The North Houston P&DC did not update its official operating plan after the consolidation ended in May 2015. The most recent operating plan was approved in May 2012.
This management alert presents the results of our self-initiated review of the Timeliness of Mail Processing at the North Houston, TX, Processing and Distribution Center (P&DC). Our objective was to determine if the North Houston P&DC was processing mail on time.
Summary
The North Houston P&DC had difficulties processing mail on time. From September 1 through November 30, 2015, the North Houston P&DC had about 54 million delayed mailpieces, compared to about 20 million for a similar-sized facility with the second most delayed mail during that period. In addition, the North Houston P&DC had almost twice as much delayed mail as a percentage of first-handling pieces5 (FHP) when compared to similar-sized facilities (see Table 1).
We identified the following factors causing mail delays:
After the North Houston P&DC began processing mail from the Beaumont and Houston P&DCs, it became the largest Postal Service processing facility in terms of volume nationwide (see Table 1). However, prior to these changes, North Houston P&DC management did not fully understand all operational impacts of the consolidations, resulting in implementation errors, including inadequate staffing and supervision. This contributed to a failure to update the P&DC operating plan and run plan generator (RPG).
Management Actions
Southern Area management has taken steps to help alleviate delayed mail and service issues at this facility. Managers were sent to the North Houston P&DC to help identify and resolve operational issues. Specifically, they were directed to assess and modify operating and equipment plans, compare plans to actual results, and train supervisors on delayed mail and reporting requirements. In October 2015, the North Houston P&DC initiated the process to hire more clerks and mailhandlers. In addition, Postal Service Headquarters sent an MTE specialist to assess MTE inventory and management challenges, help redistribute excess MTE, and clear floor and dock space.
Recommendations
We recommend the acting vice president, Southern Area Operations, instruct the North Houston Processing and Distribution Center senior plant manager to:
1. Continue to monitor and mitigate delayed mail to ensure mail is processed on time.
2. Fill staff vacancies and management positions to ensure adequate staffing and supervision.
3. Update the mail processing operating plan to reflect the impacts of recent major changes to operations resulting from the consolidation and operational window change.
A few years ago an arbitrator ruled that under article 35 of the Contract with the NALC, Postal management has every right to mismanage! And boy do they. When management screws up, they are punished. They must accept a well earned bonus!
N. Houston’s assigned task was implementing RIF (Reduction in Force). In that context, District /plant management preformed admiringly. Let’s be honest. A 20% or so under staffing in clerks was more than offset by existing employees working “drafted” 60+ hours per week (50% ADDED MAN HOURS) & additional flex staff (non career employees).
Management is “inbred” from off street hires. So are IT positions. So are Electronic Technicians. The N. Houston plant’s failures are systematic. Vast majority of positions at USPS are filled by ex-janitors (custodians) or ex deliverymen (letter carriers) or ex high school level machine operators (clerks). The entire USPS system is filled with GED level employees whose biggest asset is they can pass a background check & drug exam (at least at time of initial hiring). Many question if N. Houston Senior plant manager have an MBA? It’s time you look inward & question why a simpleton operating a motorized cart is earning $100,000+/year. Why that GED recipient is earning same $100,000+ for moving one stack of letters from a machine into a plastic tray. These same type employees make up entire command structure of USPS.
Saddest part of this government operation? That a Plant Manager has to come in & plead with employees to force their unions to do their jobs. SPM K Gilbert-“the entire consolidation was improper since no staffing package was ever completed. You union never challenged us to produce one”. Management is obligated to follow orders. How can you explain that APWU, NMHU Etc officials kept collecting additional paychecks for doing NOTHING. Worse than sell outs. Union officials lack of functionary duties actually appalled Management. Want to help improve USPS operations? Put APWU/NMHU officals back on floor & force them to actually earn their paychecks. Well at least the one’s that aren’t already retired. Smart move there electing representatives that clearly are just there to DO NOTHING!
Unfortunately, NH believes that it better to hide mail than to work mail. Out of site, out of mind.
So the Brooklyn,NY P&D.C.,is failing some mail. See(ASR) chart.
What a bunch of misfits in mismanagement.
Oh yeah, the PO consolidation plan is a disaster in every since of the word! In the plant I work, they consolidated 4 plants into it. Now, we all thought we didn’t have enough room to work BEFORE the consolidation! We work in a safe-less facility where aisle are no longer, now we have paths or trails. Entire aisles are blocked off. Fire drills are done only on tour 2. The docks are completely blocked most of the time. If there were an actual emergency, people will be seriously injured or worse. Security? Dock doors are blocked open to provide faster access to the dock/plant. During the Christmas season, the gates were staged open to provide faster access to the plant. And no one cares, not even the plant manager…..
Same $hit at other plans.
Surprise
Of course, as usual, no one in mgmt. will be held accountable for yet *another* huge fiasco that they alone caused.
Please tell me how the all knowing Tools and Thugs
didn’t “know” how adding all that extra volume to one
plant would make such a major difference, Fire them all
the lying, cheating, immoral and unethical morons.
Only two people are responsible for this fiasco,Donadope,who got out with his golden parachute and his henchwomen, Megan Brennan who is now PMG.