Delhi, January 29 2008 - WordPress.com · Project Arrow is about revitalizing our organization, capitalizing on our strengths, recognizing and dealing with our weaknesses by sustained,

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Delhi, January 29 2008

1

Foreword

Project Arrow is about revitalizing our organization, capitalizing on our

strengths, recognizing and dealing with our weaknesses by sustained,

sincere and honest team effort. The cornerstone of our effort is the

‘’Aam Aadmi”. It is indeed a moment of great pride and happiness for me

to introduce the Blue Book for Project Arrow to all our colleagues.

The Blue Book institutionalizes the efforts of the Project management

team and codifies the ideas, mutually agreed goals and targets,

implementation details and performance measurement tools. Wide

range of discussions and serious debates have gone into the

compilation of this Blue Book and therefore, I hope this would be an

effective guide for future Project Arrow roll-outs.

I am proud to be associated with this momentous process of

transformation of India Post and wish you all success.

Jyotiraditya M. Scindia

Minister of State for Communications & IT

January 29, 2009

2

CONTENTS

Objectives and structure of Project

Arrow

Blue Book objectives & guidelines

Blue Book by Silo – Core operations

Blue Book by Silo – Look & feel

Project monitoring

Topic Pg no.

2

7

13

66

128

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

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

Make post

office the

“window to the

world” for ‘aam

aadmi’.

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

4

SCOPE AND OBJECTIVES OF PROJECT ARROW

"Get the

core right"

"Modernize

the look

and feel"

Scope Objectives

• 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

• Focused efforts to significantly improve

four core areas of the postal service

– Mail delivery

– Savings Bank

– Remittances

– Office service levels

• Broad approach to upgrade, enhance

capacity and quality in

– Branding

– Technology

– Human resource

– Infrastructure

5

PROJECT COVERS 8 SILOS

“Get the core right”

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

“Modernize the look and feel”

HR Infrastructure Technology Branding

• Identify roles and

job descriptions for

all & design suitable

training packages to

enhance opera-

tional and soft skills

of staff

• Develop

standardised and

consistent interior

and exterior

blueprint and

ensure uniform

implementation

• Decide on required

hardware, software

and connectivity to

enable post offices

to provide all IT

enabled services

even in rural areas

• Ensure uniform

brand hierarchy as

well as consistency

for all products and

services

1 3 42

5 7 86

PROJECT ARROW - A UNIQUE APPROACH

Project Arrow

Holistic &

integrated view

Equal focus on

both core postal

operations and

look and feel

Standardized

approach

Standard targets &

improvement

measures

deployed across

the country

Effective

measurement

Central

programme office

& IT-enabled tools

for reliable

measurement

Capability

building

On-the-ground

training,

workshops and

professional

consultancy

Ownership at the highest levels of the organization

Key Elements

7

CONTENTS


Arrow




Project monitoring

Topic Pg no.

2

7

13

66

128

8

Programme sponsor

MOS (C & IT)

Jyotiraditya M Scindia

Programme leader

Secretary (Posts)

Radhika Doraiswamy

Work Stream Leader

“Look and Feel”

Member (Personnel)

R.K. Singh

Work Stream Leader

“Get the Core Right”

Member (Development)

S. Samant

Programme office

Annie Moraes, JS&FA

S. K. Sinha, DDG (CP)

Salim Haque, DDG (RB)

A.K. Roy, EA to Secretary (Posts)

Neeraj Mittal, PS to MOS(C&IT)

G. Natarajan, ADG (Project Arrow)

Sunil Sharma, ADG (Project Arrow)

5

Change agent

Branding

B. Selva Kumar

AGM (M)

6

Change agent

Technology

V K Gupta

Director (Tech)

Aruna Jain

DDG (Training)

Kamlesh Chandra

DDG (P)

1

Change agent

Mail Delivery

M. Prasher

CGM (MBD)

2

Change agent

Office Service

Level

Alok Sharma

GM (Speed Post)

3

Change agent

Remittances

Manisha Sinha

Director (FS)

4

Change agent

Saving Bank

Vasumitra

DDG (FS)

7

Change agent

Human

Resources

8

Change agent

Infrastructure

PROJECT TEAM STRUCTURE (1/2)Steering Committee

Core team

9

5

Change Agent

Branding

B. Selva Kumar, AGM (M)

6

Change Agent

Technology

V. K. Gupta, Director (Tech)

Aruna Jain, DDG (Training)

7

Change Agent

Human Resources

Kamlesh Chandra, DDG(P)

8

Change Agent

Infrastructure

Col D. V. Mahesh, Dir. APS

Neeraj Kumar, Director (PO)

Dinesh Sharma, ADG (RB)

S. Rajinder Kr, Dir. PTC, Mysore

Dr. Kushal Pathak, Director PMU

Ravi Babu, DD (Tech)

Samir Tuli, ASP (IT), DL Circle

S. Sampath, Dir. PTC Vadodara

L. N. Sharma, Dir. PTC, Saharanpur

V. Rajarajan, Dir. PTC Madurai

B. P. Sridevi, Dir. (Estt & Trg)

CE (Delhi )

Sr. Architect (Delhi & Bangalore)

B.S. Chopra, ADG (Bldg.)

