second and final post implementation review for the ... · detroit, mi p&dc. comparison ofdata...

LABOR RELATIONS

June 1, 2011

Mr. Cliff GuffeyPresidentAmerican Postal Workers

Union (APWU), AFL-CIO1300 L Street, NWWashington, DC 20005-4128

Dear Cliff:

Certified Mail Tracking Number:7099 3400 0009 0514 4960

As information, enclosed is a copy of the first Post Implementation Review (PIR) for the Detroit,Michigan area mail processing study.

If you have any questions, please contact Jacqueline Adona at (202) 268-3800.

Sincerely,

Patrick M. DevineActing ManagerContract Administration (APWU)

Enclosure

475 l'ENFANT PLAZA SW

WASHINGTON DC 20260-4100

WWVV.USPS.COM (CA2011-464)

Apr-01-2010: Sep-3D-2010

Type of Distribution Consolidated: OriginatingFacility Name & Type: Detroit P&DC

Street Address: 1401 W Fort StreetCity: Detroit

State: MI50 Facility ZIP Code: 46233

District: DetroitArea: Great Lakes

Finance Number: .iiiiiii•••••••••Current 3D ZIP Code{s):! 481,482

Miles to Gaining Facility: 35.7EXFC office: Yes

Plant Manager:! N/ASenior Plant Manager:! Jack Watson

District Manager:! Charles E. Howe

Facility Name & Type: Michigan MetroPlex P&DCStreet Address: 711 N. Glenwood

City: PontiacState: MI

50 Facility ZIP Code: 46340District: Southeast Michigan

Area: Great Lakes

Finance Number:••11111••••••••Current 3D ZIP Code(s):;480, 483

EXFC office: Yes

Plant Manager: NlASenior Plant Manager: Michael Kotula

District Manager: Charles J. Miller

Approval Date: July 29, 2009Implementation Date: Apr-01-2010

PIR Type: 1st PIRDate Range of Data:

Processing Days per Year: 310Bargaining Unit Hours per Year: 1,750

EAS Hours per Year: 1,625Date of HQ memo, DAR Factors/Cost of Borrowing!

November 28, 2008New Facility Start-up Costs Update I-------------~

Date & Time this workbook was last saved: 5/16/2011 9:06

Area Vice President:Vice President, Network Operations:

Area AMP Coordinator:NAI Contact:

Jo Ann Feindt

David E. WilliamsNancy SCheonbeckJug S. Bedi

PIR Data Entry Page

Approval Signatures

Losing Facility Name and Type:Facility ZIP Code:Finance Number:

Current SCI" ZIP Code(s):

Type of Distribution Consolidated:

GaInIng Facility Name and Type:Facility ZIP Code:Finance Number:

Current SCI' ZIP Code(s):

Implementation Date:

Date Range of Data:

t.gSft«! FAC/fJTY"

Plant Manager:

Senior Plant Manager:

GAINING FAf}I.J1Y:

Plant Manager;

trc it P&DC~3,4 l2

~82

·P&DCt4112: ·1

83

PIRType:

10

Senior Plant Manager:

District Manager:

Area Vice President:

Executive Summary PIR Type: 1st PIR

Losing Facility Name and Type:Street Address:

City:

State:Current SCF ZIP Code(s):

Type of Distribution Consolidated:

Last Saved:

Detroit P&DC1401 W Fort StreetDetroitMI

481,482

Originating

January 0,1900 Date Range of Data: 411/2010 -

Gaining Facility Name and Type: .::M~i~ch:::iglt:a~n.:..:M=et::;ro:::.:P...:I::;ex:...:.-P.:::&=::D~C:.-- _Street Address: 711 N. Glenwood

City: PontiacSlate: ,:::M;:..I _

Current SCF ZIP Code(s): 480, 483

Savings/Costs

Function 1 Workhour Savings

Noo-ProceMing Craft Workhour Savinga (less MalntlTraos)

PCESJEAS Workhour Savings

Transportation Savings

Maintenance Sevings

Space Savings

Total Annual Savings

Total One-Time Costs

Total First Year SavIngs

StaffingCraft Position Loss

PCESJEAS Position Loss

First-Class MallService Perfonnance (EXFC OIN)

First-Class MallService Perfonnance (EXFC 2 Day)

First-Class MallService Perfonnance (EXFC 3 Day)

Actual Change1st PIR vs Pre AMP

34,135,158

(6,804,329)

7,034,658

5,285,922

(953,239)

38,698,169

(44,111)

38,654,058

571

25

Detroit

0.00

0.00

0.00

Proposed Change1st PIR vs Approved

29,852,939

(6,810,550)

6,851,597

6,129,123

(1,774,305)

