chapter 2
postal operations
Previous Page page 62 of 108 Next Page

Automated induction promises significant savings in both flats preparation and feeding of the AFSM 100.

c. Parcel Automation

1. Singulate, Scan, and Induction Unit

     There are continuing efforts to improve processing efficiency in parcel sorting operations. The Postal Service deployed 10 singulate, scan, and induction units (SSIUs) during 2003 to five bulk mail centers (BMCs). Each BMC received 2 SSIUs to improve the singulation process and automate induction of barcoded parcels onto parcel sortation equipment. The device allows parcels to be sent, one at a time, through a dimensioning unit, a weigh-in-motion scale, and then through a scanning tunnel that reads the barcode. Parcels are then inducted automatically onto the sorter. This greatly reduces the labor needed to process parcels. Deployment of 38 machines was completed in late 2003 and 19 of the 21 BMCs are now using SSIUs in their daily processing operations. This machine is capable of assigning over 5,000 parcels per hour onto the sorter, reducing mail processing labor.

2. Automated Package Processing System

     The Automated Package Processing System (APPS) automates the existing package processing network by providing automatic package singulation and address reading through an optical character reader/barcode reader/video coding system (OCR/BCR/VCS). APPS includes automated container unloading to support the high throughput requirements. The system supports in-route tracking of Delivery Confirmation codes. During 2003, the Postal Service awarded a contract for 74 production systems. Delivery is expected to begin in April 2004 and end in June 2005.

     APPS is the Postal Service's next generation machine for sorting parcels and bundles of mail that further automates package distribution by providing greater processing capacity through automatic package induction, singulation, and address recognition. It processes up to 9,500 pieces per hour. The system also collects detailed information about each package, such as package type, size and weight. It will be deployed with either one or two feed systems, each capable of sorting to 100-, 150-, or 200-output bins. APPS is intended to replace the older, more labor-intensive small parcel and bundle sorters (SPBS).

2. Remote Encoding Centers

     The automated distribution of mail relies on barcodes that represent the mailpiece address. For pieces that are not prebarcoded by the mailer, the Postal Service translates the address and applies the barcode. When all electronic means of resolving address information have been exhausted, an image of the address is sent to a REC where operators use video display terminals and keyboards to process the address information. The resulting barcode is sent electronically keeping the mailpiece in the automated mailstream.

     As the technology for electronically resolving addresses improves, the amount of mail requiring manual keying at the RECs is reduced. Continued improvements in automation read rates in 2003 allowed the closing of an additional three of the original 55 RECs, bringing the number of RECs to 17. The Postal Service continues to look into other consolidation options that could result in the closure of additional RECs in the future. At the same time, the Postal Service moved flat mail keying from the plants to the RECs and are planning to key parcel images generated by APPS and the Postal Automated Redirection System (PARS) at the RECs.

Chapter 1 Compliance with Statutory Policies Introduction

Chapter 2 Postal Operations
  1. Public Perceptions, Customer Outreach, and Mailer Liaison
  2. Products and Services
  3. International Mail
  4. Mail Volume and Service Performance
  5. Mail Distribution
  6. Delivery Unit Operations
  7. Stamp Services
  8. Licensing Program
  9. Service and Market Development
  10. Retail Programs
  11. Pricing and Classification
  12. Technology
  13. Intelligent Mail
  14. Financial Management
Chapter 3 Financial Highlights

Chapter 4 2003 Performance Report and Preliminary 2005 Annual Performance Plan