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This historic book may have numerous typos and missing text. Purchasers can download a free scanned copy of the original book (without typos) from the publisher. Not indexed. Not illustrated. 1974-05 edition. Excerpt: ...contractors who were accustomed to working on projects where operations could not be suspended and where it was necessary to work during very limited, offbusiness hours. Again, the project team delivered a high-quality product within a very accelerated schedule to the delight of our in-house customer. Can the Postal Service continue to undertake such high-intensity, rapid deployment programs? It is my assessment that we cannot without simply "burning out" our professional staff and eventually taking on more risk for errors and other problems than I think is prudent for the organization. Our capital budget for the next five years is more than $6.6 billion. Actual spending may in fact be even greater if our business grows as expected. This is forcing us to continue to plan for change, simplify our delivery systems, and provide additional training to our staff as our expectations for more accountability increase. The Postal Service's facilities organization has 10 facility service offices around the country building or leasing new post offices. We have one major facility in Memphis, Tennessee, to build our processing plants and other specialized facilities. The offices are organized under crossfunctional teams that assume responsibility for defined geographic areas. The partnership involves architects, real estate specialists, environmental specialists, and support staff who become very knowledgeable about the market area, the service providers, and the needs of our customer (Operations), as we continue to improve our real estate assets. We have been very pleased with the cross-functional team concept and the level of accountability our employees have assumed. Clearly, we think this approach breaks down the pure functional alignment issues of the...
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