LTB 192/21 - Pathway to Change Agreement - Improving Efficiency / Productivity - Productivity Joint Working Group (PJWG) Recommendations

[POSTMAN]

https://www.cwu.org/ltb/ltb-192-21-path ... endations/

LTB 192/21 – Pathway to Change Agreement – Improving Efficiency / Productivity – Productivity Joint Working Group (PJWG) Recommendations
No. 192/21

12th May 2021

Dear Colleagues,

Pathway to Change Agreement – Improving Efficiency / Productivity – Productivity Joint Working Group (PJWG) Recommendations

Colleagues will recall that the terms of the Pathway to Change Agreement (Section 2.6) committed RMG and CWU to work together to implement new, efficient and productive ways of working and to raise overall standards across the operation.

The concept of the Joint Working Group (JWG) was agreed under the terms of the 2018 Four Pillars Agreement and was progressed whilst the negotiations on the Pathway to Change Agreement were taking place. The first report/recommendations from the JWG formed part of Section 2.6 of the final Pathway to Change Agreement along with the commitment for their work to continue.

We have not had agreed productivity measures for many years and the work of the JWG has not only been excellent thus far but is also crucial to ensuring fair and manageable workloads for all – a fair day’s work for a fair day’s pay.

Against that backdrop, the JWG were authorised in Section 2.6 of the Pathway to Change Agreement to continue its crucial work and make further recommendations.

Attached for your information is a Joint Statement, which confirms the further recommendations from the JWG which have been agreed by the RMG and CWU Main Negotiating Group, after ratification by the Postal Executive, and has been fully briefed to the CWU Senior Field Officials.

We felt it was essential that local representatives and managers entering into revision activity in all offices and functions were fully aware of the recommendations and that there is no room for misunderstanding or misinterpretation of what has been agreed, hence this Joint Statement.

I would like to place on record our thanks to the Productivity Joint Working Group (PJWG), who have already completed a huge amount of work in a short period of time, and continue to develop and refine our joint approach on this issue to ensure that the spirit and intent of the Pathway to Change Agreement is delivered and honoured.

Further information on this activity and outputs of the PJWG will be circulated to the field in due course. In the meantime, any enquires on the content of this LTB and the attached Joint Statement should be referred to either the DGS(P) or the appropriate operational department.

Yours sincerely,

Terry Pullinger
Deputy General Secretary (Postal)

21LTB192 – Attachment 1

[clashcityrocker]

It's a bit like reading the script for Line of Duty
If an OCG is running your DO, or MC or RDC then the OWM isn't going to tally with your WIPWMH and you will be USCWAP.

[worktotime]

so what does this mean to us in delivery ? , does it mean planners and dims will just make the dutys fit there efficiency targets ?

[Phantom]

It means the computer will spit out a duty and then we will argue the toss that it can't be done.
Working to time or cutting off will be the theme.

[Woody Guthrie]

It's like groundhog day with this union.
Over complicated flawed software spits out unmanageable and impractical duties leading to messy and chaotic revisions.

You need an engineering degree and a couple of years of planning experience just to recognise if the information going in at one end is legitimate but the CWU will send reps mostly with to be honest a basic level of education on a couple of days course and then wonder why we're getting screwed over.

I've read the thing, it's written diarrhoea.

[POSTMAN]

Is it time for this again...

[Martin Walsh]

These are recommendations which have been agreed by the JWG.

The simple way to look at this is the following :

1 Each office will be judged on their office floor distances , container fills , unmeasured workload and their local variances. You will not be put on a productivity league table.

2. The principles of WIPWH is that it is the weighted traffic your office receives divided by the work hours you use to clear that Mail equals your WIPWH productivity.

3. We will be taking unmeasured work hours out of the calculation for WIPWH which will see an improvement in productivity. Unmeasured work hours include meal relief , training , CSP hours , locker room hours , timed delivery , union rep release , WTL , training and a number of other sub code headings.

4. WIPWH is not an individual performance measure. Each office will look at how they can improve their performance over a 3 year flight path to an individual offices own standard of performance taking into account the variances witching the office.

5. This productivity measure now stops the use of PDA OA , AHDC and Resource scheduler which was what they wanting to us to resource and link to pay.

The other issues are ongoing work to make sure we look at the range of performance across the UK including where individuals are coming in early etc.

