January 2015-Present

United States Postal Service

Washington, DC

Hours Worked per Week: N/A

Salary: EAS 23

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Manager, Customer Service Operation

Oversee daily operations for a group of customer service units including large carrier stations.

October 2014-January 2015

United States Postal Service

Alexandria, VA

Hours Worked per Week: N/A

Salary: EAS 22

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Manager, Customer Services Operations

Gained the knowledge and skills to lead and manage processes in a Customer Service environment. Developed methods for optimizing delivery performance. Noted customers needs and implemented processes across units to meet and exceed customer expectations.

Boosted performance of Area 2 staff by providing technical guidance and training in their core duties. Pulled data from Lean Matrix and Enterprise Data Warehouse (EDW) regarding several performance indicators such as City Carrier hours (F2B) Percent to Plan, F2B overtime, Unit Distribution (F4) Percent to Plan, F4 overtime, City Carrier Percent to standard, Managed Service Points (MSP), Delivery Operations Information System (DOIS) variance hours, as well as tracked the number of carriers returning 1700 and 1800 for the unit.

Crafted a Microsoft Excel spreadsheet to document how the units ranked regarding aforementioned performance indicators; noted how the unit trended weekly and identified the trends of each individual supervisor from the three separate zones. Worked during the peak season to lead trainings in specialized areas such as Discipline Procedure, Customer Service Adjusted Workload (CSAW) and PS Form 3996. Led mock drills on how to effectively deliver a Plan 5 Service Talk, how to meet at the Informal level, along with individual training on the programs utilized in Customer Service to effectively lead operations.

Held daily telecom meetings with the Managers of nine branches; served as a forum used to discuss the previous day s performance; also provided a setting during which management staff could receive feedback as to what to do differently for the next day to drive measurable improvements.

Assisted the Alexandria management staff in improving on identified key indicators Also assisted with the Lean Mail Delivery process within the unit by identifying and eliminating wastes within the unit using process maps. Used consistent monitoring and guidance to show significant improvement within six months; saw area improve on many key indicators, see below.

Decreased F2 OT by 2%, from 17% to 15%, which yielded a savings of 16K hours from the same period during the previous year. Alleviated 6.12 percentage points, boosted office efficiency by 10% and increased city deliveries per hour by 4.03. Led an overtime percentage decrease from 21% to 18%, a cost savings of approximately $80K.

July 2012-January 2015

United States Postal Service

Lancaster, PA

Hours Worked per Week: N/A

Salary: EAS 24

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Postmaster

Oversaw operations for a large postal facility including a directly-supervised team of subordinate Managers and Supervisors. Vastly improved service and slashed the number of work hours in the process. Called on previous experience as a Manager in Customer Services for large units to quantify the work load and allocate staffing in each assigned delivery zone, comprised of 110 Carrier and Collection Routes, five P.O. Box sections, one caller/firm operation and five detached retail units. Devised a plan to achieve goals and met with supervisors to discuss how to execute the plan per expectations. Compared Clerks daily work schedules and start times, along with transportation, arrival and dispatch schedules. Called on the Delivery Operations Information System (DOIS), Lean Matrix, Window Operation Staffing (WOS) and the Customer Service Variance (CSV) Program s Staffing and Scheduling Tool (SST) to craft a new Clerk schedule. Developed a parcel operations floor plan that eliminated non-essential equipment in order to rearrange the floor. Also sought to streamline entire operation by centralizing the parcel operation to incorporate all three zones and maximize the use of the two (2) PASS system; this move eliminated office hours used by Carriers, Clerks and Mail Handlers.

Offered targeted numbers to supervisors to aid them in managing work hours to a target of -4% to SPLY. Called on the use of programs such as CSAW, DOIS, SST and MSP Reports to identify areas of opportunity. Managed the work through supervisors to capture opportunity and boost performance in many key indicators. Saw FN2C work hours go -1.7% under SPLY and

-1.5% under plan. Also saw FN4 work hours go -15% under SPLY in F4 and FN4 OT go to -37% under SPLY.

