The document is a scorecard for Swindon Walk Bundling Centre summarizing their performance against key performance indicators (KPIs) for 2012/2013. It shows that in the area of people, the centre achieved their target of zero lost time accidents by implementing proactive safety management practices like weekly safety audits, safety walk rounds, and daily safety huddles to raise awareness and remove hazards before accidents occurred. Their sick absence rate was also lower than the previous year.

1. 2012/2013 UNIT SCORECARD
Swindon Walk Bundling Centre
By Ashley Smith

2. ONTARGET
SWINDON WBC – 2011/2012 Scorecard
Pre World Class Mails
SWINDON WBC SCORECARD - P12 2011-12
KPIs PERFORMANCE CurrentPeriod Year toDate YTD RAG Outturn FY Target Full Year
Actual Tgt Var LY Actual Tgt Var LY Status 10/11 11/12 Forecast
People
Number of RIDDORS 0.0 0.0 0.0 0.0 1.0 0.0 (1.0) 3.0 R 3.0 0.0 0.0
Number of RIDDORS per 1000 SIP 0.0 0.0 0.0 0.0 18.5 0.0 (18.5) 53.3 R 53.3 0.0 0.0
Number of Accidents 1.0 0.0 (1.0) 0.0 11.0 6.0 (5.0) 10.0 R 10.0 6.0 6.0
Number of Accidents per 1000 SIP 18.5 0.0 (18.5) 0.0 203.7 96.7
(107.0
) 175.8 R 175.8 96.7 96.7
Staff in Post 54 64 10 57 54 64 10 57 G 57 64 64
Sick Absence % 2.4% 4.0% 1.6% 6.0% 4.3% 4.0% (0.3%) 7.2% R 7.2% 4.0% 5.0%
Customer
Quality Check Reporting (WBC to
DO) 100.0% 98.0% 2.0% 98.0% 100.0% 98.0% 2.0% 98.0% G 98.0% 98.0% 98.0%
Number of complaints (WBC) 0 3 3 8 25 40 15 54 G 54 40 40
Compensation £k (WBC) 0.0 (0.7) 0.7 (0.8) (18.7) (9.6) (9.1) (14.3) R (14.3) (9.6) (9.6)
Service Performance
Volume / Traffic (millions of
items) 70.0 80.0 (10.0) 74.0 780.7 911.9
(131.2
) 790.1 R 790.1 911.9 772.2
WBC Gross Hours Throughput (Items per hour) - Original Budget
Target* 6603 5900 703 6663 6034 5900 134 5953 G 5953 5900 5900
WBC Total Work Hours Throughput
(Items per hour) 7484 7300 184 7939 7413 7300 113 7540 G 7540 7300 7300
Clearance to Workplan % 100.0% 99.5% 0.5% 100.0% 100.0% 99.5% 0.5% 100.0% G 100.0% 99.5% 99.5%
Clearance to Despatch % 100.0% 99.8% 0.2% 100.0% 100.0% 99.8% 0.2% 100.0% G 100.0% 99.8% 99.8%
Compliance Reporting % 100.0% 98.0% 2.0% 100.0% 100.0% 98.0% 2.0% 100.0% G 100.0% 98.0% 98.0%
Handover Box Fill Reporting
Checks % (clients to WBC) 100.0% 98.0% 2.0% 0.0% 96.2% 98.0% (1.8%) 0.0% R 0.0% 98.0% 98.0%
Financials
Staff Costs £k
(128.1
)
(154.8
) 26.6
(136.1
)
(1,666.
6)
(2,009.
6) 343.0
(1,693.
4)
G
(1,693.
4)
(2,009.
6)
(1,923.
6)
Non Staff Costs £k (50.4) (10.4) (40.0) (8.6)
(188.2
)
(119.0
) (69.2)
(137.7
)
R
(137.7
)
(119.0
)
(141.6
)
Staff Costs per 1000 items £ (1.83) (1.93) 0.10 (1.84) (2.13) (2.20) 0.07 (2.14) G (2.14) (2.20) (2.20)
Budgetary performance against
actual traffic 4.7% 0.0% 4.7% 0.0% 2.7% 0.0% 2.7% 0.0% G 0.0% 0.0% 0.0%

