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DOCUMENT RESUME
04068 - [B3054300] (Restricted)
Mail Processinq- Productivity Measurement Is Inadequate.
GGD-77-83; B-11.4874. October 27, 1977. 15 pp. * 3.appendices (5
pp:.)'
Report to Rep. Charles H. Nilson, Chairman, House Committee on
Post Office and. Civil Service: Postal Personnel and
Modernization Subcommittee; by Robert F. Keller, Acting
Comptroller General.
issue Area: National Productivity: Evaluation cf Prcductivity
impact of Federal Personnel Policies, Erocedures, and
Controls (2904).
Contact: General Government Div.
Budqet Function: General Government: Cther General Government
(806).
Organization Concerned: Postal Service.
Conqressional Relevance: House Committee cn Post Office and
;vil Service: Postal Pezsonnel and Hodernizaticr.
Subcommittee.
Authority: National Productivity and Cuality of Working Life Act
(P.L. 94- 1-6).
The Management Operating Data Slstem is currently being
used by the U.S. Postal Service to measure prcductivity in its
mail procestinq operations. Findings/Conclusicns: The Pcstal
Service is not realizing the full benefits of a productivity
measurement system because its system generalll dces not meet
the information needs of local managers for whom the system was
Jesiqned; is producing reports which are not being reviewed by
upper level management to determine the relative etticiency of
the various offices and to make necessary budget changes and
cost reductions more equitable; and does not ;rcvide hard
statistical data to measure the effectiveness of its Manpower
Scnedulinq and Staffing Program vhich was designed tc increase
productivity in individual offices. Recommendations: The Postai
Service should reexamine its productivity measurement system to
ne sure it meets the needs or local managers. At larger
facilities the measurement system shculd prcvide precise data c!
each operation foz each 8-hour to-.-r, day, and accounting pericd.
At smaller facilities the data do not need to be as irecize as
that gathered at larqe facilities, but it should be more
detailed than that provided by the Management Operating Data
System. The data should reflect the efficiency cf eacn a-hour
tour. For bota large and small facilities, the data should be
used to set qoals for particular operations by tncst respcnsible
for the operations. Upper level managers should also use the
aata to determine the relative eificiencies of particular
operations and of entire postal facilities. This comparison
should allow managers to establisa equitable budgets and
identify those operations needing management imprcvement.
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