Transforming a Mail‑Processing Plant: Teamwork Drives Lower Absences and Higher Quality

A sprawling mail‑processing plant in Philadelphia, spanning five floors and employing about 2,000 people, was grappling with unscheduled absences exceeding 7%, declining quality, and mounting costs. Its reputation suffered: employees could barely see past 50 feet on the floor, restrooms were in disrepair, paint peeled, and red‑tagged rolling stock cluttered the aisles. Despite the chaos, the maintenance team kept critical equipment running.

Union complaints, EEOC investigations, and OSHA letters added pressure. New plant manager Al LaRiviere stepped in with a decisive agenda. He cleared the plant of all red‑tagged and unused equipment—over 1,000 pieces, half scrapped and the rest repaired elsewhere—and launched a comprehensive process‑management study.

The plant operated 24/7, three shifts a day, with roughly 350 maintenance staff covering a 1‑million‑square‑foot facility, 20 acres of land, more than 200 automation pieces, 2 miles of conveyor, custodial duties, and 25 satellite stations. Originally a WPA project, the plant had been repeatedly reconfigured.

Mail flows were split into streams—letters, parcels, small items, bundles—each with a 365‑day inventory turn. Key metrics measured delivery time from box to door, and budget performance as work hours used versus earned. External reviewers recommended intensive training for supervisors and managers on interpersonal and supervisory skills, launched alongside the process study.

Performance indicators were categorized as process or results. Process indicators included absence rates, production volume, unit quality, and clearance times. Result indicators focused on whether mail was sorted correctly, moved to the right transportation, and dispatched on schedule—metrics that directly governed delivery standards.

LaRiviere narrowed the management focus to just two outcome metrics: timely mail clearance and sortation quality. He believed that individual motivation would naturally drive productivity once these indicators were met. Shift managers were accountable for “right mail on right trucks at the right time.” All meetings centered on these two metrics only.

To reinforce accountability, LaRiviere installed a three‑step stand in the conference room. Employees who fell short of the targets climbed the steps to be counted—no further discussion followed, but celebrations were held for successes.

Training emphasized the two core metrics and the processes within each employee’s area. Supervisors were instructed to avoid micromanaging absence rates or individual performance, instead addressing upstream and downstream issues and fostering teamwork. Each supervisor posted daily process indicators—volume processed, work hours, internal quality, and delayed mail—visible to the crew.

Operators received training on machine‑generated production reports and basic OEE concepts integrated into their software. Employees were assigned to specific supervisors, who became trusted points of contact, keeping teams aligned with USPS, plant, and area performance.

Maintenance staff learned to interpret equipment performance reports and engage in collaborative problem‑solving, eliminating blame and focusing on process improvement.

The results were dramatic: unscheduled absences fell to 3%, productivity rose 20%, and the plant’s quality outpaced the region. Employees began arriving early, ready to work, and supervisors were respected leaders. Interior renovations, new signage, and a streamlined restroom layout further boosted morale.

LaRiviere replicated this approach across HR, finance, vehicle operations, and office staff, demonstrating that a clear vision, process‑management tools, and empowered leadership can transform even the most troubled operations.