3. ONTARGET
SWINDON WBC SCORECARD - P12 2012-13
KPIs PERFORMANCE CurrentPeriod Year toDate YTD RAG Outturn FY Target Full Year
Actual Tgt Var LY Actual Tgt Var LY Status 11/12 12/13 Forecast
People
Lost Time Accidents (per100,000
hours) 0.00 0.80 0.80 0.00 0.0 0.8 0.8 1.0 G 1.0 0.8 0.8
Number of Accidents 0.0 1.0 1.0 1.0 0.0 5.0 5.0 11.0 G 11.0 5.0 5.0
Number of Accidents per 1000 SIP 0.0 17.2 17.2 18.5 0.0 86.2 86.2 203.7 G 203.7 86.2 86.2
Staff in Post 52 58 6 54 52.0 58.0 6.0 54.0 G 54 58 58
Sick Absence % 1.5% 4.0% 2.5% 2.4% 4.4% 4.0% (0.4%) 4.3% R 4.3% 4.0% 4.0%
Customer
Quality Check Reporting (WBC to DO) 100.0% 98.0% 2.0% 100.0% 100.0% 98.0% 2.0% 100.0% G 100.0% 98.0% 98.0%
Number of complaints (WBC) 0 1 1 0 0 18 18 25 G 25 18 18
Compensation £k (WBC) 0.0 (0.4) 0.4 0.0 0.0 (7.6) 7.6 (18.7) G (18.7) (7.6) (7.6)
Service Performance
Volume / Traffic (millions of
items) 91.2 95.2 (4.0) 70.0 831.3 813.6 17.7 780.7 G 780.7 813.6 813.6
WBC Gross Hours Throughput (Items per hour) - Original Budget
Target* 6627 6134 493 6603 6531 6134 397 6034 G 6034 6134 6134
WBC Total Work Hours Throughput
(Items per hour) 7850 7300 550 7484 7972 7300 672 7413 G 7413 7300 7300
Clearance to Workplan % 100.0% 99.5% 0.5% 100.0% 100.0% 99.5% 0.5% 100.0% G 100.0% 99.5% 99.5%
Clearance to Despatch % 100.0% 99.8% 0.2% 100.0% 100.0% 99.8% 0.2% 100.0% G 100.0% 99.8% 99.8%
Compliance Reporting % 100.0% 98.0% 2.0% 100.0% 100.0% 98.0% 2.0% 100.0% G 100.0% 98.0% 98.0%
Handover Box Fill Reporting Checks
% (clients to WBC) 100.0% 98.0% 2.0% 100.0% 100.0% 98.0% 2.0% 96.2% G 96.2% 98.0% 98.0%
Financials
Staff Costs £k
(183.6
)
(173.7
) (10.0)
(128.1
)
(1,741
.9)
(1,874
.4) 132.5
(1,666
.6) G
(1,666
.6)
(1,874
.4)
(1,874
.4)
Non Staff Costs £k
(151.4
) (9.2) (142.2) (50.4)
(208.9
)
(107.2
) (101.7)
(188.2
) G
(188.2
)
(107.2
)
(107.2
)
Staff Costs per 1000 items £ (2.01) (1.82) (0.19) (1.83) (2.10) (2.30) 0.21 (2.13) G (2.13) (2.20) (2.20)
Budgetary performance against
actual traffic (9.9%) 0.0% (9.9%) 4.7% 9.2% 0.0% 9.2% 2.7% G 2.7% 0.0% 0.0%
SWINDON WBC 2012/2013 SCORECARD

4. ONTARGET
Agenda
PEOPLE – Accidents, Staff in post and Sick absences
Step by step of the KPI’s and what we did to achieve our targets
CUSTOMER – Box Fills, Customer Complaints, Compensation
SERVICE PERFORMANCE – Traffic, Gross hours through-put, Clearance to
work plan & despatch, Compliance reporting and handover box fill
Financials – Staff costs and Non Staff cost