Dr. Brajesh Singh, Dir (PA)

1

Change Agent

Mail Delivery

M. Prasher, CGM (MBD)

G. V. Sawaleshwarkar, Dir (MB)

Rishikesh, Director (Mail Project)

Ashish Kumar, Dir. (Mails)

3

Change Agent

Remittances

Manisha Sinha, Director (FS)

Shipra Sharma, ADG (IMTS)

S. K. Gupta, DO (Cord.)

Shanti Prakash, ASP (PO)

4

Change Agent

Savings Bank

Vasumitra, DDG (FS)

Rajkumar, ADG (BS)

Kawaljit Singh, ASP (SB&SC)

S. K. Gupta, DO (Cord.)

2

Change Agent

Office Service Level

Alok Sharma, GM (PLI)

Manju Kumar, Director, (Phil)

Amrit Raj, AGM (P&L)

Rajul Bhatt, DGM (M)

PROJECT TEAM STRUCTURE (2/2)

10

Scope

Purpose

SCOPE AND PURPOSE OF BLUE BOOK

• CPMsG of all circles and PMsG of all regions

• All training centres of the Department of Posts

• Superintendents, Postmasters, officers and staff involved with Project

Arrow

• Any other officer and staff of postal department as a ready reckoner

• To provide post offices covered under Project Arrow a structured

approach for implementation of Project Arrow objectives

• To list series of improvement initiatives that all post offices can

implement to improve their performance

• To standardize processes for roll-out of Project Arrow post offices

• The Blue Book is not an exhaustive standard operating procedure but a

set of opportunities designed to improve post office operations

• The Blue Book is not a definitive text book where no variations are

allowed

Target users

11

PROJECT ARROW – PRE-REQUISITES

Step 1

Step 2

Step 3

• Establish a core team and a team of change agents in the circle/region

• Conduct visits to post offices to map “as is” situation

• Understand and communicate Project Arrow objectives and expectations to staff in the

post office

• Train and prepare team for launch

• Identify gaps between expectations and the base situation

• Sensitize the objectives of each silo to relevant teams (core/look and feel)

• Obtain commitment from all team members on roles, responsibilities and deliverables

• Conduct a formal launch of Project Arrow in the post office

• Monitor progress on each silo on a daily basis and check with implementation

milestones from the Blue Book

• Review progress on web-based monitoring system for project assessment and

evaluation

• Conduct a formal opening of Project Arrow post offices

• Continue monitoring performance of each silo in the post-operative phase

12

CONTENTS


Arrow




Project monitoring

Topic Pg no.

2

7

13

66

128

1313

CORE AREA COMPONENTS

• Project Arrow

core area

components

included for

improvement

Mail

• Improve mail operations at a post office:

Mail Receipt, Sorting, Delivery,

Collection and Dispatch

Key focus area

Remittances

Savings

Bank

Office

Service

Level

• Improve core processes such as money order

delivery and use of electronic remittances

• Simplify account opening, closure, transfer &

deceased claim processes, ensure cash

availability & reduce transaction times

• Improve customer experience in post office in

terms of appearance, availability of information,

waiting time and staff interaction

14

OVERVIEW

MAIL

• Mail operations are

fundamental to India Post.

It is the most common

association customers have

with India Post

• Mail aspiration for India

Post is to ensure same day

delivery of mail

• However some problems

such as non compliance to

processes, inefficient

processes in some cases,

and inadequate monitoring

make achieving these

aspirations difficult

• This segment lists activities

to improve mail

performance

• Postmasters/

Superintendents should

apply these activities in their

post offices to improve mail

performance

Issues

Goals

KPI / Targets

• List of goals for India Post

mail operations

• List of problems observed

from post office visits

• Key performance

indicators (KPI) for mail

and KPI targets

• List of activities to

improve mail operations

in post officesActivities

Mail

1515 15

GOALS AND ISSUES

Sorting and dispatch

Mail collection

Mail delivery

Mail receipt & beat sorting

Mail

• All mail is not delivered

on the day of arrival

• All letter boxes are not

cleared every day

• Mis-sorting and delay in

mail dispatch

• All mail is not sorted for

delivery on the day of

receipt

Issues

• Punctuality in receipt of mail

• Completion of beat sorting to include all

mail in day’s delivery

• Same day delivery of all mail received in

the post office

• Clearance of all letter boxes to connect

with day’s dispatch

• Same day dispatch of all articles booked

and collected from letter boxes

GoalsFunctional Area

1616

KPIs AND TARGETS

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) 100%

• Per cent mail sent for delivery (Regd. Post) 100%

• Per cent mail delivered same day (Ordinary) 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 normsNetwork Issues

• Deviation of beat completion time 30 min

All mail is not

delivered on the day

of arrival

Mis-sorting and delay

in mail dispatch

Mail

1717

ACTIVITIES FOR IMPROVEMENTActivity

No.Issues Issue drivers

All mail is not

sorted for

delivery on

day of receipt

All mail is not

delivered on

the day of

arrival

Sorting and

Dispatch

Mail

Collection

1

2

3a

3b

Activities

Mail

1• Revise mail arrangements – look for alternative transport• Improper mail arrangement

• Carry out beat revision & reduce dead beat mileage 10• Improper beat planning

11• Develop beat back up• Postman availability

12• Strengthen monitoring of postmen performance• Postman compliance

12• Strengthen monitoring of postmen performance• Inadequate supervision

13• Improve letter box clearance – mechanized clearance/rationalize• Inefficient systems/

processes

• Retain local mail during dispatch 14• Sorting process

• Unreliable mail arrival • Monitor mail arrival and take corrective actions 2

• 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• Inefficient sorting process 8

9

• Popularize PIN codes• Incomplete address 15

18

REVISE MAIL ARRANGEMENTS – LOOK FOR ALTERNATE TRANSPORT

1: Steps 2 (a & b), 3,4 and 5 are to be done at the same time (and are not sequential)

Why?

How? – Implementation details Who?

Activity 1Mail

• There may be a possibility of bringing mail earlier to the post office which needs to be examined as this would allow more time for

sorting and ensure same day delivery

1. Identify mail arrival mode (rail/road) and time and what is the scheduled time and identify if mail arrival

time is ideal for completion of beat sorting in the post office before the postmen are out for delivery

2. Identify all trains that come to the nearest station. Identify if there are some trains that arrive at that

station earlier than the existing mail carrying train

If a train arrives at the station earlier and has a mail section, mail can be brought earlier

If a train arrives at a station, but does not have a mail section, negotiate with railways for a

weighment system or use dedicated personnel to bring mail (if justified by mail volume)

3. If no train comes to the station earlier, but comes to the nearby stations, analyze if bringing mail from

nearby station by road may bring mail earlier and also be cost effective

4. Also explore the possibility of bringing mail by road using state transport, private transport, private mail

motor contract or departmental mail motor

5. If existing mode of mail arrival is via road, explore if a train option might work

1

2

3

4

a

b

5

Postmaster/

Superintendent

As follows

Superintendent/PMG

PMG

Superintendent

Superintendent/PMG

Superintendent/PMG

1

2

3

4

a

b

5

Timeline1

Days

from

start of

activity

Sub-activity

2b

4 & 532a1

715

3060

70

19

MONITOR MAIL ARRIVAL AND TAKE CORRECTIVE ACTIONS

Why?


