1

What is the LSS WTIL PROCESS

The Wait Time in Line Lean Six Sigma (LSS) process is a full time structured process where one SSA remains in the lobby at all times

1 Lobby assistant proactively prevents wait time failures by eliminating bottlenecks in customer service

2 PRIORITY 1 is MAKING SURE ALL CUSTOMERS ARE PREPARED BEFORE THEY REACH the POS COUNTER

3 Organize types of transactions calling for additional assistance for pick ups hold mail and passports

4 RULE OF THUMB Use the lsquoONE-IN-THE-LOBBYrsquo Method

Capital Metro Area LSS WTIL

httpwwwstarwoodhotelscomsheratonpropertyoverviewindexhtmlpropertyID=3660

2

LEAN SIX SIGMA WAIT TIME IN LINE PROCESS CAN IMPROVE PERFORMANCE AND CUSTOMER SERVICE

HOW AND WHY

Traditional Situation hellip

bull Test findings showed Customers are NOT prepared prior to reaching the SSA at retail counter

bull Matching workforce to workload can result in reduced LDC 45 staffing by improving efficiencies

bull Below Bottlenecks cause WTIL failures amp interrupt flow

Customers not readyWhich services to buyForms not completed

Parcel not sealed properly Parcel pick-up Hold Mail pick-up

Rent a PO BoxPassports

Customer inquiries (ZIP Code lookup etchellip)

Capital Metro Area LSS WTIL

3

ROOT CAUSES of WTIL FAILURES

Lack of execution and planning in managing the Retail operation is the root cause of WTIL failure

bullSSAs leaving the counter

bullManagement not monitoring lobby lines

bullAlerting system not used

bullLobby Assistant too late to the lobby (REACTIVE - not PROACTIVE)

bullOnendashinndashthendashLobby Method not implemented

bullNo organization of transactions (stamps only pick ups passports money orders direct to APC)

bullBack office amp front office supervisors schedule conflict

bullLack of urgency

bullLack of flexibility

bullLack of coaching or corrective measures to improve productivity amp efficiency

bullLunches and breaks not scheduled according to WOS Scheduler

bullAVP WTIL Action Plans indicate Phase 1 amp 2 LSS units do not understand the concept

Capital Metro Area LSS WTIL

4

After LSS Implementation hellip

bull PROACTIVE SSA lobby assistant expedited transactions

bull POS SSA at counter applies postage and collects payment from customers

bull The LSS WTIL Process has been proven to reduce wait time improve customer satisfaction amp encourage customer retention

bull Positive customer feedback received

Capital Metro Area LSS WTIL

5

Lobby Assistance effect on customer wait time

Without a Lobby Assistant the average wait time is 621 (MinsSecs)Unstructured Lobby Assistance the average wait time is 234 (MinsSecs)Structured Lobby Assistance the average wait time is 140 (MinsSecs)

Lobby Assistance amp Wait Time

645750433629221581

1000

800

600

400

200

000

Observation

Individual V

alue

_X=140

UCL=313

LCL=006

No LobbyAssistance Lobby AssistanceLobby Assistance

1

1

StructuredOld unstructured

11 of the time

89 of the time

6

LSS WTIL PROCESS

DOrsquos amp DONrsquoTs for Lobby Assistant

bull Supervisor must post Lobby Assistant schedule

bull Lobby Assistants should be Sales amp Service Associates (SSA)

bull Use non-SSA for pickups to assist Lobby Assistant

bull All SSAs trained on structured LSS program requirements

bull All SSAs rotated daily on schedule to perform Lobby Assistant duties

bull Lobby Assistant stays in the lobby (PROACTIVE Approach)

bull SSAs should NOT leave the retail counter

bull Lobby Assistants ask RCE questions Mark package

bull All supervisors are to be trained Assist Lobby Assistant in lobby

bull Front office (retail) and back office supervisors work together to prevent morning amp end of tour failures

TEAM = Together we Achieve More

Capital Metro Area LSS WTIL

7

RED FLAGs indicating LSS WTIL process

NOT implemented hellip

PROCESS FAILURES

bull No Lobby Assistant schedule posted

bull SSA at POS counter leaves their station for pickups should call for help from back

bull SSA Lobby Assistant NOT in lobby at all times

bull SSA Lobby Assistant is late to lobby line

(Donrsquot fall behind Difficult to catch and failure occurs)

bullLobby Assistant not organizing types of transactions (example stamps only at Christmas amp passports only)

bull Lobby Assistant not directing creditdebit card users in line to APC

bull Inadequate staffing of SSAs to cover window operations in morning lunch amp at close

bullNOTE Bottlenecks occur when Lobby Assistant leaves lobby for pick uphold mail and additional customers arrive in line unprepared