[Woody Guthrie]

1 Each office will be judged on their office floor distances , container fills , unmeasured workload and their local variances.

Who will be responsible for capturing and verifying this data?

This LTB talks about manageable workload but the truth is both the union and the business don't have the courage to stand up and put a figure on that, they just skirt around the subject like politicians.

What's a manageable workload Martin?
4hrs deliveries?, 5hrs? 6hrs?....anything the business wants?
Local agreements protect the majority but not the individual, what happens if an office agrees to 5hr deliveries but some individuals can't manage that? What do they do?I
Just leave?

[Martin Walsh]

Each office will do a joint validation exercise to ensure the data is correct , the floor distances, the container fills and local variables are inputted. This should reflect the actual offices productivity.

In terms of fair and measured workload the outdoor element is measured in two ways and that is the new geo route system and every office will have a structural revision over the next 3 years. This will map the duty and build in the time required. The office will select the duty pattern which will have an impact on delivery spans and full time and part time mix.

The second element is that WIPWH using the outdoor workload tool to look at the outdoor element.

Fair and manageable work load is a vast subject. Most offices have not had a proper structural revision since BT2010 revision and during that time parcels and tracked have changed the landscape of offices workload and this needs to be addressed within offices to rebalance workload.

Additionally there are clearly a number of unacceptable delivery spans which are unsustainable and needs to be reviewed. Clearly the 400 structural revisions will be able to identify this and local offices can tackle this within the process.

There will be visits to look at the range of performance across the UK and we will look at both high performers , medium performers and low performers and that will look at spans. We will also be able to look at PDA OA when we come out of the pandemic to check where spans are to long.

[SpacePhoenix]

Sounds like it's basically the "time & motion" stuff that happens every so often

[Martin Walsh]

No For mail centres every site will have its own localised floor distances, container fills , local planning values and its variances including where you have to store works etc.

Each of the 37 Mail Centres will be given their own WIPWH figure in which they will commence a 3 year flight path to their OWM standard of performance.

All unmeasured work hours will be removed from the calculation which will include Meal Reliefs, Time bonus , address-graph , York repatriation, WTL , Training ,union reps release etc.

The simple calculation is Weighted traffic divided by your work hours including agency equals your WIPWH performance .

[Sugar]

These are recommendations which have been agreed by the JWG.

The simple way to look at this is the following :

1 Each office will be judged on their office floor distances , container fills , unmeasured workload and their local variances. You will not be put on a productivity league table.

2. The principles of WIPWH is that it is the weighted traffic your office receives divided by the work hours you use to clear that Mail equals your WIPWH productivity.

3. We will be taking unmeasured work hours out of the calculation for WIPWH which will see an improvement in productivity. Unmeasured work hours include meal relief , training , CSP hours , locker room hours , timed delivery , union rep release , WTL , training and a number of other sub code headings.

4. WIPWH is not an individual performance measure. Each office will look at how they can improve their performance over a 3 year flight path to an individual offices own standard of performance taking into account the variances witching the office.

5. This productivity measure now stops the use of PDA OA , AHDC and Resource scheduler which was what they wanting to us to resource and link to pay.

The other issues are ongoing work to make sure we look at the range of performance across the UK including where individuals are coming in early etc.

Paralysis by over analysis and blinded by science.

[SpacePhoenix]

No For mail centres every site will have its own localised floor distances, container fills , local planning values and its variances including where you have to store works etc.

Each of the 37 Mail Centres will be given their own WIPWH figure in which they will commence a 3 year flight path to their OWM standard of performance.

All unmeasured work hours will be removed from the calculation which will include Meal Reliefs, Time bonus , address-graph , York repatriation, WTL , Training ,union reps release etc.

The simple calculation is Weighted traffic divided by your work hours including agency equals your WIPWH performance .

Different shifts have completely different floor plans. On any given shift the floor plan can vary according to the forecast traffic for each work area. Container fills, I don't think we have any say on that, it gets done on the PDAs so chances are that it's set nationally

[hans solo]

there are no walking speeds
its only guess work
all our duties have been done by geo route by planners they did not take into account attendance calls over 12 items ,stairs ,door entry systems ,
i will be doing my own walking speed f**k their agreement

[hans solo]

they stopped the use of pda actuals as it sided with the opg on delivery and they wouldnt get any savings or extra put on duties