34,248,804

114,584

34,363,387

540

23

Metroplex

0.00

0.00

0.00

from Workhour Costs ~ Combined

from other Cun V$ Prop

from Other Curr V$ Prop

from TransportBtion HeRand TranspottBtion PVS

from Maintenance

from Spare Evaluation and Other Costs

from Space Evaluation and Other Costs

from stamng-Craff

from stamng-PCESIEAS

from SefVice Perlonnance & CSM

from SaM"" Parfonnance & CSM

from Service Performance & CSM

Customer Experience Measurement Q 1Residential at PFC level

Customer Experience Measurement Q 1SmallBusiness at PFC level

92.00%

87.90%

from Service Perlonnance & CSM

from Service Performance & CSM

PIR Executive Summarypage 3

Calculation References

Combined Losing and Gaining Facility Dam: PreAMP Proposed 1st PIR

Function 1 Wor1<hour Costs 147,874,765 143,592,546 113,739,607Non-Processing Craft Wor1<hour Costs 4,045,696 4,039,476 10,850,026(less Maintenance & Tr&l'l6pOrtation)

PCESIEAS Wor1<hours 19,229,651 19,046,589 12,194,992Transporlation Costs 54,649,473 55,492,674 49,363,551

Maintenance Costs 38,446,607 37,625,541 39,399,846Space Savings

Total Annual SaVings 264,246,192 259,796,827 225,548,023

Total One-Time Costs (158,695) (44,111)

Total First Year Savings 264,246,192 259,638,132 225,503,911

~

Craft Position Total On-Rolls 2,847 2,816 2,276PCESIEAS Position Total On-Rolls 176 174 151

vs1st PIR vs Proposed (Approved)Pre-AMP AMP Approved AMP

Function 1 Wor1<hour Savings 34,135,158 29,852,939 4,282,219 OK $4,282,219Non-Processing Craft VYorkhour Savings (6,804,329) (6,810,550) 6,220 OK $6,220(tess MalnUTrans)

PCESIEAS Wor1<hour Savings 7,034,658 6,851,597 183.062 OK $183,062

Transportation Savings 5,285,922 6,132,328 (846,407) -$646,407

Maintenance Savings (953,239) (1,774,305) 821,066 OK $621,066

Space Savings OK $0

Total Annual Savings 38,698,169 34,252,009 4,446,160 $4,446,160

Total One-Time Costs (44,111) 114,584 (158,695) OK -$158,695

Total First Year Savings 38,654,058 34,366,593 4,287,465 $4,287,465

~Craft Position Loss 571 540 31 OK 31

PCESIEAS Position Loss 25 23 2 OK 2

PIR Executive Summarypage 3

Summary NarrativeLast Saved: May 16, 2011

Losing Facility Name and Type: Detroit P&DCCurrent SCF ZIP Code(s): 481, 482

Type of Distribution Consolidated: Originating

Gaining Facility Name and Type: Michigan MetroPlex P&DCCurrent SCF ZIP Code(s): 480, 483

Background:

The Great Lakes Area, with the assistance from the Southeast Michigan Performance Cluster, has completed the 1st(6-month) Post Implementation Review (PIR) of the Detroit, MI Area Mail Processing (AMP). This 1stl PIR projects afull year savings and determines whether the Postal Service increased efficiency by consolidating originating mailprocessing operations from the Detroit, MI P&DC to the Michigan Metroplex P&DC. The AMP moved originatingletters and flats for the ZIP codes 481-482 to the Michigan Metroplex P&DC without modifications to the operatingplan. The transfer of volumes to the Michigan Metroplex P&DC was completed on January 26,2010.

The Detroit P&DC is an owned facility located approximately 36 miles from the Michigan Metroplex P&DC.

Financial Summary:

PIR vs Pre·AMPTotal Annual Savings: $38,698,169Total First Year: $38,654,058

PIR vs Proposed$32,248,804$34,363,387

The vast majority of the savings was due to the unprecedented reduction in mail volume over the last two years.

The consolidation shifted an approximate average daily volume of 1.050,499 originating first handling mail pieces(base period) from the Detroit P&DC to the Michigan Metroplex P&DC. There were service upgrades anddowngrades for Periodicals and Standard Mail. The Southeast Michigan Performance Cluster and Great Lakes Arearealigned transportation, improved operational efficiencies, and made personnel scheduling adjustments to protectservice and ensure cost reduction commitments were met.