5. ONTARGET
LOST TIME ACCIDENTS
PEOPLE

6. ONTARGET
PEOPLE
ACCIDENTS
KPIs PERFORMANCE
CurrentPeriod
Year toDate
YTD
RAG Outturn
FY
Target Full Year
Actual Tgt Var LY Actual Tgt Var LY Status 11/12 12/13 Forecast
People
Lost Time
Accidents
(per100,000
hours)
0.00 0.80 0.80 0.00 0.0 0.8 0.8 1.0 G 1.0 0.8 0.8
Number of
Accidents 0.0 1.0 1.0 1.0 0.0 5.0 5.0 11.0 G 11.0 5.0 5.0
Number of
Accidents per
1000 SIP
0.0 17.2 17.2 18.5 0.0 86.2 86.2 203.7 G 203.7 86.2 86.2
Staff in Post 52 58 6 54 52.0 58.0 6.0 54.0 G 54 58 58
Sick Absence % 1.5% 4.0% 2.5% 2.4% 4.4% 4.0% (0.4%) 4.3% R 4.3% 4.0% 4.0%
2011/2012 – 1 lost time accident due to a
overweight box
2012/2013 – Zero lost time accidents achieved

7. ONTARGET
What did we do to achieve Zero loss time accidents?

8. ONTARGET
PEOPLE – SMATS
SMATS – Weekly Safety management audit tours by shift manager,
monthly by unit management and quarterly by senior management
1. AUDIT… Recognising unsafe conditions/acts
2. REACT…Challenge operators/remove hazards
3. COMMUNICATE…WTLL, Safety Huddles to raise
awareness
4. FOLLOW UP…failure to follow up shows we do not care??

9. ONTARGET
PEOPLE – SAFETY WALKROUNDS
Each shift performs a daily walk round, looking at 12 key areas within the unit
Daily checks by all shift managers and a member of staff.
Has all staff signed in/out?
Are all Yorks braked in the processing area?
Are the workstations in a tidy condition?
Are the pallets stacked correctly?
It is important to not ignore what you see, remove hazards
and challenge unsafe acts at the spot..

10. ONTARGET
PEOPLE – PROACTIVE MANAGEMENT
It became a habit that we were always reacting to near misses and accidents
Proactive management, not reactive management…Acting in advance of a
future situation by seeing the unsafe condition/act and removing before an
accident occurs.
FOCUS - Open your eyes when you walk around the operational
floor
TEAM WORK - Bring safety concerns to your managers meetings
SAFETY MONITORING – Are the operators following the SSOW, SOP’s
CHALLENGE – Challenge behaviours
EDUCATE – Show how it should be done, check understanding

11. ONTARGET
PEOPLE – Safety Huddles
Your chance to remind staff of their responsibility towards safety
Your Daily Huddle Prompt Sheet
Safety Quality
Areastoconsider:
• Haseverysignedin/out?Managertohold
signingsheet?
• Haveanyaccidentsoccurred/last24
hours?
• Anynearmisses?
• Arethereanysafetyhazardstheteam
wouldliketohighlight?
• AnyvolunteersfortheSafetyWalkAround?
• 3GResults?
Measuresthatcouldbeusedinclude::
• OverweightYork’s?BadlystackedYork’s?
• WorkplanCompliance- Didweclearand
despatchtotime?
• ClearanceResults
• 3GResults?
• DoortoDoorInformation–howarewe
doingwiththisweek’sD2Dcontracts?
• And/oranyothersyouthinkaremost
relevanttoyourteam
Areastodiscuss:
• Arewedoingwhatwepromisewewillto
customers?
• Aretheredamage,theftandinterference
issuestohighlight?
• Containerissues?
What are we doing well? What can we do better? What are we going to do to
make it better?
• Inwhatareasis
performancegoingwell?
• Celebratethesuccessesin
yourteamorwithquality
andsafety.
• Didweclear?
• Haveyouhadany
complimentsfrom
customers?
• Haveanyactionsbeen
completed?
• Ifyoudidn’tclearorif
accidentsoccurredcanyou
identifywhyandwhatyou
candobetter?
• Involveyourteamandask
fortheirinput
• Arethereanyloss,
damage, theftor
interferenceissuesto
highlight?
• Haveanycustomers
issuesoccurredthatyou
couldresolvelocally?
• Wherecanperformance
beimproved?Giveyour
teamthechanceto
identifyopportunities
• Whatdoyouandyour
teamneedtodoto
improve
• Usetheexperienceand
knowledgeofyourteamto
identifyimprovements. This
must be a two way
process!
• Identifyactionsandwrite
up- whowilldotheaction
andbywhen
• Givepeoplethechanceto
trynewideasandto
feedbackprogress
• Ifyourunoutofspacefor
actionsthatareresolved,
thinkaboutkeepinga
separate‘actionslog’. Pin
itupnexttotheboardand
reviewitatWTL.
SAFETY HUDDLE
• Has everyone signed in?
• What near misses have occurred?
• Accidents that may have
happened?
• Safety Concerns captured via
SMATS/Walk around?
• Praise staff on good practices
• Any Safety concerns that staff
would like to raise?
Safety Huddles is your chance to express your
concerns, acknowledge good practices and involve
your staff

