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Audit Reports

Aug
08
2022
Report Number:
21-243-R22
Report Type:
Audit Reports
Category: Service Performance

Improving Service Performance and Mail Processing Efficiencies at Historically Low Performing Facilities

The OIG received a Freedom of Information Act (FOIA) request for the originally posted report. We are reposting the report as released to the FOIA requester.

 

Background

The U.S. Postal Service needs effective and productive operations to fulfill its mission of providing prompt, reliable, and affordable mail service. In recent years, service performance and Postal Service efficiency has trended downward. In response, the Postal Service established strategies in its 10-year Delivering for America plan to improve service performance and mail processing efficiencies.

 

What We Did

Our objective was to evaluate service performance and processing efficiencies at 10 low performing mail processing facilities and determine potential areas for improvement. To accomplish our objective, we conducted observations and interviews at the 10 selected facilities. We also reviewed mail processing productivity data for letters, flats, packages, and manual operations; service performance and trends for First‑Class, Periodicals, Marketing and Parcels; mail processing staffing (e.g., employee availability, turnover, etc.); and training and maintenance challenges. Our scope period was fiscal year (FY) 2020 to FY 2022, Quarter (Q)1.

Report Recommendations

# Recommendation Status Value Initial Management Response USPS Proposed Resolution OIG Response Final Resolution
1

Evaluate efficiency at the 10 facilities to identify inefficiencies in the mail flow (e.g., facility layout/location, space constraints, customer and service impacts, and equipment relocation costs) and, based on the results, consider properly aligning the impacted facilities to efficiently meet the challenges they face based on changes in market demand.

 Open $82,429,376 Agree
2

Develop and implement an action plan, with milestones and measurable goals, to address all safety and health issues identified during our audit of the 10 facilities.

 Closed $0 Agree
3

In accordance with policies and procedures, remove excess mail transport equipment from the 10 facilities.

 Closed $0 Agree
4

Continue to evaluate and implement management staffing and retention strategies and reduce the percentage of acting supervisors/managers at the 10 facilities.

 Closed $0 Agree
5

Create a formalized program to track and provide standardized training for any employee at the 10 facilities who assumes a role as an acting manager or supervisor and consider implementing the program nationwide.

 Closed $0 Agree
6

Ensure that all non-career employees receive orientation training at the 10 facilities and explore ways to standardize on-the-job training nationwide to reduce the learning gap that may impact employee training, skills, and knowledge.

 Closed $0 Agree
7

Reinforce procedures to verify that required training for newly promoted supervisors and managers at the 10 facilities is completed in the period required to gain the needed knowledge, skills, and abilities to optimally perform their role; and consider implementing the procedures nationwide.

 Closed $0 Agree
8

Evaluate all employee exit/stay survey responses quarterly and communicate the results directly with management at the 10 facilities to ensure transparency and accountability and consider implementing the evaluations and communications of employee surveys nationwide.

 Closed $0 Agree
9

Provide refresher training to employees and supervisors at the 10 facilities on proper procedures for preparing, feeding, jogging, and culling mail prior to processing mail to prevent or reduce machine jams.

 Closed $0 Agree
10

Issue supplemental guidance on management oversight to remind supervisors to check mail inventories and daily projections to ensure each machine is adequately staffed.

 Closed $0 Agree