Customer Service Considerations:

The Detroit P&DC EXFC First Class Mail Service Performance from TTMS for the AMP impacted ZIP codes is shownbelow:

I After AMP

Fiscal QuarterOvernight

Percenta e

IIQue:tlonResidential Top Sm/Med Bus

Two Box To Two BoxQ1 92% 88%

Q4a 94% 91%

Q8a 94% 90%

Q12a 89% 85%Q16a 67% 54%Q19 86% 84%

PIR Summary Narrative

The Michigan Metroplex P&DC EXFC First Class Mail Service Perfonrnance from TTMS for the AMP impacted ZIPcodes is shown below:

(13) (14) (16) Residential Top Sm/Med BusTwo Box To Two Box

After AMP

Fiscal Quarter

032010

042010

012011

022011

OvernightPercentage

97.04%97.34%

2 DayPercentage

94.84%95.24%

3 DayPercentage

93.10%92.72%

Q1Q4aQ8a

Q12aQ16aQ19

92.0%

93.6%

93.7%

88.9%

88.5%

88.1%

87.9%

91.4%

89.8%

84.6%

53.6%

83.6%

Transportation Changes

The approved Detroit AMP projected an annual transportation cost of $846,407. The initiatives put in placenationwide and the overall consolidation of some routes in both Detroit and Michigan Metroplex show a PIRsavings of $5,285,922. This number is misleading however when you look at the figures that actually applyto the Detroit originating AMP.

In order to improve service between Detroit and the Michigan Metroplex. three collection mail hubs wereadded.

Staffing Impacts:

The approved Detroit AMP proposal identified a net reduction of 31 craft and 2 EAS employee positions due to theconsolidation of some originating operations to the Michigan Metroplex P&DC. Complement data at the end of PQ4,PFY 2010 shows the complement has been reduced by 571 craft employees and 25 EAS employees through attritionand transfers. Local initiatives involving staffing/scheduling study impacts and the retirement incentive in 2009contributed to the larger than expected complement reduction.

The staffing impacts and management-to-craft ratios are summarized below.


Detroit, MI P&DCMichigan MetroplexP&DC 1 : 25

MDOs+SDOs to Craft 1

(1 :22 target)

1: 24

1 : 22 1: 30

MDOs+SDOs to Craft 1

(1:22 target)

1 : 19

1: 24

, Craft =FTR+PTR+PTF+Casualsl Craft =F1 + F4 at Losing; F1 only at Gaining

Maintenance Impacts

The AMP projected a net annual savings of $821,066 in Maintenance. This savings was attributed to the DetroitP&DC labor and non-personnel costs associated with no longer maintaining 9 AFCSs, 2 DPRCs, and 2 NEC.

One dual pass rough cull (DPRC), 2 DlOSS heads, and 1 DlOSS machine were moved from the Detroit P&DC to theMichigan Metroplex. In exchange, the Michigan Metroplex sent 2 DBCS heads to Detroit. Due to these proposedchanges the AMP expected to see a savings of $821,066. Instead, a cost is reflected in the worksheets of over $1million dollars.

There are several factors unrelated to the AMP that contribute to the $1 million net cost in Maintenance. The largestmonetary driver was the significant increase in authorized custodian staffing. LDC 38 staffing increased from 38custodians before the AMP (as indicated in the original P0408 data), to 80 after the AMP (as indicated in the PIR dataand supported by the approved and active MS-47 staffing package at the time). The rationale for the increase incustodians was the new Metroplex facility which is more than double the size of the former Royal Oak buildings. Thetransition from the former Royal Oak buildings to the new Metroplex building was after the timeframe of the P0408data but prior to the implementation date of the AMP. Thus the increase in custodian staffing is outside the scope ofthe AMP.

Space Impacts and One TIme Facility Costs:

The AMP projected $158,695 of one time costs. The 1st PIR identifies a one time cost of $44,111 to relocate oneDPRC and other mail processing equipment from Detroit to the Michigan Metroplex.


Conclusion

Volume loss at Detroit, MI P&DC and Michigan Metroplex, MI P&DC drove complement reductions through variousefforts including early retirement incentives. The savings associated with this AMP needs to focus on reduction atDetroit, MI P&DC. Comparison of data used during the feasibility study and the 1st PIR indicate a 17.5% reduction inannual TPH volume at the Detroit, MI P&DC. Based on the approved AMP, Detroit, MI P&DC was expected to reducestaffing by 144 craft positions. The difference between the 1st PIR and the proposed for Detroit, MI P&DC was 423craft positions, attributable to volume loss and other local initiatives.


.'Service Performance and Customer Satisfaction Measurement

Last Saved: May 16,2011

PIR Type:Implementation Date:

1st PIR04/01/10

Losing Facility: -::D,...;e.".tr.".o""it_P.".&.".D....:C'-- _District: Detroit.c:....:.""'--'--=--- _

Residential Top ISmIMed BusTwo Box To Two Box

Q1 92% 88%

Q19 86% 84%Q16a 67% 54%

Question#

Fiscal Quarter

Detroit

(7)

Q4a 94% 91%1---.=.c.;~'-----1---::..:.:.:c-'-~~---"-..:.:.:-"--t--:"O':'=---+____::~___;~-------+--...:..c~-_1

_____+----------+-------+__~Q8~a'---+__---94-%----__0_901_1>__Q12a 89% 85%After AMP

Gaining Facility: Michigan MetroPlex P&DCDistrict: Southeast Michigan

(16)(15)(14)(13) Question 'II I# Residential Top I SmIMed Bus

+---------+-----l-----+------+-----1~Bo.ccx_-I_T:-;opJwo Bo~_

Fiscal Quarter Overnight 2 Day 3 Day I__+-'-P::,erc~e;.:n,:,;ta:;;g'-'e_l-C-P-'e;;rcTe"'nita'.;;g"-e=-!_Percentage+ .....~Q'i:1-+--_9::2:::.0c:%=- _._87_.9_%__.