12. ONTARGET
ACCIDENTS AT WORK
PEOPLE

13. ONTARGET
•Weekly manager meetings – Safety is always top of the
agenda
PEOPLE – Accidents
•Accident management – a step by step guide for managers if
an employee reports a potential accident.
•Near miss reporting and cascading information – How we
report near misses and how we cascade this information
•Visuals, One point lessons etc. – HERCA’s/TWTTP
•Countermeasures – remove unsafe conditions by
implementing countermeasures
Royal Mail’s definition of a accident is one that identifies a specific injury to a part of the body
while engaging in work activities

14. ONTARGET
PEOPLE – Accident management
Royal Mail’s definition of a accident is one that identifies a
specific injury to a part of the body while engaging in work
activities
A step by step guide in how to investigate accidents using root cause anaylsis
When a employee reports a potential accident, we look to the definition above
If an actual injury has occurred we then follow the accident management step by step guide
which copies are available upon request.
Fatal Accident Swindon WBC Line Manager Unit Shift Location
Severe Accident Swindon WBC Processing Area
Absence Accident Date &Time
Non Absence
First Aid given
Body Charts Sketch or attach photos
Category Possible Root Causes Check Possible Root Causes Local/National issue
? ? Local.
Analysis completed by whom?
Safety - Root Causes Analysis - Accident/Hazard
Who (who is doing the job?)
Usual work Y/N
Full name of injured person:
What (nature and body part)
Initial Accident Description (use separate sheet)
Which (which kind of operation is on
going?)
How (How did the injury occur?)
Where (is the job being done? i.e. workplace,
machine etc)
When (when was it done? start of shift, end
of shift, meal etc)

15. ONTARGET
PEOPLE – Near Miss reporting
Reporting near misses and cascading information
DATE:
01/02/12
LOCATION: SWINDON
WBC UNIT • More professional descriptions of what actually
happened?
• Photos/sketches of the what happened?
• Contributing factors as to why it happened?
• Corrective action to prevent reoccurrence
• WTL&L’s – Floor walks and demonstrations

16. ONTARGET
PEOPLE – Managers meetings
Safety is always top of the agenda
Things to discuss…………
Near misses – all near misses for the previous
week are brought to the meeting and we
discuss each and every one of them and what
could have been done better
3G’s – are standards still being achieved
Continuous improvement – we look at what
can be done better, new ideas