Activity 2Mail

Timeline

• Mail arrival is often late and not recorded and reported

• Delay in mail arrival affects all pre-delivery processes, resulting in delivery getting late and all mail not getting delivered the

same day

– e.g., if delay is because of unreliable mode of transmission, consider switching modes

(rail/road). If the delay is because of departmental mail motor or because of postal staff not

collecting mail from railways/bus stand, enforce adherence to time

• Corrective action should be taken and the results thereof should be indicated in the Error Book4 4

• In case of repeated delays, the root cause of delay should be investigated by the

Superintendent and corrective actions should be taken

3 3

• Error Book must be maintained for recording delay in arrival of mail1 1

• Error extract from the Error Book should be sent to the Superintendent for review the same day2

Postmaster

superintendent/

PMG

Postmaster

Postmaster2

Days

from

start of

activity

Sub-activity

3 & 421

7

Ongoing

Ongoing

8a & 8b7

20

ESTIMATE REQUIRED MANPOWER

Why?


As per activity 1

Activity 3Mail

• To ensure that required manpower is available to sort all mail beat-wise in time for start of delivery

Timeline

• Ensure that information for mis-sent articles (count bag-wise) is recorded in the error book and sent to

superintendent ( Post office / RMS) on a daily basis

• Take 15 day average (of mail received) to identify mail volume to be sorted beat-wise before delivery by PO

• Determine mail arrival time in the post office

• Decide optimum time for start of delivery (time for delivery should take into account beat completion time and post

office closure time)

• Calculate number of man-hours required for beat sorting at the rate of 450 articles per hour

• Determine time available for sorting as the time between mail arrival and optimum delivery start time (this means

time calculated in step 4 minus time calculated in step 3)

• Determine number of people required for beat sorting. This means divide number of man-hours required for beat

sorting (calculated in step 5) by time available for sorting (calculated in step 6)

• If sufficient staff is not available for beat sorting, then the following steps may be taken:

• Increase sorting capacity (postman/other PA to help in sorting)

• Look to employ outside resources such as retired postmen etc.

1

2

3

4

5

6

7

8

a

b

Postmaster

Postmaster

Postmaster/Supdt

Postmaster/Supdt

Postmaster/Supdt

Postmaster/Supdt

Postmaster/Supdt

As follows

Postmaster/Supdt

Supdt/PMG

1

2

3

4

5

6

7

8

a

b

Days

from

start of

activity

Sub-activity

20

61 5432

7

Complete

with step 2

Complete

with step 3

and 4

Complete

with step 4

and 5

(8a) Within 15

days of step 7

(8b) Within 60

days of step 7

Complete

with step 5

and 6

21

EMPLOY OUTSOURCED MANPOWER FOR PEAK LOAD

Why?


Activity 4Mail

• Certain days in a month/certain periods in a year can have higher than estimated mail volumes because of telephone

bills/festivals etc.

• Hence extra manpower might be required to ensure that same day delivery is maintained even in peak load situation in

case workload exceeds capacity of existing staff

Identify staff shortage situation - is it on certain days, certain weeks or seasonal Postmaster1 1

Identify shortage for each activity under peak demand – e.g., sorting (1 short), delivery (2 short)

etc.

Postmaster2 2

Define working arrangement for outsourced staff – time required and working hours Postmaster/Supdt3 3

Identify a pool of potential resources (e.g., review list of recently retired postmen/SA) Postmaster/Supdt4 4

Select candidates and utilize them for peak load Supdt /PMG5 5

Timeline

Days

from

start of

activity

Sub-activity

7

53 & 421

15

30

50

22

ENSURE POSTMAN MULTI-SKILLING


Why?

Activity 5Mail

• To ensure mail is sent out for delivery at the scheduled start of delivery time

• To enrich the job content of postmen

• Identify pre-delivery processes that postmen should take up (such as generating delivery slips,

beat sorting etc.)

1 Postmaster1

• Train postmen to learn new skills and assist in pre-delivery processes. Encourage staff to pick

new skills such as working on computers, sorting etc

2 Postmaster2

• Codify finalized list of activities and responsibilities 3 Postmaster3

• Define training module for postmen staff and train postmen on site or at WCTC 4 Postmaster/Supdt4

• Extra attention should be given where staff shortage is an issue 5 Superintendent5

Timeline

Days

from

start of

activity

Sub-activity

15

4321&5

30

40

60

4 & 5

23

IMPLEMENT BEAT SORTING AT MAIL OFFICE

Why?


Activity 6Mail

• To use time available at night in mail office to complete beat sorting to minimize morning rush and associated quality

problems in the post office

• To ensure mail is sent out for delivery at the scheduled start of delivery time

• Identify post offices for which beat sorting in mail office will be required Superintendent1 1

• Identify sorting assistants/postmen for beat sorting in mail office Postmaster/Supdt

(Post office/RMS)

2 2

• Make space available in the mail office for beat sorting Supdt.RMS/PMG3 3

• Segregate post office mails (normal function in mail office). But instead of closing the post office

bag – move the mail to post office sorting desk

Superintendent

RMS

4 4

• Complete beat sorting for the given post office Head Sorting

Assistant (in mail

office)

5 5

Timeline

Days

from

start of

activity

Sub-activity

321

30

Ongoing

45

75

24

ARRANGE BULK MAIL DELIVERY FROM MAIL OFFICE

Why?