032010 97.04% 94.84% . 93.10% -- Q4a 93.6% 91.4%042010 97.34% --95.24% -t----;;9;;;2"".7;;2;,;OIi'o:..-+--;;Q8~a:.....-+---:::93.7% 89.8%

----+-'-----'-'--'-"--+-'-------j--'-=-"--'---+---;;2';;;=--+-- .:'---t--'-'-'--:..:.....--j1-_-:0::1-:2.~01'_:1--_!_-----_-.-_+------+--_--.-.+-_:Q~12"'a=--+__ 8_8.9.1!.....__. 84_.6_%__

Q16a 66.5% 53.6%Q19 86.1% 83.6%

F-1 After AMP'i

(13) Notes: _

.. Customer Satisfaction Measurement (CSM) became Customer Experience Measurement In 2010 Data reflects most recentty quarter

Q 1 Overall Satisfaction (OveraH Experience)

Q4a Satisfaction with Receiving (Experience with receiving)08a Satisfaction with Sending (Experience with tending)012a Satisfaction with most m.quently visrted PO (Experience with most frequently visrted PO)Q 16a Satisfaction with most recent contact with USPS (Experience with most recent contact 'Nith USPS)

019 Likely 10 recommend the USPS

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12

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$171,792$108,623$138.542

$1,642$5,794

$594,555$1,390

$6,522,386$1,616,699

$488$151,614

$1,927$2,961

$27,271$186,642$896.382

$490$1,869,334

$611,377$3,528

$14,642$467,155$339,543$345,339$684,990

$1,984$457,782

$255$125,075$339,048$308,053$160.167$711,123$24,219$70,447

$4,881$235$

0$2,916

$114,600$0$135

$7,~7

$3

15

27

3$270$

0$0$0$

0$192

$465,949$0$0$0$0$0$0$0

PJRW

orkhourC

osts-

Losing

11

htP

fR

$0$0$

«7

.80

8$2(1.(81$0

$36.239$0$0$0$0$1.!>ol9.608

$98,058$725ol

$388.902$0$1.119.(99

$8.105$5.385,108

821.828$32.(81$86,529

$1

(5$0$8281

PIRW

or1d1ourCo

sts·Losing

,.1s

tPtR

~

13

1StP

fR

NoC

llIeN

oCllIe

NoC

llIeN

oC

No

CllIe

No

CllIe

No

Cllle

No

CllIe

No

Cllle

NQe.tc

NOCOk

No

Cllle

NoC

llleIN

oC

llleN

oC

llle

NoC

llle'N

QC

;iC

NoC

llIeN

oC

llleN

oCllIe

No

Cllle

No

Cllle

NoC

llIeN

oC

al.

NoC

llIe'N

oC

llleN

oCllIe

NoC

llIeN

oCllIe

No

CllIe

No

Cllle

No

Cllle

No

Cllle

No

C¥

c'N

oC

al.

No

Cllle

No

Cllle

No

Cllle

No

Cllle

No

Cllle

NoC

llIeN

oC

llleN

oC

llleN

oC

llle

No

Cllle

No

Cale

No

Cllle

No

Cllle

No

Cllle

No

CllIe

No

Cllle

NoC

llIeN

oC

llleN

oC

llleN

oCllIe

No

ca

kN

oC

llleN

oC

llleN

oCllIe

NoC

llIeN

oCllIe

No

Cllle

No

CllIe

No

Cllle

No

Cllle

NoC

llIeN

oC

llle

No

C8lc

No

Calc

NoC

llIe

NoC

llIe

No

Cllle

No

Cllle

No

Calc

NoC

llIe

No

Cllle

NoC

llIe

No

NoC

llIe

NoC

llIe

NoC

llIe

~

"0

","

,au..

~I

htP

lR

00"0"0"0"0"0"0"000000"000"0"0000000000000000"00000~00000"00000000"0000000000000"000000000000"00

1atPlR

~1atP

iR~

"MIU

IFH

PV

okfmt,

(')

PIR

Wor1<:hourC

osts~

Losing

$159,747,001

-2j,3~~

I~16,1&0,,.61

(26.1at'""'-....P

ropou

d

&)

I'10

Pfo

po

ud

Ifa

tPeR

Annll&

lWon:hour

COIlt&

.

========================================================;_~~~?E~if

(1.,.