17. ONTARGET
PEOPLE – Visuals and one point lessons
Visuals and OPL’s are there to raise awareness
Pallet tipping was a regular near
miss when the new pallet lifters
were introduced.
Shift
1a 1b Investigate Lack of Knowledge YES NO
i) Did the training cover in enough detail how to do this work
safely?
A. Yes B. Not Completely C. No
ii) Did youfully understand the Safety training? (Including anyuse of
tools andequipment)
iii) Are you experience in performing this task safely? (Performthe
task more thanonce per week)
A. I follow the work
safety instructions
B. I knowfrom
experience
C. Other
iv) Have you been doing this task ona continual basis?
(e.g. Nointerruptions more than3 weeks - e.g. working inanother area/long term
sickabsence/extendedholiday)
v) Have youhad any S afety refresher training? (If the workhas a
standard where refresher training is given)
A. I ask for safety
feedback from my
manager
B. I knowfrom
experience
C. Other
A. Alert my
manager
immediately
B. I find a solution
myself
C. Other
YES NO Investigation for Root Cause Analysis YES NO
2
A
B
Technical
Instruments
Investigate other Root Cause Categories for Human Error
A3. Is the operational viewclear to undertake the process?
A1. Are the ergonomics good when performing the tasks?
A2. Has the operationbeen made easy to complete?
Root Cause Category
Is there a problemwith the work
instructions (or job element sheets)?
A6. Is the visual management clear? (eg. placement, tools, labels)
B1. Are the tools/equipment at basic condition? (i.e. not broken)
B2. Are the tools adequate for the task?
B3. Are the tools always available for the task?
A4. Are the operational instructions clear &easy to follow?
ProcessWeakness
A5. Are the operation instructions complete?
(nothing is missing from OPL, JES .)
Date
Name
Manager
If the answers to Section 1a are all 'A' then investigate the other potential causes of Human Error in Section 2 below
Is there a technical instrument
problem?
i) Have you received safety training to do this work?
ii) How do you know you are not making any unsafe acts?
iv) What do youdo if there is a safety problem in your work?
Start Here Using TWTTP
iii) How do you knowthat your work does not create unsafe
conditions/unsafe acts for a colleague?
LackofKnowledge
Work Area
Is the process step weak?
HERCA
(HUMAN ERRORROUTECAUSE ANALYSIS)
If all
answers to
1a are not 'A'
then
go to 1b
Lack of
Knowledge
Technical
Instruments
Workplace
Environment
Inattentiveness
& Forgetfulness
Personal
Issues
Process
Weakness
Attitude &
Behaviour
Kaizen OPL OPL
Training Poka Yoke Kaizen Visual Aid People SOP OPL
OPL WO WO People Involvement Visual Aid People
Visual Aid AM AM Involvement Counselling Poka Yoke Involvement
Kaizen
Throughinterview, analysisanddiscussiontherootcauseofthehumanerrorcanbealignedwiththecausesbelow
Human Error Root Cause Analysis

18. ONTARGET
PEOPLE - Countermeasures
Introducing countermeasures to remove hazards
Gloves introduced to reduce/remove paper cuts
Purple dots on customer boxes that are 9.7kgs or
over. (4 previous accidents due to heavy boxes)
Vehicle key control now in place (Near miss
involving a vehicle exiting the unit with an loader on
board)

19. ONTARGET
STAFF IN POST
PEOPLE

20. ONTARGET
STAFF IN POST – Target of 58
LAST YEAR WE RAN THE CENTRE WITH 52 STAFF IN POST
How?
More accurate manpower planning
Flexing our staffing levels – Agency and loaning staff to mail centres
and deliveries
Business transformation agreement – more efficient workforce, more
focus on non processing hours to contribute at the tables
KPIs PERFORMANCE Current Period Year to Date YTD RAG Outturn FY Target Full Year
Actual Tgt Var LY Actual Tgt Var LY Status 11/12 12/13 Forecast
People
LostTimeAccidents (per100,000hours) 0.00 0.80 0.80 0.00 0.0 0.8 0.8 1.0 G 1.0 0.8 0.8
NumberofAccidents 0.0 1.0 1.0 1.0 0.0 5.0 5.0 11.0 G 11.0 5.0 5.0
NumberofAccidentsper1000SIP 0.0 17.2 17.2 18.5 0.0 86.2 86.2 203.7 G 203.7 86.2 86.2
StaffinPost 52 58 6 54 52.0 58.0 6.0 54.0 G 54 58 58
SickAbsence% 1.5% 4.0% 2.5% 2.4% 4.4% 4.0% (0.4%) 4.3% R 4.3% 4.0% 4.0%

21. ONTARGET
SICK ABSENCE
PEOPLE

22. ONTARGET
PEOPLE – Sick Absences
Last year sick absence was the only area we failed on
All shift managers have now attended the new attendance
procedure course
More focus on long term sick
Better case managing
Regular contact with employee
What steps are we putting in place to improve our sick absences?
Referrals made to ATOS Healthcare where
we seek their opinions and challenge
feedback where necessary