Activity 7Mail

• To minimize morning rush and associated quality problems in the post office by segregating bulk mail for important

customers in mail office

• To ensure mails are sent out for delivery at the scheduled start of delivery time

• Identify the major recipients of mails (bulk customers)

• Provide a selection in the sorting case in mail office for the bulk customer

• Select the bulk customers to be served and define a beat to service them

• Define delivery method (mechanized or bicycle/foot) for all bulk customers

• Make mail office staff responsible for delivering the mail

• Contact bulk customers to ensure availability (to maximize beat effectiveness)

• Supdt(PO/RMS)

/PMG• Supdt.RMS

• Supdt.RMS

• Supdt (PO/RMS)

• Supdt.RMS

• Supdt(PO/RMS)

1

2

3

4

5

6

1

2

3

4

5

6

Timeline

Days

from

start of

activity

Sub-activity

15

63, 4 & 521

2030

Ongoing

25

STREAMLINE PRE-DELIVERY PROCESSES


Why?

Activity 8Mail

• It has been observed that the present pre-delivery processes significantly bottleneck the mail operations. There are multiple handlings, wasteful

movements and significant non-value adding activities

• Further, layout of the post office may not be optimized for efficient processes

• Hence, post offices should look at their pre-delivery processes including layout and determine improvement opportunities (this is a compulsory

activity)

Timeline

Days from

start of

activity

Sub-activity

231

7

4

Ongoing

15

• Document all pre-delivery processes like mail receipt, bag opening, facing/stamping, sorting, sequencing,

preparing lists for accountable articles, collecting accountable articles, collecting cash for MOs from treasury and

ensure that all actions are coordinated and matched

• Reduce total idle time during pre-delivery processes, e.g., if mail facing takes 30 minutes and requires 1 official,

time spent by other officials during this time (waiting for mail to be faced) would be ‘idle’. This idle time can be

minimized by training staff in parallel processing or multi-tasking – e.g. postmen can prepare delivery slips. Duty

hours must be planned as per this mail flow

• Ensure cash and regd./speed post etc. is ready by the time postmen come to collect their mail (i.e., no queuing for

this), e.g., to ensure smooth and fast collection of cash from treasury, treasury staff can keep ready cash and hand

over to postmen directly.

• Ensure that information for mis-sent articles (count/bag-wise) is recorded in the Error Book and sent to the

Superintendent(Post offices/ RMS) on a daily basis

Supdt (post offices)/DPS

Supdt/DPS/Postmaster

Postmaster

Postmaster

1

2

3

4

1

2

3

4

30

26

ENSURE AVAILABILITY OF EQUIPMENT AND ACCESSORIES

Why?


Activity 9Mail

• Post office operations (e.g., delivery of mail) often get delayed because of non-availability of material

• Hence, adequate availability of necessary material is mandatory in all post offices and stock management principles should be used to avoid stock-

outs

• This activity is mandatory

Timeline

Days from

start of

activity

Sub-activity

7

4, 5, 6 & 72 & 31

15

30

a. Good quality mail bagsa. Sealing wax & sealing wax heatera. Postman bag and clip boardsa. Mail list, delivery slip, intimation formsa. Sutli

a. Good quality rubber stampsa

f

e

d

c

b

• Identify all necessary material required for mail processing 1 Postmaster1

• Some examples of materials included are2 Postmaster2

• Immediately procure material that is missing or of poor quality 3 Postmaster3

• Develop a register to manage inventory for key materials 4 Postmaster4

• For each material, define a lead time (time to order and procure new stock). Define a replenishment quantity equal

to lead time x average daily consumption + 30% as a safety factor

5 Postmaster/SSP5

• Indicate starting quantities; update quantity at the end of each week If the quantity is less than the replenishment

quantity, place replenishment order

6 Postmaster6

• Allow local procurement by Postmaster, if possible. And revise FSA 7 SSP7

27

CARRY OUT BEAT REVISION

Why?


Activity 10Mail

• It has been observed through workshops that beat review is not done at post offices on a regular basis

• With expanding urban areas, and changing demographic profiles, it is important to review beats regularly to make them equitable to ensure that

postmen are not over-burdened and not able to complete their beats

• This is a mandatory activity

Timeline

Days from

start of

activity

Sub-activity

7

6 & 73, 4 & 521

15

30

35

• Review problems with current beats through analysis of mail not delivered on different beats. Review time taken by

the postmen to complete their beats. Feedback from postmen will help in ascertaining the problems

Supdt (Post Offices)1 1

• Corroborate postmen notes with evaluation of population increase/decrease, increase/decrease in mail volume,

existence of new high density areas


• Identify load assessment/balancing between beats – are all beats carrying roughly the same amount of mail to the

extent possible


• If problems are found with beat planning (some beats are too long, some are too loaded etc.) conduct beat

rationalization exercise


• If problems are found with postmen shortage (postmen less than prescribed beats), consider use of GDS/beat

combination – e.g. can 2 postmen share three low density beats


• Take postmen into confidence Supdt (Post Offices)6 6

• Develop new beat maps and display beat maps in the post office for all Supdt (Post Offices)7 7

28

DEVELOP BEAT BACKUP

Why?


Mail Activity 11Mail

• It has been seen during post office visits that some beats are left fully unattended due to lack of planning

• This is because of lack of a backup plan for individual beats (e.g., supervisory staff not being aware of who can service extra beats)

• Hence each postman needs to be aware of at least one other beat. GDS staff are already being used in some post offices and this should be

documented as well

Postmaster• Document the information regarding alternative arrangements to be made (the information is generally available

with the APM/DY PM of delivery branch) 1 1

Supdt (Post Office)• Ensure that the back-up plan takes into account that the arrangement is a short-term arrangement 2 2

Supdt (PO) / Postmaster• Split the work with more than 1 back-up delivery staff in case a beat is particularly long and has heavy volumes 3 3

Postmaster• In case the back-up plan involves a GDS staff, ensure that his local contacts (e.g., phone number) are available in

the delivery branch 4 4

Postmaster• In case the beat is split up amongst more than 1 postman, each of them must be given information on the details of

the route-list under his responsibility 5 5

Supdt (Post Office)• Organize a training and a familiarization of beats for the back-up person in a gradual and phased manner. This will

also make the job of a new supervisor convenient 6 6

Timeline

Days from

start of

activity

Sub-activity

7

62, 3, 4 & 51

15

30

29

STRENGTHEN MONITORING OF POSTMEN PERFORMANCE

Why?