1213

AnnualW

orkhoursA

nnualP

roductlvttv

Pn

>p

ou

db

tptR

--,.tp

tR

No

CloI<

2,021

(24.1d~

...~

(7......'531)11642.lM

ll444

-17.5%~n,:nf,

21.9%

PIR

World1our

Co

sts·Losing

PIRT

ypo':.;!u.iC.t=:-c~,-,Rp'"'R,"""""""",==-'-~-C"",=uo7",.....,7""---'F"m7PIR.

(1)

Gaining

Facility:

Michigan

/,IatroPia.

P&D

C

Typo

ofD

istributionC

onaolktotad:O

figinating

Wo

rkho

urC

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·Ga

inin

gF

acility

lfl;tS

ave<!:M

ay

16

,2011

Fu

nction

1

""10iii:O

i......iii:O

i$5&

.37

Date

Ran

ge

ofD

ata.:A

IW-.4

1-t0

10

toh

p-3

0-2

01

0"11ltF'tR

$667,974$0

$0$1,077,324$0$1,970,071

$625,083$15.288$18,382$

0$

0$0$4,401,430

$319.278

$2

£9

.2n

$1.482$0

$0$0$53,(91

$3,574,561$416,210$0$0

$81,362$3.288,740$0$0

$508$288,415$

0$

2,=

,$4

6$1,107.797$1.254,086

$23,380$2,422

$1,378$711,556$621,775

$1,301$0$0$0$0$0$80.714$63,033

$223,963$0$0$0$229,109

$69,397$915.273

$18,900$39,313

$210,636$0

$0

$584,182$0

$0

PIR

Wor1dlour

Co

sts~

Gaining

$0 $0

$0 $0

$0$0 $0

$0 $0 $0$0 $0

$0$0

$0$0

$0 $0 $0$0 $0 $0

$0$0 $0

$0

$0$0$0

$0$0$0

$0$0 $0 $0 $0$0$0$0 $0$0 $0$0 $0 $0$0$0 $0 $0

~$0

$0$0~$0$

0$0

645

$404

$612

$155

$103

$2.267

$15,998

$71.960

$101,631

$705.9504$

0

$624,070

$710,733$0

$2,101

$1,354,442

..1IJtPlR

$0

$0$01

$0

$0

$0 $(I$0

$207

~$856,932

,1.$30,792$1,415,017

$1,767,534

(II

PIR

Workhour

Costs

-G

aining

(1)

aaaaa

NoCOlON

oCelc

NoC

eIcN

oCNo

CeIc

NoC

eIcN

oCeIc

NoC

eIcN

ocNo

CeIc

NoC

eIcN

oC"'"

NoC

eIcNo

CeIc

NoC

eIcN

oCeIc

NoC

elcNo

CeIc

NoC

elcN

oCelc

NoNoC

elc

NoC

'"

,.1

1tP

fR

$(I

$1()ol,SlI2

$5,81824S$0$40,588$(I

$0$0$0

$3,7.(3,379$364,920$(I

$7

22

4$a$0$0

$5,793.583$53a,a34$0$

0$

0$

0$

0$41.314$34,151

$1,347,367$

61

M3

3$337,865

$7.S78$0$5,387

$6

32

19

$33.43a$

0$796$0

$6,4a3$514$

a$0$0$

a$0$0

$2,688$

27

9,m

$1283,712$0$584,147$(I

$0$9,167

$1

62

,n8

$70.755

PIR'II'or1<hourC

osts-

Gaining

OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOQOOOOOOOOOOOOOOOOOO0000000000000000000000000 00

IH-H-H-H-H++++++++++++++++f-+-f-+-H-H-I-HI-H-H-H-H++++++++++++++++++f-+-f-+-H-I-HI-HI-H-H-H++-I!~ 1

~ ~ 8-1 l~

,.1s

tPiR

PIR

Workhour

Costs

-G

aining

11

·lL7

%

\.$11,618(079)

htP

iR

P....,t

H.P

/.10.8%

p....,t

(50£.517)

1,2

h.

·28.1'Y~

htp

tR

{lM

.1t3

}

e18.G4/.

,.

1,71&,&

14

- An

nu

alWo

rtho

urs

(12)1.tP

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PT

.AM

P\1.t~

..

Pn

lpo

Qd

-20.7%

(1,G

K,7t1

,....)

