1 / 16

Project Arrow

Project Arrow. An introduction. Potential of India Post India Post has over 1.55 lakh post offices across India, with more than 1.25 lakh in rural areas This vast network provides a huge opportunity to connect remote areas with the mainstream. Project Arrow conceived in April 2008

frederick-corbin
Télécharger la présentation

Project Arrow

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Arrow An introduction

  2. Potential of India Post • India Post has over 1.55 lakh post offices across India, with more than 1.25 lakh in rural areas • This vast network provides a huge opportunity to connect remote areas with the mainstream • Project Arrow conceived in April 2008 • Focus on improving the core operations of post offices • & • Enhancement of “look and feel” to create a unique identity CONCEPTUALIZATION OF PROJECT ARROW • Present Scenario • 70% of India’s 1.1 billion people live in rural areas • Most villages & small towns do not have enough connectivity /outlets to the mainstream economy Make post office the “window to the world” for ‘aamaadmi’.

  3. SCOPE AND OBJECTIVES OF PROJECT ARROW Scope Objectives "Get the core right" • Focused efforts to significantly improve four core areas of the postal service • Mail delivery • Savings Bank • Remittances • Office service levels • Make a visible, tangible, and noteworthy difference in post offices that matters to the common man • Verify and certify progress on ongoing basis using clearly defined Key Performance Indicators (KPIs) for each improvement area • Set the foundation for a comprehensive transformation of India post "Modernize the look and feel" • Broad approach to upgrade, enhance capacity and quality in • Branding • Technology • Human resource • Infrastructure

  4. Four Core Areas “Get the core right” 3 4 1 2 Mail delivery Savings bank Office service level Remittances • Ensure same day delivery of mail received and same day dispatch of mail collected • Reduce transaction time at counters and for account transfer/closure and settlement of deceased claim cases • Improve customer satisfaction along all parameters from appearance to operations • Delivery of money orders on the day of receipt and providing web-enabled remittance services

  5. GOALS AND ISSUES - Mail Functional Area Goals Issues • Punctuality in receipt of mail • Completion of beat sorting to include all mail in day’s delivery • All mail is not sorted for delivery on the day of receipt Mail receipt & beat sorting • Same day delivery of all mail received in the post office • All mail is not delivered on the day of arrival Mail delivery • Clearance of all letter boxes to connect with day’s dispatch • All letter boxes are not cleared every day Mail collection • Same day dispatch of all articles booked and collected from letter boxes • Mis-sorting and delay in mail dispatch Sorting and dispatch 1.1.5 5

  6. KPIs AND TARGETS • Deviation of beat completion time Network Issues Issue KPI Target All mail is not sorted for delivery on date of receipt • Per cent mail sent for delivery (Speed Post) 100% • Per cent mail sent for delivery (Ordinary) 100% • Per cent mail delivered same day (Regd. Post) 100% • Per cent mail delivered same day (Speed Post) • Per cent mail sent for delivery (Regd. Post) 100% 100% 30 min 100% • Per cent mail correctly sorted (Speed Post) 100% • Per cent mail correctly sorted (Regd. Post) 100% • Per cent mail correctly sorted (Ordinary) 100% • Time from mail office to customer receipt Less than 24 Hrs • Mail transit time (end-to-end) As per norms • Per cent mail delivered same day (Ordinary) Mail All mail is not delivered on the day of arrival Mis-sorting and delay in mail dispatch 6

  7. 3b 1 2 3a Mail ACTIVITIES FOR IMPROVEMENT Issues Issue drivers Activities Activity No. • Improper mail arrangement • Revise mail arrangements – look for alternative transport 1 All mail is not sorted for delivery on day of receipt • Monitor mail arrival and take corrective actions 2 • Unreliable mail arrival • Insufficient time for beat sorting • Estimate required manpower • Employ outsourced manpower for peak load • Ensure postman multi-skilling • Implement beat sorting at mail office • Arrange bulk mail delivery from mail office 3 4 5 6 7 • Streamline pre-delivery processes • Ensure availability of equipment and accessories 8 9 • Inefficient sorting process • Improper beat planning • Carry out beat revision & reduce dead beat mileage 10 All mail is not delivered on the day of arrival • Postman availability • Develop beat back up 11 • Postman compliance • Strengthen monitoring of postmen performance 12 • Inadequate supervision • Strengthen monitoring of postmen performance 12 Mail Collection • Inefficient systems/ processes • Improve letter box clearance – mechanized clearance/rationalize 13 • Sorting process • Retain local mail during dispatch 14 Sorting and Dispatch • Incomplete address • Popularize PIN codes 15 7 7