Activity 12Mail

• Monitoring of postmen is required to achieve greater efficiency in the delivery process This will improve discipline among

the postmen leading to reduction in undelivered letters & improvement in quality and authenticity of remarks

• PRIs should re-emphasize on their main function of monitoring the postmen performance

• Act upon earlier instructions in Directorate letter no 3-39/2007-PG dated 5.10.2007 on the

necessity of engaging PRIs on delivery functions

HOC/PMG1 1

• Inspecting officers must monitor performance of postmen at the stage of postmen return and

assess any special difficulties encountered by postmen on their beats

Supdt/ASP/IPO2 2

• Take six-monthly feedback from postmen as per format already circulated earlier and develop

actionable points on each beat

Supdt (Post Office)3 3

• Implement Performance Monitoring system for postmen Supdt (Post Office)4 4

• Monitor postmen performance and take appropriate actions Supdt / Postmaster5 5

Timeline

Days

from

start of

activity

Sub-activity

7

5

4321

15Ongoing

30

Ongoing

3, 4 & 5

30

STRENGTHEN MONITORING OF LETTER BOX CLEARANCE & DISPATCH OF MAIL

Why?


Activity 13 & 14Mail

• It is important that mail posted in the letter boxes as also collected at the counter in the post office is included in the day’s dispatch

• Further, preliminary sorting must be done in the post office before outward mail is dispatched as per the prescribed pattern

Timeline

Days from

start of

activity

Sub-activity

7

3, 4 & 521

15

30

Postmaster• Review the number of letter boxes in the town/city and their clearance timings 1 1

• Ensure that letter box clearance is done and hour plates changed as per prescribed schedule 2 Postmaster2

• Ensure that sufficient time is available for preliminary sorting of outward mail after mail collected from letter boxes

reaches post office and is sorted along with mail received at the counters 3 Postmaster3

• Preliminary sorting for outward mail should be done as per sorting plan- (1) own office (2) own BOs or SOs (in

case of HOs) (3) own HO (in case of SOs), (4) own district, (5) own state, (6) rest of India and abroad, and (7) for

offices for which the post office has cross bags or due bags. Selections 1 and 2 would be retained in the post office

for delivery and consigned to BOs or SOs in account with the PO, selection 3 should be consigned by SO to HO,

selections 4, 5 & 6 in district/state/rest of India bundles to parent mail office, and selection 7 in prescribed due bags

for other offices, if applicable

4 Postmaster4

• Dispatch mail as per prescribed timeline. Report late departure/non-availability of transport through an error extract

along with the corrective action taken 5 Postmaster5

Ongoing

31

POPULARIZE PIN CODES

Why?


Activity 15Mail

• PIN codes enable faster processing and delivery of mail. Hence, post offices must make customers aware of PIN codes

and their importance

Timeline

Days

from

start of

activity

Sub-activity

60

1

75

• Publish Circle PIN code directory and ensure its availability in the post office for sale. A copy of

the directory should also be kept in the customer hall for easy reference

HOC / Supdt(PO)1 1

• Inform customers about availability of PIN code directory CD and the process to obtain it Postmaster2 2

• Use local media to popularize the use and importance of PIN code Supdt(PO) 3 3

• Contact Town Planning authority for display of PIN code of each locality Supdt(PO)4 4

• Identify special pockets that have wrong PIN code information of their area and newly

developed areas for dissemination of PIN code information to residents of these areas

Postmaster/Supdt

(PO)5 5

2, 3, 4 & 5

3232


• Project Arrow

core area

components

included for

improvement

Mail

Key focus area

Remittances

Savings

Bank

Office

Service

Level






• Improve mail operations at a post office: Mail

Receipt, Sorting, Delivery, Collection and

Dispatch

• Simplify account opening, closure, transfer

& deceased claim processes, ensure cash


33

OVERVIEW

SAVINGS BANK

• Savings bank is an important

function for India Post as it

provides financial inclusion for

un-banked masses

• Savings bank aspirations

include better customer

service using increased

electronic transactions

• Current savings bank

processes are manual and

based on old guidelines.

Some processes such as

accounts transfer or deceased

claim cases pose customer

satisfaction issues

• This document lists some

process improvement

opportunities along with

implementation details &

timelines

• These processes should be

applied at Project Arrow post

offices for performance

improvement

SB

Issues

Goals

KPI / Targets


SB operations



• Key performance

indicators (KPI) for

Savings Bank and KPI

targets


improve savings bank

operations in post officesActivities

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3434 34

GOALS AND ISSUES

• Ensure one-time transactions are within

acceptable norms

• All account transfer/closure and deceased

claim cases are immediately worked on (zero

pendency)

• Transaction time within acceptable norms

• Automated operations (e.g., passbook

printing, cash withdrawal)

• No cash shortage at post office

• Automated account balances at end of day

• Faster end of day balances between HO and

SO

• No errors in end of day account balances

GoalsFunctional Areas Issues

• Customers need to wait

unduly long

• Delay in settling deceased

claim and account transfer

requests

• Customers need to wait

unduly long

• Entries made manually in

passbook

• Shortage of cash delays

payment

• End of day account

balancing is time consumingBack office –

account

balancing etc.

Regular

transactions –

cash withdrawal

etc.

One time

transactions –

account opening,

closure & transfer

and deceased

claim cases

SB

35

KPIs AND TARGETS – SAVINGS BANK

Issue KPI Target

Delay in settling

account open, close &

transfer & deceased

claim requests

• Time to close account 6 minutes

• Per cent bank accounts electronically converted 100%

• Time to open account 10 minutes

End of day account

balancing is time

consuming

• Time for account transfer 1 day

• Time to settle deceased claim case 7 days

5 minutes• Average transaction time for deposits

Average transaction

time is very high for

regular transactions

SB

6 minutes• Average transaction time for withdrawals

100%• Offices with all modules of Meghdoot & Sanchay Post

installed

36

ACTIVITIES FOR IMPROVEMENT

Issue ActivitiesActivity No.

