on Nov 14th, 2011
in Ideas Worth Exploring
| 28 comments
Out of 23 posts in industrialized countries, the U.S. Postal Service is one of the few remaining posts not offering an eMailbox solution to its citizens. And while there are private sector technology industry standouts in the U.S. that have developed widely popular e-mail and secure storage services, their business models sacrifice consumer privacy in the interest of ad-based revenue generation. In an increasingly digital world, it may make sense for the Postal Service to offer eMailbox services in addition to traditional delivery. A consumer would also be able to sign up for an accompanying highly secure data storage area service called the eLockbox, which would provide added security for the archiving of important legal and personal documents with anytime, anywhere secure access. Today many electronic documents, especially financial records, reside primarily on the banks or billers Web site and not with the consumer. The Office of Inspector General Risk Analysis Research Center’s new paper eMailbox and eLockbox: Opportunities for the Postal Service (Report Number RARC-WP-12-001) explores these concepts. This white paper is the fourth paper in the Digital series, and presents a case for offering an eMailbox and eLockbox. Some of the paper’s findings include: 1.As communication channels become increasingly consumer-centric, the eMailbox and eLockbox would empower individuals to transition to full electronic delivery at their own pace. 2.The linking of one’s physical identity and address to the eMailbox address will provide high identity assurance necessary for transactions, which require privacy, confidentiality, authentication and non-repudiation such as for legal and financial correspondence. 3.The Postal Service, offers protection from theft, interference, fraud and forgery under federal law, utilizing two law enforcement organizations (the Office of Inspector General and the Inspection Service). 4.Advertising mail would only be allowed from entities registered with the Postal eMailbox system and with the consent of the receiver. Together, the concept of the eMailbox and eLockbox services reflects a natural extension of the Postal Service’s role in the physical world as the trusted custodian of the nation’s address management system. The product provides a digital service linking American households and businesses in a trusted and verifiable way, while empowering consumers to determine the pace and extent of the service’s use. This product suite should be further developed as the organization implements new digital services. What do you think? Would you use a Postal eMailbox? This blog is hosted by the OIG’s Risk Analysis Research Center.
on Sep 26th, 2011
in Ideas Worth Exploring
| 9 comments
The Postal Service has “coupled” its retail and delivery operations, both managerially and physically, since delivery services were first established almost 150 years ago. Historical patterns, or the needs for delivery service efficiencies, primarily determined the location of physical facilities, which typically house both delivery and retail operations. Demands for postal retail services are changing both geographically and demographically as consumers age and population centers shift. Our Risk Analysis Research Center studied the strategic concept of “decoupling” the Postal Service’s delivery and retail operations, examining both the physical and managerial functions. The results appear in the recently released whitepaper titled Retail and Delivery: Decoupling Could Improve Service and Lower Costs. The white paper draws upon the insights of key stakeholders, private sector delivery companies within the United States, foreign postal operators, and expert business consultants. The study found that selective decoupling of retail and delivery operations, mostly outside of rural areas, could result in lower costs, increased revenue, and better service that is more responsive to changing market conditions and diverse customer needs. The paper’s key findings include:
- A decoupling strategy affords the Postal Service more flexibility to respond to changing customer needs for retail service.
- The Postal Service too often ignores retail functions, which receive secondary managerial attention when competing with delivery for resources and clerk time.
- Decoupling could help transform both retail and delivery into separate best-practices driven, strategic business units.
- Major private-sector delivery companies in the United States as well as foreign posts previously separated their retail and delivery functions with each having its own distinct skills, training, and performance measures.
on Sep 12th, 2011
in Ideas Worth Exploring
| 12 comments
Despite financial challenges resulting from declining mail volumes and current economic conditions, the Postal Service is continually driving efficiency by making better use of space, staffing, equipment, and transportation in processing mail. One key element of improving efficiency is consolidating mail processing operations, which is an ongoing effort. Since fiscal year 2009, the Postal Service has completed 47 consolidations and has an additional 107 consolidations in progress for proposed savings of approximately $255 million. How can further efficiencies be gained in mail processing? One idea may be to redesign workroom floor layouts to improve mail flow and eliminate redundancy or inefficient mail flow routes. This effort could also lead to work hour savings and efficiencies in staffing, staging, and dispatching the mail. Another idea may be to standardize mail processing equipment based on the volume of mail processed at each plant. Are these viable options for further improving mail processing efficiencies? What are some other ways the Postal Service can standardize mail processing operations to improve efficiency and improve the bottom line? This blog is hosted by the OIG’s Network Processing team.
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