23. ONTARGET
QUALITY CHECK REPORTING
CUSTOMER

24. ONTARGET
CUSTOMER – Quality check reporting
Box fill checks
We needed to have a robust system in place to capture the box fills
Plan - To reduce surplus at the delivery offfices
Do – Briefed all staff of the mandatory requirements
and our requirements of 10 box fill checks on every
contract
Check – Briefed all staff of the mandatory
requirements and our requirements of 10 box fill
checks on every contract
Act – Quality HERCA’s addressed attitude and
behaviour for non compliant operators

25. ONTARGET
CUSTOMER – Quality check reporting
Box Fill Checks
CM3 Inclusion
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Box Fills not done 13% 6% 1% 0%
Box Fills Done 87% 94% 99% 100%
Week 1 Week 2 Week 3 Week 4
OPL WTL&L Huddle TWTTP
Inattentiveness &
Forgetfulness

26. ONTARGET
NUMBER OF COMPLAINTS
CUSTOMER

27. ONTARGET
CUSTOMER - Complaints and Compensation
2011/2012
25 customer complaints received
£18.7K Compensation
Whiteham & Guard LTD – Error made at WBC
Pizza Hut – Leaflet design mix up
Whiteham & Guard LTD – Error made at WBC
Southern Softeners – Lost at WBC
Wiltshire county council – Lost at WBC
Balti House – Delivered out of area
Williams & Goodwin – Delivered out of area
Royal borough of Windsor – Lost at WBC

28. ONTARGET
CUSTOMER – Complaints and Compensation
What did we do?
OPL AT ALL WORKSTATIONS
Quality gate introduce to attack processed out of
area/leaflet design mix up
Re-design of the stock control program
Better locating of items received at the WBC to
ensure we do not lose customers products
KAIZEN EVENT AT OXFORD
Attack issues at our WBC,
improve investigations

29. ONTARGET
CUSTOMER - Complaints and Compensation
2012/2013
Zero customer complaints
£0

30. ONTARGET
SERVICE PERFORMANCE
Performance

31. ONTARGET
SERVICE PERFORMANCE – Traffic/Volumes
Unfortunately we cannot control the traffic volumes
booked and this year has been so far unpredictable
17.7m additional items processed (Diversions and extra
traffic booked)
Full year target 813.6m items

32. ONTARGET
SERVICE PERFORMANCE – Gross Hours Through-put
6134 IPWH Target
Gross Hour Through-put for 2012/2013 was 6531
We find when traffic levels are extremely high, our
staff work to their strengths

33. ONTARGET
7300 IPWH Target
SERVICE PERFORMANCE – Work Hour Through-put
Work hour through-put for 2012/2013 was 7972

34. ONTARGET
SERVICE PERFORMANCE – Clearance to Work plan
Manpower planning done on a
weekly basis, or when
extremely busy this then
becomes daily.

35. ONTARGET
SERVICE PERFORMANCE – Clearance to work plan
MON TUES WEDS THURS FRI SAT SUN CUMULATIVE
SIP 412 412 412 412 360.5 2008.5
LOANS 8 4 0 0 0 12
S/A 56 60 54.5 47 6 223.5
TOTALO/T 4.00 8.00 7.00 16.50 19.50 33.00 63.00 151
BORROWED 0 0 0 0 0 0
AGENCY 129.5 147.75 153.75 146.75 107.5 7 21 713.25
A/L 32 32 40 40 35 179
S/L 32 24 24 24 21 125
CWU-FACILITYTIME 2 6 10 10 9 37
SP/L-OTHERLEAVE 0 0 0 0 0 0
ACTING 24 24 24 24 21 8 8 133
WORKEDHOURS 503.50 537.75 529.25 524.25 407.50 40.00 84.00 2626
FORECASTBYDAY 3,300,000 4,000,000 4,000,000 3,600,000 2,500,000 400,000 1,000,000 18,800,000
PRODUCTIONBYDAY 3,933,106 4,143,863 3,881,523 4,304,527 2,713,752 665,934 1,329,734 20,972,439
GROSS HOURS 570 600 603 598 473 40.0 84.0 2,967
VARIANCEBYDAY 633,106 143,863 -118,477 704,527 213,752 265,934 329,734
VARIANCEBYWEEKTODATE 633,106 776,969 658,492 1,363,019 1,576,771 1,842,705 2,172,439 2,172,439
THROUGHPUT BYDAY 7,812 7,706 7,334 8,211 6,660 16,648 15,830 7,986
DAILYGROSS T/P 6,906 6,909 6,434 7,195 5,743 16,648 15,830
CUMULATIVEGROSS
THROUGHPUT 6,906 6,908 6,747 6,860 6,674 6,813 7,068 7,068
S/L
S/L
S/L RHICKS RHICKS
WCM-MEETING 0
WCM-SAFETY 0
WCM-QUALITY 0
WCM-WO&I 0
WCM-AM/PM 1 2.75 1 2 6.75
SNWBCDAILYSTATSUPDATE: week26
Daily Stats – keeping us on our toes
Our daily
forecast
Actual daily
production
Through-puts