~9.8%

1atPIR

:

1,1

8!,2

b,3

7&

- Aftnual

F"HPV~IfM

(27)N

OT

ES

:======================================_

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

li.:~~$:~'ftW#ifT.~~j

PIR

Workhour

Co

ots·G

aining

Other Workhour Move Analysis

Totals $7.648.310 $3.011,.0439

PIR Workhour Costs - Combined Facilities

252,615 2-4lU17

"'08lw CnIr o,.(\lIM~ P>g to 'T_-Po-I!'_r..T l<lT,....pvlltab

-....- lI>~lllb...or

161= 7,e..I6,310 8,01 L439

$0

,$0

"oT"'"

........oooo

oTOl:alA

"= =-=_ ($I

$0

$0$0

$0

PIR Workhour Costs - Combined Facilities

Staffing· PCES/EASLast Saved; May 16. 2011

PIR Type: '" PIR

FI~'

37

17

13

84

-1e.S%

,.ptA VI' PropOMd

-20.8%P.rtw'lt

(2l_ ........PCES-01 1

EAS-25 1

EAS-25 IEAS-25 1

EAS-24 2

EAS-23 2EAS-23 1

EAS-22 2EAS-22 IEAS-21 1

EAS-21 2EAS-20 •EAS-20 0

EAS-20 •EAS-20 1EAS-19 0EAS-19

EAS-19 1EAS-19 3EAS-19 0EAS-19 1EAS-18 1

EAS-18 3EAS-17 ,EAS-17 ••EAS-17 "EAS-17 •EAS-17 7

EAS-16 1EA$-15 0

EAS-12 I

101

30 OPERATIONS SUPPORT SPECIALIST

27 SUPV MAINTENANCE PLANNING/ASSETS

26 SUPV MAINTENANCE OPERATIONS

28 SUPVTRANSPORTATION OPERATIONS

25 SUPV DISTRIBUTION OPERATIONS



31 SECRETARY (FLO)

Totlla

29 NElV'.URKS SPECIALIST

19 MaR DISTRIBUTION OPERATIONS

18 MAINTENANCE OPERATIONS ANAlYST

16 INDUSTRIAl ENGINEER (FLO)

17 MAINTENANCE ENGINEERING SPECIAUST

15 OPERATIONS SUPPORT SPECIAlIST

14 MGR MAlNTENANCE PlANNING/ASSETS

13 MGR MAtNTENANCE OPERATIONS SUPPT


10 MGR MAINTENANCE OPERATIONS SUPT

11 OPERATIONS INDUSTRIAL ENGINEER (FIE

9 OPERATK>NS INDUSTRiAL ENGINEER (FIE

8 MGR DISTRIBUTION OPERATIONS

7 MGR TRANSPORTATtONlNETV\QRKS

6 MaR MAINTENANCE OPERATIONS

4 SR MGR DISTRIBUTION OPERATIONS


3 MGR MAINTENANCE

1 SR PLANT MANAGER (1)

2 MGR IN-PLANT SUPPORT

Position Tille

22 NET\I",.tORKS SPECIAliST

In

PCESIEAS Positions

21 MGR PVS OPERATIONS

20 MaR FIELD MAINTENANCE OPERATIONS

27

11

125)PlR

&7

1STl'Jftnp'......

37

o

10

73

(24)-On-Rollo

Vwfanuos Total On-RoAI(33) (3.()

Finance'

EAS-25

EAS-21

EAS-20

EAS-22

EAS-21

EAS-24

EAS·22

EAS-20

EAS-20

EAS·20

EAS-19

EAS-17

EA$-12

PCE5-01

EAS-17

EAS-16

EAS-17

EAS-15

22 SUPV MAINTENANCE OPERATIONS

13 INDUSTRIAL ENGlNEER (FLO)

26 NETW:lRKS SPECIALIST


o

11 MGR TRANSPORTATIONINETWORKS

25 SUPV TRANSPORTATION OPERATIONS

10 MGR MAINTENANCE OPERATIONS SUPT

12 OPERATlONS SUPPORT SPECIALIST

9 MaR OlSTR1BUTION OPERATIONS

17 MGR MAINTENANCE OPERATIONS SUPPT

8 OPERATIONS INDUSTRIAl ENGINEER (FIE

16 MaR DISTRIBUTION OPERATIONS

6 OPERATIONS INDUSTRIAL ENGINEER (FIE

7 MGR MAINTENANCE OPERATIONS

21 SUPV DISTRIBUTION OPERATIONS


20 OPERATIONS SUPPORT SPECiALIST

IJlGR DISTRIBUTION OPERATIONS


MaR IN-PlANT SUPPORT

18 MGR MAINTENANCE PlANNINO/ASSETS

SR PlANT MANAGER (2)

(1i)

Position Tille

PCESIEAS Positions

14 MAINTENANCE ENGINEERING SPECIALIST

27 ASSOCIATE SUPERVlSOR--QIST OPS

28 SECRETARY (FLO)

24 SUPV MAINTENANCE PLANNING/ASSETS

23 SUPV MAINTENANCE OPERATIONS SUPPORT

Gaining Facility: MIchigan MotroPlex P&DC

Data Extnl~tkJn 0..: 101141Z010

r"-"-;~;;;~-;;~~-":::~;;:-:,::-"r"-:::~:,r;'::----l/ Position LOSS; 25 j 23 IL._;_.._.._..._..._..._.._.......-or_... .._ .._ .._ ..._ .. ..._ ... ..

