Measuring Productivity
Through Various Metrics
J. Peter Pierce
May 6, 2014 | May 8, 2014
PRISM International Annual Conference 2014
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Agenda
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Pierce Involvement in the Industry
Sales Force’s Role
Operations’ Role
Measurement Tools and Reports
Scheduling and Staffing
Quality Control
Question / Answer Session
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Pierce Involvement in the
Records and Information
Management Industry:
A Brief History
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Pierce Involvement in the Industry
• Pierce Business Archives 1969 – 1989
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Philadelphia
Connecticut
New York Metro / New Jersey
Boston
Baltimore / Washington
Pierce Involvement in the Industry
• Leahy Business Archives Merger 1990
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Boston
New York Metro / New Jersey
Connecticut
Miami / Fort Lauderdale
Houston
Dallas
Chicago
Los Angeles
Pierce Involvement in the Industry
• Pierce Leahy Archives 1990 – 2000
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During this period, grew to become largest company
in the industry as measured by cubic feet under management
Pierce Involvement in the Industry
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Pierce Leahy – International Footprint
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Pierce Involvement in the Industry
1990 - 1994
First Enterprise System in the industry
fully developed and deployed
PLUS: The Pierce Leahy User Solution
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Dramatically changed our business model from
General Manager to a Sales / Ops Model
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Vision to become “the WalMart of the RIM industry”
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Pierce Involvement in the Industry
July 1, 1997
We took Pierce Leahy Archives public
on the New York Stock Exchange: PLH
• 1990 $40 Million in revenues after Leahy acquisition
• 1997 $250 Million in revenues at time of public offering
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Pierce Involvement in the Industry
• Pierce Leahy / Iron Mountain Merger
February 2000
o Implemented / facilitated the integration of
the two companies; left Iron Mountain after
several months to build Pioneer Capital
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Pierce Involvement in the Industry
• Retrievex
2007 - 2012
o Pioneer – together with Welsh, Carson, Anderson &
Stowe (WCAS) – created an entirely new industry
player in October 2007 with the acquisition of
Advanced Records Management Services (ARMS),
Boston
o Vision for Retrievex was to be truly different – the
most customer-focused company in the industry
Customer Foremost, Quality Paramount
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Pierce Involvement in the Industry
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Pierce Involvement in the Industry
• Access acquisition of Retrievex 2012
Retrievex enabled
Access to gain a
truly nationwide
footprint and to
become the third
largest industry
player as well as
the largest privately
held member of the
industry
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Pierce Involvement in the Industry
• Clearly, Pioneer’s knowledge and expertise
spans
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Single-site operations
Single-site operations with multiple facilities
Multiple-city operations
• We fully understand them all
• We’ve measured productivity and
profitability for all organizational types
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Sales Force’s Role
In Measuring Productivity
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Sales Force’s Role
• First and foremost, to sell.
o Working with Operations from the initial
survey and proposal process
o Identify active records vs. inactive records and
price the required services accordingly
o Perform customer-wide, thorough research
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Are active records easy to access?
File organization in alpha or numeric sequence or
batch or random format?
Are most requests for Whole Boxes or Individual Files?
Are Retention Schedules in place? Consistent?
Monthly / Yearly?
Sales Force’s Role
• Correct Account Setup is key
o 60% of the information gathered may be
correct
o 40% will probably be best guess
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Operations’ Role
In Measuring Productivity
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Operations’ Role
• Correct Implementation Planning is
key to workforce productivity
o Determine Location Assignments
o “Dead files” should be located high and behind
o Active files may require open shelving
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Operations’ Role
• For Productivity and Profitability,
Measure all Activities:
Daily / Monthly / Year to Date
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References
Refiles
New Boxes Added
Boxes Destroyed
Interfiles
Measurement Tools and Reports
For Continuous Productivity
Improvement
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Measurement Tools and Reports
• Reports of Record Center Activities
Daily / Monthly / Year to Date
o Summary of Work Orders by
o Activity Code
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All Customers
By Customer
o City / Location
o Building within City
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Measurement Tools and Reports
• Key Reports – Drivers
o Organizing Routes
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Roadnet or Mapquest
Number of stops
Items delivered per stop
Items picked up per stop
o Things to look for
o Building logistics
o Elevator availability
o City vs. suburban landscape
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Measurement Tools and Reports
• Data Entry / File Scanning / Indexing
o Format must be consistent
o Productivity is measured per Line Item
o Customer needs to sign off on the formats and
reports BEFORE the work begins
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Operations / Account Management
• Need to work closely together to evaluate
productivity for each account
o File Actions – Whole Box / Individual Files
o Setting standards for pulling files and
refiling activities
o Open-shelf vs. box pulls / Individual Files
o Measure performance
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“Inspect what you expect.”
Quality controls
Outcards
Not in File (NIF)
Establishing success ratios for each client
Customer Work Orders Origination
2000
Inbound Call
Combination
Online
90%
of the two
10%
Online is the goal
• Minimizes the need for a large Customer Service Group
• Productivity improves as customers use the technology
Inbound Call
Combination
Online
10%
of the two
90%
• At Retrievex, by 2012, we had achieved the 90 / 10 goal!
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Scheduling and Staffing
• What are your cut-off times?
o AM PM
Once-a-day
o If two cut-off times (AM / PM), what are your
activities in the AM vs. PM?
• Schedule your employees around your
cut-offs
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All references pulled and processed between 3 PM and 11 PM
All boxes checked-in and shelved between 3 PM and 11 PM
Trucks are unloaded and re-loaded during the 3 – 11 PM shift
• Benefits: eliminate overtime
o Drivers and Record Center Staff
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Quality Control
In Measuring Productivity
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Quality Control
• “Daily work is daily work – that’s why we
must complete it daily!”
• Drivers go out and Orders come in DAILY
o File Requests
o New Boxes
o Refiles – Whole Boxes and Individual Files
o Interfiles
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Quality Control
• Things to look for when measuring
performance and reviewing pricing
and profitability
o Not all customers will be the same!
o Not all customers will have the same file
integrity profile (Finds vs. NIFs)
o Open-shelf activity vs. boxed files
o Quality Control for NIFs
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In Summary
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In Summary
• Expectations are set based on
“Best in Class”, not averages and
standards
o You want to find ways to “raise the bar”
o Be sure your pricing for activities is correct
o Measure profit for each customer and
departments within each customer
o Some departments will be more profitable than
others
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In Summary
• Today’s technology, built on an
enterprise-wide platform make all the
data you need available
o You can have convenient desktop access to
all the data and reporting required to achieve
the highest productivity goals
o Grasp this opportunity to set standards,
measure results, evaluate profitability and
continually improve your business!
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Question / Answer Session
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Thank You!
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