2. MAILCOM ‘15 Atlanta - March 15-18, 2015
CRS#: OS305
Title: From Mail Services to Support Services
Day/Date: Wednesday, March 18, 2015
Round/Time: Round Eleven, (10:15-11:15 am)
Presented By: Marlene O’Hare, CMDSM, MDP
Linde North America, Inc.
James P. Mullan, CMDSM, EMCM, MDC, MDP, CSSGB
Consultant @ JPM Consultants
Please be courteous to others and turnPlease be courteous to others and turn
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3. What we are covering today…
• Rules for our session
• Office Services/Support Services
• What is Support Services
• Think about images
• Approach for Today and Tomorrow
• Change Perceptions
• Great concept – but how do I get there?
• Have some fun
3

4. Mail/Office Services may include:
• Mail Services
• Courier Services
• Cafeteria Services
• Records Management
• Procurement
• Company Store
• Office Supply
• Recycling
• Shipping
• Receiving
• Warehouse
• Copy Machinery
• Copy Center
• Inventory Control
• Janitorial Services
• Maintenance Services
4

5. Support Services may include:
• Mail Services
• Courier Services
• Cafeteria Services
• Records Management
• Procurement
• Company Store
• Office Supply
• Recycling
• Shipping
• Receiving
• Warehouse
• Copy Machinery
• Copy Center
• Inventory Control
• Janitorial Services
• Maintenance Services
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6. What Is the Difference?
• Mail/Office Service implies anything related to the
office environment
• Support Services implies anything related to
supporting the business
• Support services implies processes and functions
that support the core business services. It is NOT an
area that is a ‘catch all’ for non-core services
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7. What Is Support Service
• How do you pick and choose what should be
included?
• Focus on three fundamental concepts
1. The processes support business critical function
2. Functions that are not core business functions
3. The processes, if not done, will have a negative
impact on the business (NOT the employee)
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8. What Is Support Service
Support Services
• Business Mail
• Courier Services
• Copy Center
• MFD/Printer Service ‘no tool
repairs’
• Records Management
• Shredding
• Shipping/Receiving/ Warehouse
• Reception/Hospitality
Not Support Services
• Personal Mail/stamps (employee)
• Personal copying (employee)
• Laundry/Dry Cleaning (employee)
• Company Store (HR/Benefits)
• Cafeteria Services (HR/Benefits)
• Janitorial/Recycling (Facilities)
• Maintenance (Facilities)
• Procurement (Finance)
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9. 9
The Difference Between Office Services and Support Services Is
YOU!
Education is key to being successful. Educate your leaders on
what functions could and should fall under your umbrella and
which should not. Fundamentally there needs to be a
conscious decision that, just like the core business functions,
Support Service functions are there to support business need.
Often the line is blurred between a company service and a
service which benefits an employee.

10. What is Mail/Office Services
• Very task driven
• Focus on the “menial” work
(anyone can do it)
• NOT adding value to the
business
• Minor quality improvement
• Back room operation
• Ignored until something
goes wrong
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11. What is Support Services
• Focus on expertise
• Don’t accept all tasks
• Increase value to the
business
• Access new talent
• Rely on Subject Matter
Experts
• Scalability for business
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12. 12
Think About Images……..
A used car salesman……
A Firefighter…..

13. 13
Think About Images……..
A politician……
A Nurse…..

14. 14

15. Think About Images……..
• Focus on:
– Customer Service Professionals
– Professionalism
– Subject Matter Experts
– Industry Leaders
– Trusted Resources
– Best in the Industry
– Eat/Breath/Live client’s exectations
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16. Approach for Today and Tomorrow
• Customer focused
• Attention to process
improvements
• Able to bring value to the
business
• Market the services
• Uniforms help with image
• Deliver Consistency!
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17. Approach for Today and Tomorrow
• Start telling customers about services
• Meet with customers regularly
• Diligently work to improve your processes
• Show customers your value – become
invaluable to the organization
• Create users guides and quick reference
materials - give them to every employee
• Did I mention…….MARKET the services!
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18. Change Perceptions
• We have to:
– change the perception of our
organization
– show how and where we add
value
– increase the professionalism
in appearance and in service
– increase shareholder value
– be the BEST!
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19. Great Concept - But How Do I Get There?
Start at the Beginning.
 List all functions - not only what you do, but why
you do it (roles/responsibilities)
 Determine financial impact to the business and
risk if done incorrectly (cost of poor quality)
 Truly assess if your expertise (SME’s)
 Improve the image of your group/team (uniform)
 Identify key customers in your operation - TALK TO
THEM!!!
 Determine key executives in your business - TALK
TO THEM!!!
 Benchmark other businesses (Mailcom)
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20. Great Concept - But How Do I Get There?
You should have lots of “data” now - lets decide what to do with
it? First, ask some questions.
• How is my operation in comparison to other operations
(including those that were benchmarked)
• What do we do the very best - and WHY?
• What do we need to improve?
• What shouldn’t we be doing?
• Who do we need to show what we are doing (in other words,
who do we market this to)
• Are we adding value to the company?
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21. Great Concept - But How Do I Get There?
• Decide what stays and what goes (and where it goes)
• Get your team to buy into the concept
• Post it everywhere - give it to customers - make it happen!
• Show area to be identified, plan for action and targeted
delivery dates, with section for progress against goals -
publish the results
• Develop an action plan - keep it simple (one page or less)
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22. Great Concept - But How Do I Get There?
Sample Action Plan
22
Opportunity for
Improvement
Action Steps Target
Date
Results
Cost Avoidance
Move to a Hub/Spoke
mail process
• Cost/Benefit analysis
• Staffing Impact
• Meet with key client
groups
• Develop plan of
concerns from clients
January
2014
• CBA Complete
• Client approval August
2013
• Plan delivery on target
date
• Implement within four
months of approval
Quality
Improvement
Users guides
• Samples from other
companies
• Draft of one for your
business
Oct. 2013 • Samples obtained
• Draft completed by
October 2013
• Produced by November
2013

