157 Routes Eliminated • F2C Work hour reduction to SPLY • WK 25 -7.6% MTD -12.3% YTD -7.9 % • - 381,832 work hours to SPLY • Performance to Plan • WK 25 7.2% MTD 5.7% YTD 4.7% • Hours Per Route • WK 25 7.92 MTD 7.99 YTD 8.24

  28. Bay-Valley Operational Strategies • Manual Volume Reduction • FY 08 Flats 33.03% Letters 7.72% • YTD Flats 28.19 Letters 6.83% • MTD Flats 26.32% Letters 6.59% • WK 25 Flats 26.54% Letters 6.15%

  29. Bay-Valley Operational Strategies • Reduction of Collection Boxes • 173 Removed • LDC 27 -3.4% SPLY YTD • Performance To Plan -2.6% YTD • DPS Improvement • FY 08 YTD 89.53% • FY 09 YTD 92.76% • Rural Route Counts • In Progress

  30. Bay-Valley District People Strategies

  31. FY 09 PEOPLE STRATEGIES

  32. FY 09 PEOPLE STRATEGIES • Right People In The Right Place At The Right Time • Manage ORNA • Effective Management of Productive Hours • Align Resources to Earned Workload • Use of Complement Tools – CSV, CCM, MPSOM, MPES, CSAW

  33. Bay-Valley District Growth Strategies

  34. FY09 GROWTH STRATEGIES

  35. FY09 GROWTH STRATEGIES

  36. Bay-Valley District Service People Growth Cost

  37. Bay-Valley District LLT TACTICS

  38. Bay-Valley TacticsBalwant Grewal, Sam Vasquez Toya Jackson, Ed KimbleLLT Co-Chair

  39. Bay-Valley Service Tactics

  40. SERVICE TACTICS SERVICE UP • Eliminate Last Mile Failures • Improve Flat Performance • Improve Quality • Improve Scanning Performance • Improve WTIL • Achieve Operating Plan (24-hour clock)

  41. SERVICE TACTICS ELIMINATE LAST MILE FAILURES • 3M Process • Reduce Missent Volume to Delivery Offices • Perform PM Audits • Monitor Pivoting • Monitor OOS rate

  42. SERVICE TACTICS IMPROVE FLAT PERFORMANCE • 2M Process • Reduce Missent Volume to Delivery Offices • Address AFSM At-Risk Volumes • Establish Flats Improvement Team

  43. SERVICE TACTICS IMPROVE QUALITY • PAARC • Daily QC checks – Auto, AFSM, APPS, Manual, Containerization, Dispatch • Address – DSMART, eMIRS

  44. SERVICE TACTICS IMPROVE SCANNING PERFORMANCE • Preventable Failures • Proper Scanning

  45. SERVICE TACTICS Wait Time In Line (WTIL) • Staffing and Scheduling • Alert System • Alternate Access

  46. Market Dominant Products NEW SERVICE MEASUREMENT • Commercial First-Class Mail • Periodicals • Standard Mail • Package Services • Includes Single Piece Parcel Post, Media Mail, Bound Printed Matter, Library Mail

  47. SERVICE TACTICS COMMERCIAL FCM Treat as Collection Mail IOP Agreement with BMEU Secure BMEU hand-off procedure STANDARD MAIL Mail Flow Color Code Adherence PERIODICALS Operating plan compliance Dispatch & logistics compliance

  48. Bay-Valley Cost Tactics

  49. FY 09 COST TACTICS COST DOWN • FN 1 (less than 1%) • F3A (less than 1%) • F3B (less than 1%) • FN 2B (3%) • FN 4 (2%) ACHIEVE OT TARGETS

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