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

3

ROOT CAUSES of WTIL FAILURES

Lack of execution and planning in managing the Retail operation is the root cause of WTIL failure

bullSSAs leaving the counter

bullManagement not monitoring lobby lines

bullAlerting system not used

bullLobby Assistant too late to the lobby (REACTIVE - not PROACTIVE)

bullOnendashinndashthendashLobby Method not implemented

bullNo organization of transactions (stamps only pick ups passports money orders direct to APC)

bullBack office amp front office supervisors schedule conflict

bullLack of urgency

bullLack of flexibility

bullLack of coaching or corrective measures to improve productivity amp efficiency

bullLunches and breaks not scheduled according to WOS Scheduler

bullAVP WTIL Action Plans indicate Phase 1 amp 2 LSS units do not understand the concept

Capital Metro Area LSS WTIL

4

After LSS Implementation hellip

bull PROACTIVE SSA lobby assistant expedited transactions

bull POS SSA at counter applies postage and collects payment from customers

bull The LSS WTIL Process has been proven to reduce wait time improve customer satisfaction amp encourage customer retention

bull Positive customer feedback received

Capital Metro Area LSS WTIL

5

Lobby Assistance effect on customer wait time

Without a Lobby Assistant the average wait time is 621 (MinsSecs)Unstructured Lobby Assistance the average wait time is 234 (MinsSecs)Structured Lobby Assistance the average wait time is 140 (MinsSecs)

Lobby Assistance amp Wait Time

645750433629221581

1000

800

600

400

200

000

Observation

Individual V

alue

_X=140

UCL=313

LCL=006

No LobbyAssistance Lobby AssistanceLobby Assistance

1

1

StructuredOld unstructured

11 of the time

89 of the time

6

LSS WTIL PROCESS

DOrsquos amp DONrsquoTs for Lobby Assistant

bull Supervisor must post Lobby Assistant schedule

bull Lobby Assistants should be Sales amp Service Associates (SSA)

bull Use non-SSA for pickups to assist Lobby Assistant

bull All SSAs trained on structured LSS program requirements

bull All SSAs rotated daily on schedule to perform Lobby Assistant duties

bull Lobby Assistant stays in the lobby (PROACTIVE Approach)

bull SSAs should NOT leave the retail counter

bull Lobby Assistants ask RCE questions Mark package

bull All supervisors are to be trained Assist Lobby Assistant in lobby

bull Front office (retail) and back office supervisors work together to prevent morning amp end of tour failures

TEAM = Together we Achieve More

Capital Metro Area LSS WTIL

7

RED FLAGs indicating LSS WTIL process

NOT implemented hellip

PROCESS FAILURES

bull No Lobby Assistant schedule posted

bull SSA at POS counter leaves their station for pickups should call for help from back

bull SSA Lobby Assistant NOT in lobby at all times

bull SSA Lobby Assistant is late to lobby line

(Donrsquot fall behind Difficult to catch and failure occurs)

bullLobby Assistant not organizing types of transactions (example stamps only at Christmas amp passports only)

bull Lobby Assistant not directing creditdebit card users in line to APC

bull Inadequate staffing of SSAs to cover window operations in morning lunch amp at close

bullNOTE Bottlenecks occur when Lobby Assistant leaves lobby for pick uphold mail and additional customers arrive in line unprepared

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

4

After LSS Implementation hellip

bull PROACTIVE SSA lobby assistant expedited transactions

bull POS SSA at counter applies postage and collects payment from customers

bull The LSS WTIL Process has been proven to reduce wait time improve customer satisfaction amp encourage customer retention

bull Positive customer feedback received

Capital Metro Area LSS WTIL

5

Lobby Assistance effect on customer wait time

Without a Lobby Assistant the average wait time is 621 (MinsSecs)Unstructured Lobby Assistance the average wait time is 234 (MinsSecs)Structured Lobby Assistance the average wait time is 140 (MinsSecs)