(Allow runbenI c.med~tQtheEx~~)

PIR Staffing - PCES/EAS

Staffing· CraftLast Saved: May 16, 2011

PIR Type: 1st PIR

Craft Positions

Function 1 - ClerkFunction 4 - ClerkFunction 1 - Mail HandlerFunction 4 - Mail HandlerFunction 3A - Vehicle ServiceFunction 38 - MaintenanceFunctions 67-69 - Lmtd/RehabflNCOther Functions

Total

Data Extraction Date: 10/14/10

Craft Positions

Function 1 - ClerkFunction 1 - Mail HandlerFunction 3A - Vehicle ServiceFunction 38 - MaintenanceFunctions 67-69 - Lmtd/RehabflNCOther Functions

Total

Data Extraction Date: 10/14/10

,,----,--------~-------------1I ~ I ~ I

! 1st PIR vs Pre AMP ! 1st PIR vs Proposed !Total Craft Position Loss=L_._.~~~._._.l._._.~_:<:.._._j

(Above numbers are earned fOlWard to the Ex&Cutive Summary)

ChangeAnalysis

PositionsPercent

Variances Total On-Rolls(21) (22)

Change 1st PIR va 1st PIR vaAnalysis Pre AMP Proposed

Positions 117

Percent -9.8%

PIR Staffing - Craft

"

Tra

nsp

orta

tion

-P

VS

LastS

aved:M

ay

16,2011

-to

-S

ep-30-2010

PIR

Typ

e:

1stPIR

Date

Range

ofData:

Apr-Q

1-2010

$0

(10)V

arianceP

IRvs

ProD

osed

$0

(9)V

arianceP

IRvs

Pre

AM

P

32

386,884

(8)

PIR

$328,851

$120,697, __

,'_v,$1,563,228

($1,118,107)

$1,683,925T

ota

lWo

rkho

ur

Co

stsLD

C34

(765,766)

LDC

31(6

17

,67

9,7

64

)

TotalV

ehiclesLeased

To

talLease

Co

sts

PV

SW

orkh

ou

rC

osts

PV

SL

ea

ses

$11,171 $0

(5)V

arianceP

IRvs

ProD

osed

$0

(4)V

arianceP

IRvs

Pre

AM

P

$0

(3)

PIR

$351,795

$7,739,703

$8,091,498

o o 75 30 1715

156

340,624

(2)

$843,587

2,721,247

10,932,002

$11,272,686

Lo

sing

Facillty:.D.e.tr.o.it.P

.&.D

.C••••r

_F

ina

nce

Nu

mb

er:

TotalLease

Costs

TotalV

ehiclesLeased

PV

SLeases

(11)T

ota

lPIR

vsP

reA

MP

Tra

nsp

orta

tion

-PV

SS

avin

gs:

($3,320,319)(T

his

nu

mb

er

ad

de

dto

the

Executive

Su

mm

ary

(12)T

ota

lPIR

vsP

rop

ose

dT

ran

spo

rtatio

n-P

VS

Sa

ving

s:($3,334,412)

(Th

isn

um

be

ra

dd

ed

toth

eE

xecutiveS

um

ma

ry)

(13)N

ote

s:_

PIR

Transportation

-P

VS

Tran

spo

rtation

-H

eR

LastSaved:

May

16,2011

losin

gFacility:_D

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istribu

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ted

:O

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g

Da

taE

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nD

ate

:

PIR

Typ

e:

1stP

IR

CT

for

Ou

tbo

un

dD

ock:

$0

$0

$3

8,7

96

.00

$117,901

$200,861

$3

70

,28

2

$0

$2

87

,57

5

$414,881

$5

6,9

37

$223,491

$1

82

,62

8

$2

20

,10

4

$1

79

,86

3

$3

47

,25

9

$5

4,6

41

.00

$1

,25

4,4

87

$1

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6,5

66

$2

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0,2

57

$1

83

,77

1.0

0

$2

34

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0.0

0

$2

32

,16

0.0

0

$2

63

,11

9.0

0

$3

62

,53

2.0

0

$1

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,00

2.0

0

(7)

1stP

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nn

ua

lC

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$1

,10

8,2

81

.00

(6)(4)

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1stP

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nn

ua

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48

16

5

48171

48

1L

4

481L1

48

13

3

48

16

2

48

13

2

48

17

5

48

2B

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48

1A

A

48

13

0

48

20

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48

11

9

48

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48161

48

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48

20

0

48

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48

11

0

48

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#

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)

48

13

4(A

)

48

11

2(A

+B

)