Delay in settling

account open,

close & transfer

and deceased

claim requests• Encourage depositors to register nominees 5

• Digitization of all manual records 2

• Digitization of all manual records 3

End of day

account balancing

is time consuming

• Clarify rules for deceased claim cases 6

• Streamline account transfer procedure 4

1• Revise cash balances & withdrawal limitsAverage

transaction time is

very high for

regular

transactions

3• Re-engineer savings bank operating processes

SB

Issue Drivers

• Nominations are not available

• Manual update of accounts

• Manual processes

• Deceased claim verification

rules not clear in the field

• Complex and unclear account

transfer process

• Cash not available at post

office

• Old & complex operating

processes

• Re-engineer savings bank operating processes 2• Complicated operating process

• Digitize all manual records 2• Manual update of accounts

37

REVISE CASH BALANCES & WITHDRAWAL LIMITS

Why?


Activity 1SB

• To ensure cash availability on demand at post offices

• Enhance the cash balance with adequate security arrangements like iron safe etc. • Head of Circle/

Region/Division11

• Authorize postmasters to issue cheques • PMG / CPMG /

DTE2 2

• Place post office in account with local banks • PMG / CPMG / DTE3 3

• Forecast cash requirement to meet the seasonal demand for cash withdrawals • DDG(PO)4 4

Timeline

Days

from

start of

activity

Sub-activity

30

42 & 31

60

Ongoing

38

DIGITIZE ALL MANUAL RECORDS

Why?


Activity 2SB

• Manual update of accounts increases the transaction time for customers & also increases the time taken for end-of-day

account closing. Hence, creation of electronic savings bank database is essential.

• Update all transactions in Sanchay Post. If required, outsource the electronic data update work.2 • Divisional

Head/Postmaster 2

• Authenticate the updated data3 • SBCO / Divisional

Head/Postmaster 3

• Scan all specimen signatures in the database4 • Postmaster /

Divisional Head4

• Ensure that data backup is taken daily in an external hard disk5 • Postmaster /

Divisional Head5

• Ensure latest version of Sanchay Post is installed in the system1 • Divisional Head/

Postmaster1

Timeline

Days

from

start of

activity

Sub-activity

7

52, 3 & 41

60

Ongoing

39

RE- ENGINEER SAVINGS BANK OPERATING PROCESSES

Why?

Timeline

Days from

start of

activity

Sub-activity

62


• Empower all counters to give withdrawal of enhanced amount (Rs. 5000) to customers2 • Div. Superintendent/

Postmaster2

• Ensure automatic transfer of MIS interest to savings bank / recurring deposits3 • Div. Superintendent/

Postmaster3

• Update the negative list of the system every month4 • Postmaster 4

• Measure transaction times to ensure that it is kept within norms5 • Postmaster5

• Provide new passbooks compatible for computerized printing6 • Div. Superintendent/

Postmaster / PMG6

• Complex processes at post offices increase the transaction times significantly

• Have multi-purpose savings bank counters at post offices • Div. Superintendent/

Postmaster11

61

Ongoing

Ongoing

60

• Use passbook printers for recording transactions7 • Postmaster7

• Display filled-up savings bank forms to enable customers to fill the forms properly8 • Postmaster8

• Provide necessary accessories such as cash counting & fake note detecting machines, storage for bank records etc9 • PMG / CPMG9

7, 8 & 94 & 5321 & 6

Activity 3SB

40

STREAMLINE ACCOUNT TRANSFER PROCEDURE

Why?


Activity 4SB

• Postmaster1• Application for transfer received in the post office should be immediately acknowledged & receipt given

to the customer.

1

• Enter the application in the register. Maintain separate registers for each type of account • Postmaster / Div.

superintendent

2 2

• Check the register daily to ensure that applications received are entered on the same day • Postmaster3 3

• Prepare the advice of transfer and send to the office to which transfer is requested within three working

days

• Postmaster / Div.

superintendent

4 4

• Transfer of account from one post office to another generally takes a lot of time due to complex & unclear process

Timeline

Days

from

start of

activity

Sub-activity

21

Ongoing

Ongoing

3

Daily

3

Ongoing

41

ENCOURAGE DEPOSITORS TO REGISTER NOMINEES

Why?


Activity 5SB

• Advise depositors that name of nominee may be given in SB-3 card by the depositor when new account

is opened 1 • Postmaster1

• Educate all SB staff regarding need to have nominees for all SB accounts 2 • Divisional Head/

Postmaster2

• Identify all existing accounts where nominations are not available 4 • Postmaster 4

• Contact existing account holders (via mail or personal visit) and request to register nominee 5 • Divisional Head/

Postmaster5

• Launch special drives (including banner/local TV/print advertisement) if required, to ensure that account

holders are sensitized to the need to register nominees 6 • Postmaster/

Divisional Head/

PMG

6

• Monitor accounts without nominations every few days and take measures as per #5 & #6 above 7 • Postmaster7

Timeline

Days

from

start of

activity

Sub-activity

Ongoing

75 & 6

7

15

Ongoing

• Depositors do not register their nominees, which causes delays in settling deceased claims, as authentic nominee is not easy to

determine

• Postmaster3• Encourage staff to motivate customers to identify nominees at account opening stage3

4321

Ongoing

40

42

CLARIFY RULES FOR DECEASED CLAIM CASES

Why?


Activity 6SB

Timeline

Days from

start of

activity

Sub-activity

15

• 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

• Check the register daily to ensure that applications are entered in the register on a daily basis

• In case of nomination, deceased claim application should be sanctioned within three working days of its receipt

• In case there is no nomination, application should be sent for verification on the day of receipt

• 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

• Pending deceased claim cases to be monitored on a daily basis

• If number of pending deceased claim cases exceeds five, the postmaster should quickly take corrective actions

1 • Post office

• Postmaster/Div. Head

• Postmaster

10

• Division Head

• Postmaster/Div. Head

• Postmaster

• Postmaster

• Postmaster/Div. Head/PMG

2

3

4

5

7

8

9

1

2

3

4

5

7

8

9

• 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

• Educate staff that as a rule, a death certificate attested by gazette/competent officer should be a reasonable proof

of death• Postmaster6 6

• Documents relating to FAQs (frequently asked questions) on small savings schemes and the SB manual by Shri A.

