For this month’s installment, we’ll look at two aphorisms from Richard Saunders:
“Observe all men, thy self most.” (August 1740)
“There are three things extreamly hard: steel, a diamond, and to know one self.” (January 1750)
In other words, we need to keep accurate records of volumes and costs. This is especially true in a production environment. We all want to improve ourselves and our operations. But you need to know where you are before you can make any changes.
For production print and mail, the equipment and software generate data on volumes processed. Create – or purchase – a system to gather that data into a single repository. Make sure that the data can be easily queried on multiple factors. That may include looking at volumes over time, by machine, by employee; or even a combination of these elements.
Inbound mail and packages may not be as easy to track. Most organizations use software and scanners for packages and accountable mail. For regular mail, the most common method is to count containers – tubs and trays. This requires sampling to determine how many letters are in a tray, and flats in a tub. While not one hundred percent accurate, this method will provide a good base of data.
Another source of data on mailings is the US Postal Service Mailer Scorecard. Both Mail Owners and Mail Preparers can access the dashboards. Updated daily, the measurements compare performance of every mailing to postal standards. Monthly spreadsheets are easily downloaded for incorporation with the files from other sources.
Transforming the collected data into useful information requires analytical skills. This can be a challenge if you don’t have experience with spreadsheets or databases. Whenever possible, assign the task to someone within your organization who has the requisite skills. If you’re part of a larger company, ask the finance department and accounting departments for assistance. Consider contracting with an external expert.
View information over multiple periods – daily, weekly, monthly, and annually. Try to find cycles in volumes, staffing, and expenses. Look for insights as to what events may trigger higher than average print and mail requests.
Well-designed graphs may make it easier to visualize what is taking place. When you look at production cycles visually, trends and aberrations both stand out. Working with a utility, we created a graph that showed daily volumes for a quarter. There were spikes on four different days. That allowed the team to focus on those specific days and conduct a root cause analysis – and a method for reducing the impact of those spikes in the future.
Trend analysis can also help financial decisions. Fluctuations in paper prices and rising postage rates create an imperative to purchase supplies and enter mail at the right times. Regularly comparing output to capacity may drive the decision to acquire, or reduce production equipment and staffing.
As leaders, we have goals and plans for the future state of our team – and ourselves. To get there, we first need to know where we are. Gathering and analyzing production data is the first step.