Recognized as the first woman Postmaster of Lancaster, PA in 222 years; invited to be the Keynote Speaker for the American Business Women Association s Lancaster Branch s annual banquet.

Prepared a presentation on how the Postal Service has evolved in the community to influence change. Provided an important educating tool for use with staff and customers as a result. Saw the revenue increase in Lancaster by $400K, an 3% increase from SPLY, due to use of this.

February 2009-November 2012

United States Postal Service

York, PA

Hours Worked per Week: N/A

Salary: EAS 22

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Manager, Customer Services

Successfully supervised medium and large carrier annex and detached retail units.

April 2012-July 2012

United States Postal Service

Harrisburg, PA

Hours Worked per Week: N/A

Salary: EAS 22

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Post Office Operations Manager

Led a series of facilities via a subordinate Postmaster. Drove compliance across all variance programs, thus improving performance, reducing overtime and managing work hours in F2 under SPLY. Focused efforts on the Ephrata location, with the most opportunity to the variance programs in the entire group; noted after an onsite review that the office needed structure and guidance.

Guided and supervised staff in managing work hours per assigned workload. Led daily DOIS reviews, CSAW analyses and trained management staff in how to analyze the data. Determined which processes captured the most opportunity and which indicators had a direct correlation with one another.

Introduced AMSOP processes, overtime controls and start time changes thus improving office and street performance. Established DOIS and MSP reviews for the group to structure telecoms; resulted in area improvement across many key indicators. Saw total work hours decrease by 5.3%, F2 street efficiency improve by 2.1%, F2C work hours decrease by 3.7%, F4C work hours decrease by 11.8% to SPLY, as well as -1.8% plan F4 YTD

September 2011-April 2012

United States Postal Service

Mechanicsburg, PA

Hours Worked per Week: N/A

Salary: EAS 22

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Officer in Charge

Served in a detail assignment capacity to lead a large facility with city and rural delivery. Managed retail and bulk mail acceptance units, contract postal units and a team of Contract Drivers. Delivered excellent customer service by properly training a team of subordinate supervisors in service delivery best practices.

May 2010-July 2010

United States Postal Service

York, PA

Hours Worked per Week: N/A

Salary: EAS 21

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Dispute Resolution Team

Worked in a Labor Relations capacity on The Step B team to review appeals and issue joint reports on the decisions and any supporting findings within 14 days of appeal receipt. Managed instances at Step B where the parties mutually agreed to extend the 14-day period. Worked together to give priority consideration to discussion and decision of removal cases. Jointly ensured that grievance facts and contentions are fully developed and considered so as to resolve grievances effectively.

October 2006-February 2009

United States Postal Service

York, PA

Hours Worked per Week: N/A

Salary: EAS 19

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Manager, Customer Services

Called on expertise in postal operations to manage delivery and collection, caller service and mail processing, including distribution, dispatch and transportation. Managed national agreements with Clerks, Carriers and Mail Handlers, including provisions for overtime, corrective action and grievance resolution. Shared expertise in the investigation and handling of vehicle and industrial accidents. Managed route inspections and adjustments, as well as the Delivery Service Information System (DSIS). Enforced service standards and service objectives. Prepared and managed a budget to control costs within budget allocations. Devised effective staff workflows by planning, scheduling, coordinating and monitoring the team to align with organizational goals. Trained employees, resolved grievances, investigated customer complaints and offered technical guidance to major mailers. Forecasted mail volume, as well as workforce and equipment needs. Analyzed data to evaluate performance and note deficiencies.

September 2003-November 2005

United States Postal Service

Clarksville, MD

Hours Worked per Week: N/A

Salary: EAS 18

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Postmaster

Gained further expertise in labor relations policies, including management s rights, the rights of employees and representatives, national and local labor agreements, along with pertinent laws and regulations. Negotiate effectively with employee groups using knowledge of policies pertaining to equal employment opportunity (EEO) and affirmative action. Worked fairly with all employees, customers and business contacts. Trained and supervised employees; delegated work to subordinates per their ability and capacity for growth. Defined assignments or projects clearly; delegated authority to work with and through others effectively.