Lobby Assistance amp Wait Time

645750433629221581

1000

800

600

400

200

000

Observation

Individual V

alue

_X=140

UCL=313

LCL=006

No LobbyAssistance Lobby AssistanceLobby Assistance

1

1

StructuredOld unstructured

11 of the time

89 of the time

6

LSS WTIL PROCESS

DOrsquos amp DONrsquoTs for Lobby Assistant

bull Supervisor must post Lobby Assistant schedule

bull Lobby Assistants should be Sales amp Service Associates (SSA)

bull Use non-SSA for pickups to assist Lobby Assistant

bull All SSAs trained on structured LSS program requirements

bull All SSAs rotated daily on schedule to perform Lobby Assistant duties

bull Lobby Assistant stays in the lobby (PROACTIVE Approach)

bull SSAs should NOT leave the retail counter

bull Lobby Assistants ask RCE questions Mark package

bull All supervisors are to be trained Assist Lobby Assistant in lobby

bull Front office (retail) and back office supervisors work together to prevent morning amp end of tour failures

TEAM = Together we Achieve More

Capital Metro Area LSS WTIL

7

RED FLAGs indicating LSS WTIL process

NOT implemented hellip

PROCESS FAILURES

bull No Lobby Assistant schedule posted

bull SSA at POS counter leaves their station for pickups should call for help from back

bull SSA Lobby Assistant NOT in lobby at all times

bull SSA Lobby Assistant is late to lobby line

(Donrsquot fall behind Difficult to catch and failure occurs)

bullLobby Assistant not organizing types of transactions (example stamps only at Christmas amp passports only)

bull Lobby Assistant not directing creditdebit card users in line to APC

bull Inadequate staffing of SSAs to cover window operations in morning lunch amp at close

bullNOTE Bottlenecks occur when Lobby Assistant leaves lobby for pick uphold mail and additional customers arrive in line unprepared

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

5

Lobby Assistance effect on customer wait time

Without a Lobby Assistant the average wait time is 621 (MinsSecs)Unstructured Lobby Assistance the average wait time is 234 (MinsSecs)Structured Lobby Assistance the average wait time is 140 (MinsSecs)

Lobby Assistance amp Wait Time

645750433629221581

1000

800

600

400

200

000

Observation

Individual V

alue

_X=140

UCL=313

LCL=006

No LobbyAssistance Lobby AssistanceLobby Assistance

1

1

StructuredOld unstructured

11 of the time

89 of the time

6

LSS WTIL PROCESS

DOrsquos amp DONrsquoTs for Lobby Assistant

bull Supervisor must post Lobby Assistant schedule

bull Lobby Assistants should be Sales amp Service Associates (SSA)

bull Use non-SSA for pickups to assist Lobby Assistant

bull All SSAs trained on structured LSS program requirements

bull All SSAs rotated daily on schedule to perform Lobby Assistant duties

bull Lobby Assistant stays in the lobby (PROACTIVE Approach)

bull SSAs should NOT leave the retail counter

bull Lobby Assistants ask RCE questions Mark package

bull All supervisors are to be trained Assist Lobby Assistant in lobby

bull Front office (retail) and back office supervisors work together to prevent morning amp end of tour failures

TEAM = Together we Achieve More

Capital Metro Area LSS WTIL

7

RED FLAGs indicating LSS WTIL process

NOT implemented hellip

PROCESS FAILURES

bull No Lobby Assistant schedule posted

bull SSA at POS counter leaves their station for pickups should call for help from back

bull SSA Lobby Assistant NOT in lobby at all times

bull SSA Lobby Assistant is late to lobby line

(Donrsquot fall behind Difficult to catch and failure occurs)

bullLobby Assistant not organizing types of transactions (example stamps only at Christmas amp passports only)

bull Lobby Assistant not directing creditdebit card users in line to APC

bull Inadequate staffing of SSAs to cover window operations in morning lunch amp at close

bullNOTE Bottlenecks occur when Lobby Assistant leaves lobby for pick uphold mail and additional customers arrive in line unprepared

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

6

LSS WTIL PROCESS

DOrsquos amp DONrsquoTs for Lobby Assistant

bull Supervisor must post Lobby Assistant schedule

bull Lobby Assistants should be Sales amp Service Associates (SSA)

bull Use non-SSA for pickups to assist Lobby Assistant

bull All SSAs trained on structured LSS program requirements

bull All SSAs rotated daily on schedule to perform Lobby Assistant duties

bull Lobby Assistant stays in the lobby (PROACTIVE Approach)

bull SSAs should NOT leave the retail counter

bull Lobby Assistants ask RCE questions Mark package

bull All supervisors are to be trained Assist Lobby Assistant in lobby

bull Front office (retail) and back office supervisors work together to prevent morning amp end of tour failures