PIR

Transportation

He

R-

Losing

486LO

48

1N

EW

$1

,41

0,0

20

$4

6,0

75

$1,336,620.00

$0

.00

PIR

Transportation

HeR

-Losing

#DIV

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5,989,1725,627,200

$11,789,204$1.97

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$0.00

$0.00

48110consolidated

into48130

481N

EW

addedto

4816248132

consolidated48321

on7/1/0S

Va

rian

ces

To

talA

nn

ua

lCo

sts

Ch

an

ge

An

alysis

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rcen

t

PIR

Transportation

He

R-

Losing

Tran

spo

rtation

-H

eR

LastS

aved:M

ay

16,2011

21:25

1:4

0

(9)

PIR

Type:

Orig

ina

ting

CE

Tfo

rOG

P:

CT

for

Ou

tbo

un

dD

ock:

i

o1

PIR

An

nu

alC

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(7)

CE

Tfo

rIn

bo

un

dD

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CE

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rC

an

cella

tion

s:

Ga

inin

gF

acility:

Michigan

MetroP

lexP

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Typeo

fDistribution

Consolidated:

Orig

ina

ting

Data

Extraction

Date:

_.t

480L1

48

0B

K

480A8

480A6

480A5

480LO

48039

48071

48067

48066

48014

48010

48035

48018

48037

(1)

48030

48012

48033

48

0A

G

48

0A

Q

Route

#

480M1

480MO

480L7(B

)

480L7(A

)

480L9

48072(B

)

48065(B

)

48065(A

)

48072(A

)

48036(A

)

48036(B

)

48

0E

UR

eplacedby

HC

R4

80

M5

;been

eliminated

andw

as

enterrredin

theA

I480L6

PIR

Transportation

HC

R-

Gaining

48

0M

3

48

0M

4

48

0M

R

01

11

3

46028

48

11

9

60811

01

0K

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150YO

(A)

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(8)

171LO

20

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303SE

38

12

0

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!

607NO

640M1

680PO

75

1A

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R-

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#DIV

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#DIV

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#DIV

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$1.87$1.76

$1,777,421)1($2,235.520

$188,181)1($559,190

(13)I

(14)1

stP1Rvs

1stP1R

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$28,658,385

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Dollars

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t

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16,290,380I14,097,705

To

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48014consolidated

into48039

on7/1/0S

48033consolidated

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51,734,75452,563,862

$47,350,775(14)

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(fromlosing

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tenan

ceLastS

aved:M

ay

16,2011

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sing

Fa

cility:D

etroitP&

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Date

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ata:

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acility:

PIR

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$$14,422,8161$1

3,888,751

3,386,7701$

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7,546,382$

341,497$

(175,325)

1,571,094$

235,872$

235,872

4,808,3371$

2,399,552$

2,399,552

740,812$

13,244$

13,244

1,384,576$

651,664$

646,571

16,051,200$

3,641,829$

3,119,915

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22,076,3221$119,961,8761$

(2)(3)

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7,688,873$

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(5)N

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($17,700)

($19,362)

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te:

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8.N

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Service

Issues

· ,..

Space Evaluation and Other CostsLast Saved: May 16, 2011

Losing Facility: -=D:.::e""tr.:::o'-'-it..:..P.:::&""D:.::C"-- _ Date: _

1, Affected FacilityFacility Name: Detroit P&DC

Street Address: .:;1'740~1;:.:W~F~0:::rtf':S~t:::re:-:e7t----------------------

City, State ZIP: DetroitMI48233

2. One-Time Costs M4ti4M.Enter anyone-time costs: $0

Mpt.j.j.jj,li'$158,695 $44,111

(These numbers shown below under One-Time Costs section.)

3. Savings Information

Space Savings ($):_---:$0:;:..__ $0 $0(These numbers carried forward to the Executive Summary)

4. Did you utilize the acquired space as planned? Explain. The P0408 indicated the plan for utilizing the space was "to be determined".

As of 10/01/10 the Bamey loose collection mail system remains In place. Plans for utilizing the space are stili being determined.

The AFCS and DPRC have been removed. This space is utilized for additional BMEU staging.

5. Notes:

Employee Relocation Costs

Mail Processing Equipment Relocation Costs(from MPE Inventory)

Fadlity Costs(/rom above)

Total One-Time Costs

$0 $0 $0

$40,950 $3,888 ($37,062)

$117,745 $40,223 ($77,522)

$158,695 $44,111 ($114,584)(Variance carried fOfWSrd to

Executive &mmtJry)

$25.71

$27.39

$33.34

$155.40

(10)

P1RCost per 1,000

Images

(S)(5)(5)

P1RCost per 1,000

Images

(4)

Losing Facility:-=D:..:e:..:;trc::0c:..:it...:.P..:&:.:D:..;C"--________ ?aining Facility: Michigan MetroPlex P&DC

YTD Range of Report: Apr-01-2010: Sep-30-2010

(1)

Product

PIR Space Evaluation and Other Costs

second and final post implementation review for the ... · detroit, mi p&dc. comparison ofdata...

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