36. ONTARGET
SERVICE PERFORMANCE – Clearance to Work plan
We also look at the Traffic
File
TRAFFIC FILE
•What type of traffic is booked?
•What traffic stands out as very
labour intensive?
•How many Yorks are we likely to
generate?

37. ONTARGET
SERVICE PERFORMANCE – Clearance to despatch
04/06/2013 Time 21:00
PCA C = clear
RSC's Yorks RSC's Yorks f=final
BA 12
BH/DT 18
BS 44
CF 18
EX/TQ 5
GL 14
GU 32
HA/UB 29
SL 19
HP 32
TA/BA 3
PL/TR 41
PO 4
OX/SN/RG 90
SA 12
SO/SP 2
WR/HR 5
NP 21
Loaded Current
Yorks Available for Despatch
York report done on a daily basis
Daily York reports help us determine
•What post code are heavy?
•What traffic we have left that could
potentially cause a shutout?
•Do we need to run any specials?
The daily York report also determines
what service we do not need to run,
creating downtime for our loaders who
then contribute at the processing tables.

38. ONTARGET
SERVICE PERFORMANCE – Compliance reporting
ALL SHIFT MANAGERS
Before you go……………………
Have you sent the
CCP Reports today!
If there is nothing to report, you will still need to send a single NIL report e-mail
to Doortodoor
WE HAVE ACHIEVED 100% COMPLIANCE REPORT BY
INTRODUCING A ONE POINT LESSON IN THE
MANAGERS AND STOCK CONTROL OFFICE THAT IS A
REMINDER TO ENSURE THESE ARE DONE.

39. ONTARGET
STAFF COSTS
FINANCIALS

40. ONTARGET
FINANCIALS – Staff Costs
How we control our staff costs
Full year target - £1,874,400
Actual - £1,741,900
Underspent - £132,500
Accurate manpower planning to ensure we
do not use too many hours against traffic
We also look to support our
colleagues during low traffic
weeks by loaning our staff to mail
centres and deliveries

41. ONTARGET
NON STAFF COSTS
FINANCIALS

42. ONTARGET
FINANCIALS – Non staff costs
Full year target - £107,200 Actual - £208,900
Overspent - £101,700
Our over expenditure shows our commitment to safety
Our vision is to improve the
ergonomics of our operations by
removing/reducing material handling.
We have purchased a
number of York lifters
and also new
workstations

43. ONTARGET
Summary
KPIs PERFORMANCE YTD RAG
Status
Pe ople
Lost Time Accidents (per100,000 hours) G
Number of Accidents G
Number of Accidents per 1000 SIP G
Staff in Post G
Sick Absence % R
Custome r
Quality Check Reporting (WBC to DO) G
Number of complaints (WBC) G
Compensation £k (WBC) G
Se r vice Pe r for ma nce
Volume / Traffic (millions of items) G
WBC Gross Hours Throughput (Items per hour) - Original Budget Target* G
WBC Total Work Hours Throughput (Items per hour) G
Clearance to Workplan % G
Clearance to Despatch % G
Compliance Reporting % G
Handover Box Fill Reporting Checks %(clients to WBC) G
Fina ncia ls
Staff Costs £k G
Non Staff Costs £k G
Staff Costs per 1000 items £ G
Budgetary performance against actual traffic G
SWINDON WBC SCORECARD - P12 2012-13
Loss time accidents/non absence accidents
Proactive management and root cause analysis
of accidents and incidents to ensure effective
countermeasures are deployed.
Staff in post
Running below target due to the efficiencies
created by Workplace organisation and
reduced non value added activities through
logistics
Sick absence
Individual case managing to ensure
our employees receive the support
needed to return to work in a
reasonable timescale
Customer
PD intervention to address attitude and
behaviour by applying TWTTP
Service performance
WBC gross hours and work hours supported
through efficiencies driven by safety and the
reduction of accidents, Sick being better case
managed, quality using 4m root cause and
WO/LO driving throughputs
Financials
The role out of WCM and the technical pillars
has improved efficiencies across the centre,
driven by cost deployment

