Mail Distribution1
A3 Problem Solving
Use this form when solving a specific problem
Use the Process Review Report to identify waste and update processes
Concern/Problem
(Describe concern or problem in a very brief statement that clearly identifies the
issue)
Reduce time, movement and duplication in distributing the mail to
the departments and office.
Identify those
processes that may be
impacted
Record the date the
problem was identified
September 30, 2012
Originator
(Identify the individual(s) or team who identified this concern/problem)
Tracey Sparks and Cindy Wolff
Contacts
(Identify all those that were contacted in order to obtain information regarding this
issue)
Lieu Ann Elsey
Problem Solving Team
(Identify all those who participated in solving this concern/problem)
Tracey Sparks, Cindy Wolff, Shandi Wicks, and Lieu Ann Elsey
Describe Current
Situation
(using a narrative form describe in detail the current situation, including all issues
that arose)
Mail is picked up from the Post Office by a Water Customer
Accounting meter reader and delivered to the table in the mail room
prior to 8 a.m. The County also delivers a second batch of mail
that is delivered to their post office box because it is mailed to the
street address. Once they sort the mail, it is then brought up to
the City Clerk’s Office for distribution. This is done anytime
between 8:00 – 8:45 a.m.
This generally requires the clerks to process the daily mail in two
separate batches. Plus it is generally close enough together that it
causes inefficiency when starting daily work (start and stops).
Analyze
(using bullet points, LSS charts or diagrams, or any other analytical tools provide a
thorough, yet succinct analysis)
Times were tracked for one month processing the mail the
current way, which averaged 23 minutes per day.
Staff monitored the flow of outside departments coming in to
pick up mail. Most of the departments came at 9:00 or later.
Departments that picked up mail prior to 9:00 typically came in
prior to 8:00 or very close to it, where neither batch were
distributed yet. These were typically departments outside of the
building.
Times were tracked for one month processing by waiting until
both batches were delivered, which averaged 19 minutes per
day.
The person processing the mail was allowed to use a separate
work station, so it can be done without interruption.
Majority of the days, the combine distribution was less than the
original way.
Make Recommendation
(identify the actions required in order to solve this concern/problem and prevent it
from ever happening again)
Post sign in mail room letting departments know the
approximate time when mail will be distributed.
2
Continue to process mail in a single batch
Continue to allow the person who is assigned to distribute it
work at a separate workstation to eliminate interruptions.
Labor and Cost Savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXXXX Annual dollar savings: None.
XXXXXXXXXXXXXXXXXXXXX Annual hours of increased capacity: 22.5
XXXXXXXXXXXXXXXXXXXXX
Use bullet points to identify customer service or employee benefits:
Hours can be delegated to other duties and job functions.
Eliminates any additional movement due to processing the mail
into two separate batches.
Give the departments a set time as to when mail should be
completed daily.
Implementation Plan
(briefly describe the implementation plan upon approval of this project)
There will be a sign placed on the mail counter to make
departments aware of the time change. Also the staff member
processing the mail will wait until both batches have been delivered
prior to sorting and distributing the mail. Also the staff person who
is distributing mail within our department is able to sit at a work
station so they will be free from interruption.
Attachments
(include current and proposed process documentation forms, or before and after
photos, or other before and after descriptions as appropriate)
Mail distribution graph, new process documentation form
XXXXXXXXXXXXXXXXXXX
Approval Process
See next page for approval process
Supervisor’s Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the Director
Date:
Name:
Comments:
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that results in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity. This form is sent to the Process Improvement
Director for his approval.
Date: 11/6/2012
Name: Rod Franz
Approved/Denied:
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant, who
forwards a copy to members of the Executive Support Team. They determine how to
convert hours into budgetary savings.
Date: November 7, 2012
Approved/Denied:
City Manager’s
Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings. The
CMO Executive Assistant converts the approved form into a pdf file that is saved on
the P drive and in Laserfiche.
Date:
Approved/Denied: