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Canada Post

Transcript: Facilities Profile Letter vs. Parcels Cost Advantage Automatic mail Epost, E-transfer, and automatic withdrawal Ad mail and long term customer relationships Daily communication eliminated from paper mail Challenges History Red Alert (stop delivery services) Generate overload next day Customers perception of delivery Any Questions? From sender to processing facility Largest Canada Post processing facility is in Mississauga, Canada Mail processing machines can move up to 40,000 items per hour From processing facility to targeted region Business Vs. Personal Mailing Communicate within seconds (anywhere) vs. 3 days (locally) Reduction of Transaction Mail by 184 million in 2013 Increase fixed cost from rise in authorized mailing address Further development in technology, larger decline Older Generations May be unable to access community mailboxes Annual reduction of $400-$500 million Younger Generations Moving into electronic ways of communication Loss of support Internet Demographics of Customers Geographic operating regions across Canada Some areas are better served than others People do not like the five year plan Job losses Canada Post is a Crown Corporation Financial losses are incurred by Canadian taxpayers Canada Post must become self-sufficient Facilities Profile Rural Vs. Urban Communities Implementing in near future automated sorting Reduce full time positions Requires larger initial investment, but reduces operating cost significantly in the future Competitive Priorities Automatic mail Epost, E-transfer, and automatic withdrawal Ad mail and long term customer relationships Daily communication eliminated from paper mail Competitive Priorities Process Challenges Challenges Business Vs. Personal Mailing Significantly lower than two major competitors (FedEx and UPS) Parcel shipped from NS to BC Canada Post $14.62 FedEx $39.56 UPS $31.84 Customers incur a tradeoff of efficiency for savings Total volumes of mail expected to decrease by 25% in next 7 years Volumes of parcels increase by 3% From 2011 to 2012, handled 225 million fewer prices of mail E-Commerce responsible for increase in parcel traffic Last holiday season more than half of all Canadians made an online purchase Letter carrier route measurement system Complex calculation of Distance Volume Coverage Average walking speed Obstructions Standard mail can take 3 to 7 days Large parcels up to 2 weeks Delivery Breakdown Competitive Priorities Process Reducing Costs 6,400 retail offices 26 processing facilities Mostly urban centers Process non-local mail deliveries 68,000 employees Financial Losses Thank-You Group 2 - Alex Johnson, Deirdre Campbell, Jason Kopchia, Ian Gullage, and Peter Keyser Established in 1981 as a Crown Corporation Different from other Crown Corporations Door-to-door deliver (distance) Increases amount of time and workers Community Mailboxes Reduces distance Distributes multiple households at once Weather 15.3 million addresses 68,000 employees Mail carriers Drivers Warehouse workers Challenges Volume of Mail Facilities Profile Incurring significant financial losses Implementing five year plan to cut costs Phase out door-to-door delivery Cut 8,000 jobs throughout five years Estimated 15,000 employees will retire Reducing Costs

canada post

Transcript: Three Main Thrusts Value Analysis and Optimization of Reusable Containers at Canada Post -provide quality service -keeping operating cost low -mail volumes high 1-Information gathering 2-Function analysis 3-Speculation 4-Evaluation 5-Proposal development 6-Report 7-Implementation and Audit. Monotainers were not where needed when they were needed. Thank You for Your Attention Value Analysis Defining the Problem Empty monotainers were not in the right place at the right time. References -Hayes,R.T. 1992 "Value Management,"in Maynard's Industrial Engineering Handbook,ed.William K. Hodson,McGraw-Hill,NewYork,pp 7.25-7.47 -Mudge,A.E. 1971, Value Engineering, A System atic Approach, McGraw-Hill, New York. -Twede, D. 1988, "The process of distribution packaging innovation and its relationship to distribution channel structure ,"PhD dissertation , Michigan State University. -Uxa, W. V. 1994."Returnable /resuabla containers in the automotive industry and the related capital budgeting investment decision ,"Master's thesis, Michigan State University. 1)The Toronto region will have full responsibility and autority for empty monotainers. 2)Toronto will negotiate with the other regions to establish reasonable levels of empty monotainer inventory to meet their requirements and Toronto will control all monotainer movements between regions 3)The other regions will have a deadline to return monotainers they receive back to Toronto,and this return cycle time will be enforced. Ecem Tumluer Meleknur Seyhan Checking Assumption

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Transcript: Nobody knows babies like we do! Quality products . Good Customer service. Every Kid really loves this store.. BABYLOU ABOUT US About Us BabyLou was established in 2004. It has been more than a decade since we started, where we have ensured to take care of every need and want of every child and infant under one roof, true to the caption “NO BODY KNOWS BABIES LIKE WE DO”. Our benchmark is to provide 100% customer service and satisfaction and continue to deliver the same with a wide range of toys, garments and Baby Products. Play and Create We Are Best 01 02 03 Block games Building Blocks help Kids to use their brain. PLAY TO LEARN in Crusing Adventures Our Discoveries Enjoy a sunny vacation aboard a luxury yacht with the LEGO® Creator 3in1 31083 Cruising Adventures set. This ship has all the comforts you need, including a well-equipped cabin and a toilet. Sail away to a sunny bay and take the cool water scooter to the beach. Build a sandcastle, enjoy a picnic, go surfing or check out the cute sea creatures before you head back to the yacht for a spot of fishing. Escape into the mountains Disney Little Princes in Also available for your Babies..... Also... Out of The World… Our reponsibility BABYLOU…. Our Responsibility All children have the right to fun, creative and engaging play experiences. Play is essential because when children play, they learn. As a provider of play experiences, we must ensure that our behaviour and actions are responsible towards all children and towards our stakeholders, society and the environment. We are committed to continue earning the trust our stakeholders place in us, and we are always inspired by children to be the best we can be. Innovate for children We aim to inspire children through our unique playful learning experiences and to play an active role in making a global difference on product safety while being dedicated promoters of responsibility towards children.

Canada Post

Transcript: Canada Post Labor Dispute Lovepreet Kaur Gurinder Sharma Julia Jose Introduction Introduction Canada Post CUPW Dispute Canada Post Canada Post Canada Post Corporation , known more simply as Canada Post, is a Crown corporation which functions as the primary postal operator in Canada. Canada Post provided service to more than 16 million addresses and delivered nearly 8.4 billion items in 2016 and consolidated revenue from operations reached $7.88 billion. Canada Post operates as a group of companies called The Canada Post Group. It employs approximately 64,000 full and part-time employees to deliver a full range of delivery, logistics and fulfillment services to customers CUPW The Canadian Union of Postal Workers (CUPW; is a public sector trade union representing postal workers including letter carriers, rural and suburban mail carriers, postal clerks, mail handlers and dispatchers, technicians, mechanics and electricians employed at Canada Post as well as private sector workers outside Canada Post. Currently comprising upwards of 50,000 members, the Canadian Union of Postal Workers has historically been labeled as militant because of some of the actions undertaken since its inception in 1965 to help guarantee rights to all postal workers. CUPW Disputes Disputes Canada Post and the union representing some of its employees remain embroiled in a labor dispute during 2016. The Crown corporation has issued a 72-hour lockout notice to the Canadian Union of Postal Workers (CUPW). Underlying Issues Underlying issues New employees would belong to a defined contribution pension plan. Canada Post would pay a certain amount into each employee's retirement plan, but the amount they receive upon retirement would be dependent on how well the investments performed. The union wants the existing pension plan to remain as is for all its members and any future employees Pension plan disputes Pension plan dispute Canada Post's pension plan by the numbers Canada Post's pension plan by the numbers Canada Post's pension plan is sustainable and should be able to include future hires. The plan had $21.9 billion of assets as of Dec. 31, 2015, following a 7.3 per cent return for the year, according to the plan's 2015 report to members. It has about 90,000 members, including almost 33,500 retirees to whom it paid out $880 million in benefits in 2015. The plan has a $6.2 billion solvency deficit, which amounts to all the obligations Canada Post would have to pay out if the plan closed. Unequal pay between rural and urban mail carriers is probably the union's “biggest issue in this round of bargaining, Rural and urban mail carrier divide Rural and urban mail carrier divide The union is also demanding the return of door-to-door mail delivery, which started to be phased out last few years. Home Delivery Home delivery Lockout news Parties involved Parties involved These agreements are for a period of two years, rather than the typical four-year contracts negotiated in the past. The issues facing the Corporation, with declining mail volumes and a growing pension obligation, are complex. Third party involved is an arbitration has ended the debate between the Crown corporation and the Canadian Postmasters Assistants Association (CPAA). I think both sides has reached a good deal The final offer selection is a form of binding arbitration that compels both parties to be reasonable and realistic, as well as to prove what they say. In final offer selection, the arbitrator could select some of the proposals from CUPW and some from Canada Post, meaning each party would win some demands, lose others, and have others which may be adjusted. Negotiations Resolutions Resolutions There were several key changes under this new collective agreement, including a defined contribution pension plan identified for new employees represented by the CPAA. This defined contribution pension plan applies to all newer employees at Canada Post apart from those represented by CUPW, and exists for any management and exempt employees hired after January 2010. For those under the Public Service Alliance of Canada/Union of Postal Communications Employees (PSAC/UPCE), which represent administrative and technical employees, this change is applied to those hired after May 2014 More on CBA This new agreement with the CPAA will also see changes in entry-level wages, which Canada Post says have been kept in line with changes negotiated previously with other bargaining units. There is also an increase in employee contributions for post-retirement benefits, from 25 per cent to 50/50 cost sharing with the employer, The wages and benefits package includes modest wage increases and remains competitive while reducing future costs through changes for new employees.

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