44. ONTARGET
2013/2014 – HOW WE DOING SO FAR
Progression

45. ONTARGET
Progression – 2013/2014
KPIs PERFORMANCE Current Period Year to Date YTD RAG Outturn FY Target Full Year
Actual Tgt Var LY Actual Tgt Var LY Status 12/13 13/14 Forecast
People
Lost Time Accidents (per100,000 hours) 0.00 0.00 0.00 0.00 0.0 0.0 0.0 0.0 G 0.0 0.0 0.0
Number of Accidents 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 G 0.0 2.0 2.0
Number of Accidents per 1000 SIP 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 G 0.0 34.5 34.5
Staff in Post 51 58 7 54 51.0 58.0 7.0 54.0 G 52 58 58
Sick Absence % 2.3% 4.0% 1.7% 4.0% 2.3% 4.0% 1.7% 3.1% G 4.4% 4.0% 4.0%
Customer
Quality Check Reporting (WBC to DO) 100.0% 98.0% 2.0% 100.0% 100.0% 98.0% 2.0% 100.0% G 100.0% 98.0% 98.0%
Number of complaints (WBC) 0 0 0 0 0 0 0 0 G 0 3 3
Compensation £k (WBC) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 G 0.0 (3.0) (3.0)
Service Performance
Volume / Traffic (millions of items) 54.2 61.1 (6.9) 57.2 183.4 207.7 (24.3) 202.9 A 831.3 833.1 833.1
WBC Gross Hours Throughput (Items per hour) 5767 6500 (733) 5633 5817 6500 (683) 6207 A 6531 6500 6500
WBC Total Work Hours Throughput (Items per hour) 6883 7300 (417) 7339 7130 7300 (170) 7542 A 7972 7300 7300
Clearance to Workplan % 100.0% 99.5% 0.5% 100.0% 100.0% 99.5% 0.5% 100.0% G 100.0% 99.5% 99.5%
Clearance to Despatch % 100.0% 99.8% 0.2% 100.0% 100.0% 99.8% 0.2% 100.0% G 100.0% 99.8% 99.8%
Compliance Reporting % 95.0% 98.0% (3.0%) 100.0% 98.3% 98.0% 0.3% 100.0% G 100.0% 98.0% 98.0%
Handover Box Fill Reporting Checks %(clients to WBC) 100.0% 98.0% 2.0% 100.0% 100.0% 98.0% 2.0% 100.0% G 100.0% 98.0% 98.0%
Financials
Staff Costs £k (132.5) (169.3) 36.8 (132.7) (430.5) (494.3) 63.7 (441.1) G (1,741.9) (1,908.9) (1,908.9)
Non Staff Costs £k (0.7) (4.3) 3.6 (9.7) (11.3) (13.0) 1.7 (19.1) G (208.9) (52.1) (52.1)
Staff Costs per 1000 items £ (2.45) (2.77) 0.33 (2.32) (2.35) (2.38) 0.03 (2.17) G (2.10) (2.20) (2.20)
Budgetary performance against actual traffic 10.4% 0.0% 10.4% 15.5% 1.2% 0.0% 1.2% 6.2% G 9.2% 0.0% 0.0%
SWINDON WBC SCORECARD - P03 2013-14
Traffic is below target which is having a
detrimental effect on our Gross and Work
hour through-puts

46. ONTARGET
Thank you