N. Dureja should be made available at the post office • CPMG/PMG/Div. Head

1010

20

1, 2, 3, 4, 5, 6, 7, 8 & 9

4343


• Project Arrow

core area

components

included for

improvement

Mail

Key focus area

Remittances

Savings

Bank

Office

Service

Level



Dispatch

• Improve core processes such as money

order delivery and use of electronic

remittances







44

OVERVIEW

Source: Team discussions

REMITTANCES

• Remittances is a growing

and an important area for

India Post. India Post

needs to ensure highly

efficient service to be able

to grow & regain market

share

• Aspiration from

remittances business is to

ensure that all money

orders received are paid

on the same day & to

promote eMOs & iMOs.

• Remittance service is

affected by factors like

cash availability, low line -

limits and delay in

transmission

• This document lists some

steps that can be taken to

improve Remittances

• Postmasters /

superintendents should

apply these activities in

their post offices

Issues

Goals

KPI/Targets


Remittances operations



• Key performance

indicators (KPI) for

remittance services and

KPI targets


improve remittance

operations in post officesActivities

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45 45

GOALS AND ISSUES

Remittances

Payment of

Money Order

IssuesGoalsFunctional Areas

Booking 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

46

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%

100%• Percent money orders booked as eMO

Low usage of eMOs &

iMOs

100%*• Percent money orders booked as iMO

Remittances

* As per demand

4747

ACTIVITIES FOR IMPROVEMENT

Activity


All money

orders

are not

being

paid on

the same

day

Low

usage of

iMOs &

eMOs

1

2

Improvement Measures

• Sufficient cash is not

available at the PO

1• Review cash balances & line limits

• Facility not available

at post office

4• Install required software for eMO facility

• Unreliable

connectivity/power

• Provide system back-up & daily monitoring of

network connectivity and error reporting

3

Remittances

• Insufficient postman

compliance

• Supervise and monitor postmen performance 2

5• Lack of staff

compliance/

inadequate publicity

• Supervise and monitor staff & conduct over-the-

counter and local publicity

48

REVIEW CASH BALANCES/REVISION OF LINE LIMITS


Why?

Activity 1Remittance

• No money order should be kept unpaid because cash is not available in the payment post office

• Postmaster/Divisional

Head

• Review the authorized minimum and maximum balances as per procedures laid down

in rules 138 & 139 of the postal manual vol. VIII with adequate provision to take care

of seasonal demands

1 1

• Ask superintendent to issue orders revising minimum and maximum balance where

justified2 • PMG/CPMG2

• Make special arrangements for conveyance of cash to post offices during periods of

peak demands such as festivals etc.3 • Divisional Head/PMG3

• Revise line limits on various routes 4 • Divisional Head/PMG4

Timeline

Days

from

start of

activity

Sub-activity

15

1 2 3

30

60

4

Ongoing

49

SUPERVISE & MONITOR POSTMEN PERFORMANCE


Why?


• To minimize delays due to postman negligence to ensure all money orders sent out for delivery are paid the same day

• Divisional Head• Analyze percentage of money orders not delivered over the past one month 1 1

• Conduct beat-wise analyses of money orders not delivered 2 • Postmaster2

• For each beat, identify reasons for non-delivery 3 • Postmaster3

• Conduct a sample cross-check from customers, where money orders have not been

paid for authenticity of the postman remarks5 • Divisional Head5

Timeline

Days

from

start of

activity

Sub-activity

• Monitor postmen in delivery beats by PRI(P)s, with greater focus on beats that have

higher percentage of non-delivery4 • Postmaster4

• Take special actions for delivery in exceptional situations such as harvesting season

when payee is in the field and not at home etc 6 • Divisional Head6

5

1, 2 & 3 4 5

15

Ongoing

6

Ongoing

50

PROVIDE SYSTEM BACK-UP/MONITORING OF NETWORK


Why?


• To ensure that system failures and connectivity breakdown do not reduce the usage of iMO/eMO

• As described in the Technology silo section • Postmaster11

51

INSTALL REQUIRED SOFTWARE FOR eMO FACILITY


Why?


• To ensure all post offices have the required facility available to book all money orders as eMOs

• Check if the latest patches released by PTC Mysore have been applied • Postmaster2 2

• Ensure that the computer which is used for communication with the central server is

connected to the internet and all required firewalls & antivirus software is installed

• Postmaster3 3

Timeline

Days

from

start of

activity

Sub-activity

321

3

Ongoing4

• Ensure that the post office has installed & configured the latest version of Meghdoot

(Meghdoot 6.5)

• Postmaster11

52

SUPERVISE AND MONITOR STAFF & CONDUCT PUBLICITY


Why?


• To make sure high levels of staff compliance & publicity in order to increase the usage of iMO & eMO

• Monitor both iMOs booked and paid to check for increase in business and to ensure that all

activities are completed within norms

• Postmaster2 2

• Ensure that the counter staff encourages the customers to use eMOs • Postmaster3 3

• Ensure that forms for eMO are available in the post office and that regular money orders are

not booked for post offices having eMO facilities

• Postmaster4 4

• Give advertisements/notices etc. in local media about eMO facilities • Divisional Head/PMG/CPMG5 5

Timeline

Days

from

start of

activity

Sub-activity

1, 2, 3, 4 & 5

Ongoing

• Ensure that eMOs received are printed by checking the website and that they are paid on the

same day

• Postmaster11

5353


• Project Arrow

core area

components

included for

improvement

Mail

Key focus area



Dispatch

Office

Service

Level

• Improve customer experience in post office

in terms of appearance, availability of

information, waiting time and staff

interaction

Savings

Bank




Remittances



54

OVERVIEW

OFFICE SERVICE

LEVEL

• High Office Service Level

(OSL) is crucial for all

operations in core areas.

