Continuous Improvement Program artwork
  • Project Title:
  • Contractual Support Services for the Postal Service’s Continuous Improvement Program
  • Start Date:
  • Tuesday, March 27, 2018
  • Estimated Report Release Date:
  • August 2018

In May 2017, the Postmaster General described the need for a “continuous improvement mindset to compete for today’s customers and anticipate the needs of tomorrow’s customers.” According to the U.S. Postal Service, “continuous improvement is an ongoing effort to improve products, services, or processes.”

The Postal Service’s Office of Continuous Improvement manages the program, coordinating employee training and assisting continuous improvement teams with their projects. The Postal Service relies on a combination of employees and contractors to support the continuous improvement program and its goals.

Our objective is to determine whether the contractual support services for the Postal Service’s Continuous Improvement Program are effectively supporting the program’s goals.

  1. What type of continuous improvement support services have you received from the contractors?
  2. How have the contractors helped you achieve your continuous improvement duties and reach your goals?

Comments (6)

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  • anon

    We appreciate your comments and are taking them under consideration.

    Mar 21, 2018
  • anon

    "Continuous Improvement Program"..."Employee Engagement"..."Load Leveling"..."Zero Tolerance of Harassment", and on, and on. Buzz words for programs which die a slow, unrecognized death some where between the well intended start and the missing in action report. Why? 2 Reasons. Middle management is deathly afraid to change because it could mean their little fiefdoms could be harmed. So they play a game. OR...Everybody is tied up every day putting bandaids on the system to keep it going. And they are tired of the constant cadence of information requests from above, which sap time from them with no apparent logic behind the requests. Either way...Nothing happens, or, in the worst case, things happen, are wrong but management will never admit failure... FFS?.....USPS remains a top down organization. Continuous improvement works better from bottom to top.

    Mar 20, 2018
  • anon

    We appreciate these comments from March 10, 2018, and are taking them under consideration.

    Mar 13, 2018
  • anon

    Does the Milwaukee P&DC have a "continous improvement team?" I'm not a member of the management team so I'm routinely kept uninformed.

    Mar 10, 2018
  • anon

    Contractors can help us when we employees call in sick or on AL.

    Mar 10, 2018
  • anon

    CI is a complete waste of time and resources in most instances. There is competition among districts for belts issued so sites are sending in employees without them being able to perform projects. These projects are then put together by others without any real gains. Sites are re-performing DMAIC projects that were finished a short while ago due to running out of credible projects. For example, there are sites doing DMAIC SV projects now where they did one last year. One site spent hundreds of thousands of dollars on a Tray Transport upgrade that was not needed. Some of the districts with the worst service scores are the ones with the most Green and Black belts. In our district the February and March class participants used data from Peak as baseline; these people would not have to lift a finger to get their savings. There is no one really going and fact checking data for projects that have been completed.

    Mar 10, 2018

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