In late September 2003, I wrote an article regarding DOIS that was posted throughout my offices and later printed in our branch newsletter. I believed then as I believe now, that DOIS is just another tool ... a resource ... a source of information that management may use to evaluate the workload of a carrier.

DOIS may be able to generate numbers and project times; but, it is not absolute or without error. For the most part, DOIS appears to give a good picture of what a letter carrier's office time should be under ideal and perfect conditions. We are not robots ... and the world is not perfect. What we are able to do one day may not necessarily be what we are able to do each and every day. DOIS doesn't take into consideration the human elements and the unexpected curveballs ... the obstacles and challenges ... we face and adjust to ... each and everyday.  Our job has its ups and downs ... its peaks and valleys ... its highs and lows – just as we – the people who deliver the mail – do. Our job is not a “one size fits all” type of job.

For the most part, letter carriers are pretty consistent in their work performance ... and DOIS may even reflect a fair and accurate evaluation of a carrier’s workload and what a manager should expect from a carrier on a given day. However, some overly aggressive managers may “attempt” to use the data that is collected to lay out a letter carriers workday without exception. You may hear a supervisor say “... that you should have X amount of minutes of downtime” or that “... your projected leave time shows that you should be leaving at a particular time.”

DOIS, like reference volume and route inspection data, is just but one tool of many tools that management has at their disposal that they may use and/or consider when trying to evaluate or make a decision.

DOIS can generate a great deal of information for management – none of which can supersede or circumvent the provisions, standards and agreed upon work methods of the M-39 and the National Agreement or memoranda thereof. The National Agreement clearly identifies what constitutes a fair day's work. The bottom line is:

                        “The principle of a fair day's work for a fair day's

                        pay is recognized by all parties to this agreement.”

This is the only standard you are to follow. You should try to do your very best and give an honest effort - each and every day. We work for a living. This is what we get paid for. We shouldn't have to debate projected downtime or leaving times. We get paid to work; that is why they call it work. What it is ... is what it is. Be honest and do your best. If your best is not good enough then too bad for that manager that wants or projects more.