  8. GOALS AND ISSUES - SB Goals Functional Areas Issues • Ensure one-time transactions are within acceptable norms • All account transfer/closure and deceased claim cases are immediately worked on (zero pendency) • Customers need to wait unduly long • Delay in settling deceased claim and account transfer requests One time transactions – account opening, closure & transfer and deceased claim cases • Transaction time within acceptable norms • Automated operations (e.g., passbook printing, cash withdrawal) • No cash shortage at post office • Customers need to wait unduly long • Entries made manually in passbook • Shortage of cash delays payment Regular transactions – cash withdrawal etc. • Automated account balances at end of day • Faster end of day balances between HO and SO • No errors in end of day account balances • End of day account balancing is time consuming Back office – account balancing etc. 8 8

  9. KPIs AND TARGETS – SAVINGS BANK • Time to open account Issue KPI Target Delay in settling account open, close & transfer & deceased claim requests • Per cent bank accounts electronically converted • Offices with all modules of Meghdoot & Sanchay Post installed 100% • Time to close account • Time to settle deceased claim case 5 minutes • Average transaction time for deposits Average transaction time is very high for regular transactions 6 minutes • Average transaction time for withdrawals End of day account balancing is time consuming • Time for account transfer SB 10 minutes 6 minutes 1 day 7 days 100% 9

  10. ACTIVITIES FOR IMPROVEMENT Issue Drivers Issue Activity No. Delay in settling account open, close & transfer and deceased claim requests • Encourage depositors to register nominees • Complicated operating process 2 • Re-engineer savings bank operating processes • Digitization of all manual records Activities End of day account balancing is time consuming • Clarify rules for deceased claim cases • Cash not available at post office • Deceased claim verification rules not clear in the field • Manual processes 1 • Nominations are not available 3 Average transaction time is very high for regular transactions • Revise cash balances & withdrawal limits SB • Manual update of accounts • Digitize all manual records 2 • Old & complex operating processes • Re-engineer savings bank operating processes 3 • Manual update of accounts • Digitization of all manual records 2 • Complex and unclear account transfer process • Streamline account transfer procedure 4 5 6 10

  11. CLARIFY RULES FOR DECEASED CLAIM CASES Why? How? – Implementation details Who? • Rules for settling deceased claim cases are not well understood in the post offices, leading to long lead times for settlement • Process for deceased claim settlement is not followed uniformly • Post office 1 1 • Maintain a register for deceased claim cases as per the format given in the SB manual (Dureja’s book) • All deceased claims should have a date of receipt 2 2 • Postmaster/Div. Head 3 • Check the register daily to ensure that applications are entered in the register on a daily basis 3 • Postmaster 4 4 • Division Head • In case of nomination, deceased claim application should be sanctioned within three working days of its receipt 5 5 • Postmaster/Div. Head • In case there is no nomination, application should be sent for verification on the day of receipt • Educate staff that as a rule, a death certificate attested by gazette/competent officer should be a reasonable proof of death 6 6 • Postmaster • Educate staff that as a rule, documents to identify deceased claimant include passport, driving license, PAN Card, ration card/other certificates issued by competent officer 7 7 • Postmaster • Pending deceased claim cases to be monitored on a daily basis • Postmaster 8 8 9 9 • If number of pending deceased claim cases exceeds five, the postmaster should quickly take corrective actions • Postmaster/Div. Head/PMG 11

  12. Issues Goals Functional Areas Remittances GOALS AND ISSUES - Remittances Payment of Money Order • All money orders received to be paid on the same day • All money orders are not being paid on the same day • eMOs to replace manual money orders • Increased use of iMOs • Low usage of eMOs & iMOs Booking of Money Order 12

  13. KPIs AND TARGETS – REMITTANCES Issue KPI Target All money orders are not being paid on the same day • Percent money orders paid on the same day 100% • Percent money orders booked as eMO Low usage of eMOs & iMOs 100%* • Percent money orders booked as iMO Remittances 100% * As per demand

  14. To keep post office neat & clean to ensure highest customer satisfaction on ambience • Present level of ambience needs major improvement Ambience • To ensure consistency in quality of service • To ensure all counter transactions are completed within the specified time norms • To reduce waiting time at counters • Counter transactions often exceed the prescribed time limits • There are often long queues at counters Issues Goals Functional Areas Counter Operations • Ensure friendly interaction of staff with customers to enable highest customer satisfaction on staff behaviour • Current staff attitude in post offices is significantly lower than aspirations Customer Interface Office Service Level GOALS AND ISSUES – Office service level

  15. KPIs AND TARGETS 10% Issue KPI Target Present level of ambience needs major improvement • Per cent of transactions that exceed the time norms as committed in the Citizen’s Charter • Customer satisfaction score on ambience (on a scale of 10) Inconsistent quality of counter operations with high waiting & transaction time 15 mins • Average waiting time at counters Current staff attitude in post offices is significantly lower than aspirations • Customer satisfaction score on quality of customer interface (on a scale of 10) • Per cent compliance of postmaster on the daily checklist prescribed Office Service Level 8 95% 8

  16. Thanks

More Related