Objectives for improving the USPS' internal business processes
The Universal Service Obligation (USO)
The United States Postal Service has a universal service obligation (USO) as it's key objective to encompass multiple dimensions: range of products, geographical scope, delivery frequency, access to facilities and services, security of the mail, uniform and affordable pricing, and service quality. The crucial level of performance in this objective is that USPS is the only carrier that has the obligation to provide all the aspects of universal service at affordable prices. The successful implementation of this universal service obligation (USO) strategy is pegged on it’s funding in which there is an establishment of mailbox access rule and Private Express Statutes (PES) by the President and the Congress, comprising the postal monopoly. Therefore, the strategy must be matched with the capacity to meet the obligation; the USO, the mailbox, and the PES rule thus become inextricably linked. The critical performance measure for this objective is that as compared to other posts, the USPS should scale its operations and provide a high-level service at low and affordable prices.
Quality and effective customer service
The United States Postal Service (USPS) has an objective to create an effective customer service. This is primarily aimed at improving the quality of the time spent by customers while waiting in the line. The objective performance target is geared towards ensuring that the organization initiates a system in which their transactions, recommending services and answering of the customers’ questions are undertaken before they reach the window. The strategy is at best implemented be establishing the Lobby Director Program. The program ensures placing a knowledgeable, friendly and uniformed clerk in the lobby to create a great rapport by greeting the customers and providing them with the information which would be of help to them in obtaining the services they are need of. The performance metric for this objective, first, entails that the clerk would prepare the customers for the expeditious handling of their transactions immediately they reach at the service window (Siggerud 428). Secondly, to achieve an increase in revenue as the strategy strives to improve the overall public image of the Postal Service through better use and allocation of the available resources, by ensuring availability and access to the postal retail services to customers in an efficient and timely manner, within a clean, an orderly and attractive environment.
The Three-Voice Structure
Within the internal operations of the organization, the Postal Service give reference to these three wide, goals or corporate categories as voices. This gives emphasis to the fact that they are focused and driven on input and data –listening carefully to every element of the organization –as received through the framework of this strategic planning process. The strategy targets growth markets on the ideals of sustaining the organization’s core mission of universal service and meeting the demands of its vision of improving its capacity and services to satisfactorily meet their customers’ changing needs. This would be achieved through quality services and sustenance of a financial base that matches the organization’s cost and revenue.
The three-voice structure encompasses the Voice of the Customer -which emphasizes on the satisfaction of the customer and the realization superior customer value within targeted markets, the Voice of the Employee which focuses on the individual and organizational effectiveness, alignment of human resources with the objectives of the organization. That is, putting the right individuals in the right place with the right tools at the right time. The last aspect of the structure is the Voice of the Business which gives focus on the financial performance to achieve bottom-line results and commercial viability (Chakravarthy, Qun and Xinhui 361). The performance metric that the organization must consider in achieving these broad targets would encompass continuous improvement of service, financial performance, and workplace environment. The performance target of this service is optimizing on the growth markets through an action of focusing on investment which ensures well-trained workforce, equipped and deployed in a timely manner.
The process objectives of the organization: the three-voice structure, quality and effective customer service and the universal service obligation have an integral connectivity with the finance objectives and the customer service objectives. This is because they encompass a core objective of USPS organization of heightening its performances levels in the local and international markets.
Lastly, with the experience of Module 3, I don’t wish to make any changes with regards to Module 1 and Module 2.
Works Cited
Chakravarthy, Arvind, Qun Gu, and Xinhui Zhang. "Review Of Models And Methodology For Scheduling Problems In USPS Mail Processing And Distribution Centres". International Journal of Operational Research 5.4: 445, 2009. Print.
Siggerud, Katherine. Postal Service and Mailing Industry Mail-Related Recycling: Accomplishments and Postal Opportunities-Interim Results. Washington, D.C.: U.S. Govt. Accountability Office, 2009. Print.