Coordinated individual or group action to accomplish a task or goal. Led employees of varied backgrounds and skill levels; worked fairly and objectively with all subordinates.

April 2001-Swptember 2003

United States Postal Service

Owings Mills, MD

Hours Worked per Week: N/A

Salary: EAS 17

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Supervisor, Customer Services

Led Customer Services programs and procedures to oversee carrier and window service. Oversaw performance measurement systems and customer satisfaction indicators specific to customer service functions. Communicated information, instructions and ideas to individuals or groups to provide guidance in resolving issues, driving information flow and authoring reports.

March 1998-April 2001

United States Postal Service

Baltimore, MD

Hours Worked per Week: N/A

Salary: EAS 16

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Supervisor, Customer Services

Served as an expert in Customer Services protocols, performance measurement systems and standards, as well as customer satisfaction indicators specific to customer service operations. Communicated information, instructions and ideas to provide guidance, resolve issues, fuel information flow and engage in reporting.

September 1997-March 1998

United States Postal Service

Baltimore, MD

Hours Worked per Week: N/A

Salary: EAS 15

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Associate Supervisor

Acted as a resource in interpreting Customer Services programs and processes to oversee carrier and window service. Used expertise in performance measurement systems and customer satisfaction indicators as they relate to service operations.

January 1989-September 1997

United States Postal Service

Baltimore, MD

Hours Worked per Week: N/A

Salary: EAS 5

Supervisor Name: xxxxxxxx; Phone Number: xxx-xxx-xxxx; May Contact: na

Distribution/Window Clerk

Leveraged the use of reference manuals and materials to maintain records, prepare reports, as well as interpret instructions and specifications. Worked with others to safely perform duties.

Towson State University

Towson, MD

Bachelor Degree, Economics/Mathematics

Date Earned/Dates Attended: 2006

GPA: N/A, Dean s List

Credit Hours Earned: N/A

Honors: N/A

Certificate, Lean Six Sigma Green Belt Villanova University, 2011

VITAL Course, Online, 2012

Dispute Resolution Process Course, Bolgers Postal Training Facility, 2011

Respect & Protect Privacy Course, PEDC, 2008

Interviewer Training Course, PEDC, 2007

Coaching Pivoting Skills Course, PEDC, 2007

HR Job Bidding Business Process Course, PEDC, 2007

HCES Managers' Portal
 Course, PEDC, 2007

Dealing with Difficult People Course, PEDC, 2007

Small Business Presentation in the Mechanicsburg area on Revenue Generation, 2012

Children Ministry; FCF World Outreach, 1997 present

National Organization of Postal Supervisors, 1998 present

Delta Sigma Theta Sorority, 1980 present

Safety - Most Improved OSHA I&I Level -24, 2013

Outstanding Service Performance Central PA District, 2011

Outstanding Performance; Clarksville Post Office, 2004

Letter of Appreciation; Associate Supervisor Trainer; Baltimore Performance Cluster, 2003

Outstanding Performance; Express Mail Overnight Delivery; Owings Mills Post Office, 2003

Outstanding Performance; Improving Workplace Climate; Owings Mills Post Office, 2003

Outstanding Performance; Mystery Shopper Scores; Owings Mills Post Office, 2003

VITAL, TIMES, STATA, SPSS, EDW, Windows XP, Microsoft PowerPoint, Microsoft Excel, Microsoft Word, DOIS, CSDRS, AVUS, TACS, POS 1, WOS, eRMS, CDPOM, CSSOM, EMpower, HCES, SST, PIR, DRT, DMS, OTADMIN, Netscape Navigator, GEO-DELIVERY

Michael Becker

Postmaster

York Post Office

Phone xxx-xxx-xxxx

Lisa Layman

MDO Manager

Philadelphia Post Office

Phone: 267-303-6225

Mario DiPatrizio

Postmaster

Alexandria, VA Post Office

Phone: 703-549-2620