Mail Services

accountable mail

Manufacturing

case study 70% Improvement achieved for accountable mail process tracking capability One Hundred Percent Accountability: A Six / Event Success Story Manufacturer Takes Mail to a New Level

the challenge and volume by package type, route and The food manufacturer faced a signifi- delivery location. However, the soft- cant mail management challenge. Each ware had not been configured to provide month, couriers including FedEx®, this important data. Additionally, the DHL®, and UPS® deliver over 13,000 in the shipping and receiving packages to the company’s receiving area was cluttered and contributed to dock. This includes 120 food sample incorrectly delivered and lost packages. packages and ingredients for testing. There were many workflow “crossover” Additionally, the company receives over activities due to restricted space and 500 letters and packages daily that are company research processes. related to important administrative functions. The company’s goal was to the solution ensure 100 percent accountability for all The CBPS Best Practices team mapped The shipping and receiving division for packages arriving on its dock. However, the accountable mail/receiving process, a major food manufacturer needed to when the CBPS Best Practices team identified the gaps and brainstormed ­improve its ability to track and deliver examined the existing receiving process, and identified potential solutions. The packages, mail and valuable documents it found that there were multiple gaps in team created a comprehensive contin- to final delivery points within the organiza- the chain of custody that could lead to uous improvement plan that identified tion. The Canon Services lost and delayed packages. (The chain actions and focused on: of custody is the continuous trail of (CBPS) Best Practices team was brought ++Modifying workflow on the dock to accountability that ensures the physical in to implement a Six Sigma Kaizen minimize package handling Event, a quick and efficient improvement security of letters and packages received project focused on a single process. The through delivery.) The company had ++Eliminating duplicative efforts made a substantial investment in —soft- objective of the project was to identify ++Updating the software system actions that would increase productivity ware for package tracking and account- and accountability while reducing errors ability. The company’s investment ++Training employees on the proper produced in the company’s shipping and was predicated on being able to obtain process for handling and delivering receiving operation. package details from receipt through packages delivery including end-of-day status Mail Services

accountable mail

Manufacturing

case study

The CBPS MPS program eliminated many single-function desktop printers, replaced them with networked MFDs and helped cut costs.

The CBPS team redesigned the work- late and the percentage of on-time per- the result flow first, eliminating the criss-cross- formance for the receiving area. Finally, Since the Kaizen Event, the ing of packages on the dock and in the the team ensured that employees were company has experienced zero mailroom. With the new process, the thoroughly trained on the improved defects relative to incorrectly team was able to ensure “One Piece processes and software. delivered or mishandled pack- Flow”—an efficient workflow for each ages. The company now has package from receipt through staging Advancing Business Performance complete accountability for pack- for delivery. Next, the team reconfig- to a Higher Level ages received into the dock at all ured the package tracking software Canon Business Process Services, Inc. is times. Delivery signatures and all to match the new workflow, ensuring a leading provider of managed services delivery attempts are captured that the entire chain of custody can and technology that enable organiza- directly on handheld scanners. As be tracked for any delivery scenario. tions to improve operational efficiency staff members finish their routes, The redesign included using hand- while reducing risk and cost. Experts they synchronize their data so held devices, a new list of status codes apply management principles that employees in the shipping available in the software system that and tools such as Six Sigma to advance and receiving department and enable better tracking and new perfor- performance to a higher level. The end-users can access complete mance management reports. Then the company offers services including BPO, and detailed delivery information. CBPS Best Practices team configured imaging, records management, print, Closing procedures and package the software system to provide an end- mail and eDiscovery, and is an IAOP inventory are conducted at the of-day report that details all packages Global Outsourcing 100 Leader in 2013 end of every business day. Over- that have not yet been delivered. At the for the seventh consecutive year. Based all, the company and the CBPS end of each business day, the receiving in , Canon Business Best Practices team delivered the supervisor prints this report in order to Process Services is a wholly owned following results: ensure that all non-delivered packages subsidiary of Canon U.S.A., Inc. Parent ++100 percent accountability for are physically located in the secure dock company Canon Inc. (NYSE:CAJ) ranks packages received into the holding area. CBPS also configured a third overall in U.S. patents registered dock at all times performance report that details the in 2012 and is one of Fortune magazine’s ++Improved accountable mail number of packages delivered, as well World’s Most Admired Companies in 2012. process tracking capability from as the number of packages delivered Learn more at www.cbps.canon.com. 30 percent to 100 percent ++Enhanced efficiency in the receiving area through rede- signed workflow ++Increased employee productivi- ty, empowerment and training ++Timely and accurate delivery of all packages

CANON, MAXbasic, MAXadvanced, CaseData and dataDeliver are registered trademarks of Canon Inc. in the United States and may 460 West 34th Street also be a registered trademark or trademarks in other countries. All other referenced product, company or service names and marks are trademarks or service marks of their respective owners and are hereby acknowledged. New York, NY 10001–2320 1–888–623–2668 © 2013 Canon Business Process Services, Inc. All rights reserved.

Records Management | RNA | Legal | Case Study | 01.2013.v3