TEAM = Together we Achieve More

Capital Metro Area LSS WTIL

7

RED FLAGs indicating LSS WTIL process

NOT implemented hellip

PROCESS FAILURES

bull No Lobby Assistant schedule posted

bull SSA at POS counter leaves their station for pickups should call for help from back

bull SSA Lobby Assistant NOT in lobby at all times

bull SSA Lobby Assistant is late to lobby line

(Donrsquot fall behind Difficult to catch and failure occurs)

bullLobby Assistant not organizing types of transactions (example stamps only at Christmas amp passports only)

bull Lobby Assistant not directing creditdebit card users in line to APC

bull Inadequate staffing of SSAs to cover window operations in morning lunch amp at close

bullNOTE Bottlenecks occur when Lobby Assistant leaves lobby for pick uphold mail and additional customers arrive in line unprepared

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

7

RED FLAGs indicating LSS WTIL process

NOT implemented hellip

PROCESS FAILURES

bull No Lobby Assistant schedule posted

bull SSA at POS counter leaves their station for pickups should call for help from back

bull SSA Lobby Assistant NOT in lobby at all times

bull SSA Lobby Assistant is late to lobby line

(Donrsquot fall behind Difficult to catch and failure occurs)

bullLobby Assistant not organizing types of transactions (example stamps only at Christmas amp passports only)

bull Lobby Assistant not directing creditdebit card users in line to APC

bull Inadequate staffing of SSAs to cover window operations in morning lunch amp at close

bullNOTE Bottlenecks occur when Lobby Assistant leaves lobby for pick uphold mail and additional customers arrive in line unprepared

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

8

General Guidance for Lobby Assistance

1 Always start with the first person in line they have been waiting the longest

2 Always encourage APC use

3 The Lobby Assistant is responsible for asking the HAZMAT questions and for covering the mystery shopper script Mark the packages of those customers you have covered so that window personnel know not to repeat those questions

4 Sweep the whole line prior to going into the back office for ldquopick-upsrdquo

5 If you sweep the whole line and no customers need ldquopick-upsrdquo then walk customers to the APC and show them how it is used

6 Clerks on the window should NOT leave their post for ldquopick-upsrdquo while there is a Lobby Assistant on duty

7 During busy times Lobby Assistant should call for a supervisor for ldquopick-upsrdquo and stay in the lobby and continue to prepare customers for their transaction (exit rate information will help you to know when this is appropriate)

8 Donrsquot fall behind

bull A structured approach to Lobby Assistancebull Full time use of Lobby Assistance

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

9

Control Plan

Simple Guidelines Poster

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

10

LOBBY ASSISTANCE TRAINING THE LEAN SIX SIGMA WAY

1 Prepare a BOX of supplies amp forms (Rates fees zone amp APOFPO restriction chart)

2 Demonstrate LSS Designated Trainer demonstratesLSS Process to Employees

3 GOAL All customers MUST be prepared prior to reaching window The POS SSA should ask the ldquoadditional productrdquo question and tender payment

4 District trainer has one SSA to Shadow himher Customers need assistance in making mailing decisions before reaching POS SSA Trainer does not have to be aware of all rates productsservices but explaining the LSS process is key

5 All SSAs trained in the LSS WTIL process Needed to improve efficiency and flexibility

6 Designated Trainer shadows SSAs Day 1 Note SSAs have higher EXIT RATES because they are knowledgeable about rates amp fees

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

11

Control Plan

Keys to Success

bull All Retail Clerks taught Lobby Assistance duties bull Renewed emphasis on customer preparedness through Lobby Assistancebull 1994 WOS scheduler posted specifies that a clerk is always assigned the dutiesbull Simple guidelines for Lobby Assistancebull SSAs do not leave window

Lobby Assistantrsquos Tool Box Schedule Designates a Lobby Assistant

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL

12

Overall Keys to Success

1048766 Make Customers a top priority Very important to have District Manager Manager Post Office Operations postmasters and supervisors all involved and working as a team1048766 Weekly telecoms with Retail Postmasters and Managers Post Office Operations who score below the target goal to identify root cause of the deficiency and develop strategies for success1048766 Communications is the key to success From the District Manager on down to the retail associates expectations are clear and the support provided by the retail team help the field succeed is crucial1048766 District MPOOs Operational Staff and Marketing amp Retail should be making ongoing visits to offices and more frequent visits for offices needing improvement on WTIL and RCE scores1048766 Conduct weekly telecoms with Postmasters and POOMrsquos Use action plans failure reports WOS data (WTIL) to communicate the importance1048766 Use of the RDM ldquoProduct sales per retail unitrdquo report to coach underperforming

employees1048766 Engage SSAs to find solutions to WTIL issues and continuous improvements

Capital Metro Area LSS WTIL