23. Great Concept - But How Do I Get There?
Where do I Benchmark?
• Use your Network
(MAILCOM is GREAT)
• Use your Postal Council or
Business Center for
information
• Ask your vendor partners or
suppliers
• Check the internet
• Peers in your company
• Find similar operations in
your area
• Look to your own company
for internal benchmarks
• Don’t try to make a square
peg fit a round hole - do
what makes sense
• Consider a consultant
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24. Great Concept - But How Do I Get There?
Who? What? When? Where? and Why?
• Look at volumes
• Look at functions
• Look at staff allocation to the functions
• Measure performance (number of pieces processed each
hour, number of calls received, pages printed, etc.)
• What makes the operation great
• What is adding value to the organization
• What are the distractions to the job
• What fits, but more importantly, what does not fit
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25. Great Concept - But How Do I Get There?
What do we do best?
• Ask your customers
• Validate it against
benchmarking data
• Look at quality measurements
• Balance quality to quantity
requirements
• Manage by walking around -
talk to staff and customers on
a frequent basis
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26. Great Concept - But How Do I Get There?
What Do We Need To
Improve?
• ALWAYS - Be honest with
your customers
• Show INTEGRITY in your
information
• Tell them when you make a
mistake - along with what
you will do to prevent it
from occurring again
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27. Great Concept - But How Do I Get There?
Who Do We Tell
• Senior Management
• Team Managers
• Customers
• Other Companies
• Administrative Staff
• Client Staff
• Anyone else that will
listen
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28. Great Concept - But How Do I Get There?
How Do We Share What We Do?
• Informational luncheons
• Ask to attend your
customer’s team meeting
• Users Guides
• Email to customers
• Focus Groups
• Key customer meetings
• Newsletters
• Management Presentations
- include cost savings and
expense avoidance
• Brochures about the
services
• KISS (Keep it simple….)
• JUST TELL THEM!!!
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29. Great Concept - But How Do I Get There?
Suggestions On Getting There
• Form a customer advisory
board - get some of your
worst critics to help you
improve the process
• Measure quality, not just
quantity of work
• Form internal quality
improvement teams
• Malcolm Baldridge, ISO
certifications, Six Sigma, etc.
(ask vendors too)
• Survey your customers
regularly - let them know
both positives and
negatives about your
services - follow negatives
with an action plan
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30. Great Concept - But How Do I Get There?
Have some FUN!!!!
• Celebrate Successes
• Keep your team focused - post
results on a daily or weekly basis
• Have Team Meetings - discuss it
in your meetings
• Have fun - make the project
something everyone wants to be
a part of - not “just another
team”
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31. Great Concept - But How Do I Get There?
Samples of Items to Gather
• One Page Quick Reference Guides
for Customers
• User’s Guide
• Informational Brochures
• Newsletters
• Management Updates
• Volume Reports
• Monthly Progress Reports
• Financial Impact Reporting
• Benchmarking Data
• “Industry” Standards
31

32. Great Concept - But How Do I Get There?
• Remember, I don’t have all
the answers but together
we can
• You are not alone
• You have to do what will
work for YOU and your
organization
• Enjoy life - remember, keep
everything in perspective
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33. Questions?
33

34. Thank You!
James P. Mullan, CMDSM, EMCM, MDC, MDP, CSSGB
Consultant @ JPM Consultants
746 County Avenue
Secaucus, NJ 07094
Cell 201-325-1961
Marlene H. O’Hare, CMDSM, MDP
Linde North America, Inc
575 Mountain Avenue
Murray Hill NJ 07974
908-771-1275
marlene.o’hare@linde.com