Customer perception about

India Post is depends on

the standard of service and

upkeep of the post office

• Aspirations entail giving the

best possible service and

experience to customers

• The current state of the post

office – both up-keep and

staff attitude along with

waiting time is at significant

variance from the

aspirations

• However with some tactical

interventions, a major

difference can be made

• Post office staff/

superintendents are

encouraged to apply these

interventions in their post

offices

Issues

Goals

KPI/Targets


OSL operations


• Key performance

indicators (KPI) for Office

service level and KPI

targets


improve office service

level operations in post

offices

Activities

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55 55

GOALS AND ISSUES

IssuesGoalsFunctional Areas


Customer

Interface

• 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

Counter

Operations

• 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

Ambience

• To keep post office neat & clean to

ensure highest customer

satisfaction on ambience

• Present level of ambience

needs major improvement

56

KPIs AND TARGETS

Issue KPI Target

Present level of

ambience needs

major improvement

• Customer satisfaction score on ambience (on a scale of 10) 8

10%• Per cent of transactions that exceed the time norms as

committed in the Citizen’s CharterInconsistent 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)8

• Per cent compliance of postmaster on the daily checklist

prescribed95%

5757


ACTIVITIES FOR IMPROVEMENTS

Activity


Present level

of ambience

needs major

improvement

Inconsistent

quality of

counter

operations

with high

waiting &

transaction

time

3

4

5

4

6

1

2

3

1

2

Improvement Measures

• Inefficiencies in the

housekeeping arrangements

• Responsibilities of the

Postmaster not clearly

specified

• No time norms for counter

services

• Service-specific counters

• Absence of queue

management mechanism

• Non availability of public

usage forms

• Duties of staff are not

comprehensively codified

• Undertake thorough cleaning Of post office

• Codify & track postmasters’ compliance to the daily check list prescribed

• Formulate & implement local Citizen’s Charter

• Ensure adequate infrastructure & support systems in post office

• Ensure better queue management

• Ensure adequate infrastructure & support systems in post office

• Standardize the duties & responsibilities of post office staff

Current staff

attitude in

post offices is

significantly

lower than

aspirations

• Organize professional / soft skills / troubleshooting training

• Implement customer satisfaction survey process

• Train employees

• Lack of adequate professional

/ soft skills in staff due to

inadequate training

• No feedback mechanism to

review the service level

• Low levels of motivation in

staff

7

8

7

58

UNDERTAKE THOROUGH CLEANING OF POST OFFICE


Why?

Activity 1Office service level

• Improved ambience will lead to enhanced customer experience and also provide better work environment to the staff

Postmaster / Divisional HeadLaunch a cleanliness drive across office campus, public halls, working halls, toilets etc.2 2

PostmasterMake a list of items that are required & designate a person to ensure regular supply1 1

Postmaster / Divisional HeadWeed out & dispose off all old records3 3

Postmaster / Divisional HeadCondemn and dispose off all unserviceable items of furniture, hardware etc.4 4

Timeline

Days from

start of

activity

Sub-activity

2010

30

431 & 2

59

CODIFY & TRACK POSTMASTERS’ COMPLIANCE TO DAILY CHECKLIST


Why?


• It is necessary to codify the duties & responsibilities of the postmaster & track its compliance for effective supervision and administration on a

sustained basis

Divisional HeadDocument the duties and responsibility of postmaster according to Annex A1 1

PostmasterPostmaster should ‘check’ for completion each of the twenty points listed in the checklist every morning2 2

PostmasterPostmaster should also keep a record by making a ‘check’ under his dated signature3 3

Postmaster/Divisional HeadInitiate necessary action / follow up wherever remedial action/support is required from divisional office4 4

PostmasterSend compiled set of Annex A sheets filled on a daily basis to RO / CO at the end of the week5 5

Designated OSL officer in CO /RO Collate data received from all Project Arrow post offices and put up to the PMG / CPMG as the case

may be, along with analysis, on a weekly basis

66

Review the performance and take appropriate action wherever considered necessary PMG / CPMG7 7

Timeline

Days from

start of

activity

Sub-activity

3

42 & 31 5, 6 & 7 8

Conduct random visits to post offices to ensure actual compliance is happening to the checklist PMG / CPMG8 8

DailyAs needed

Weekly

As needed

60

FORMULATE AND IMPLEMENT LOCAL CITIZEN’S CHARTER


Why?

• There is a need to define time norms and service standards of various services provided in a post office keeping in view the local circumstances


1 daily recurring

Timeline

Days from

start of

activity

Sub-activity

• Download model Citizen’s Charter (Annex C) available at India Post website

• Set up a Working Group (W.G.) consisting of Divisional Head, Postmaster, APMs, Counter Assistants,

Union representatives and representatives of customers (at least two), hold meetings of W. G.,

prepare a draft Citizen’s Charter, fix time norms (realistic as well as challenging) for all the services

provided by the office.

• Pilot - Implement the draft Charter and keep data of time taken to provide counter and delivery

services with reference to the time norms drafted

• Hold a meeting of the W.G. again and finalize the Citizen’s Charter along with time norms as per the

feedback of the Pilot

• Obtain the approval of PMG / CMPG for the Citizen’s Charter

• Implement and display the Citizen’s Charter in the post office

• Make a copy of the Citizen’s Charter in local language available with each and every employee of the

office and ensure wide circulation amongst the customers

• Repeat the exercise (steps 2 to 8 above) after every 12 months

• Divisional Head

• Divisional Head

• Postmaster

• Divisional Head

• PMG / CPMG

• Postmaster / Divisional Head


• Divisional Head

3

321 4

2151

6681

6 & 7 85

96Every 12 months

1

2

3

4

5

6

7

8

1

2

3

4

5

6

7

8

61

ENSURE ADEQUATE INFRASTRUCTURE & SUPPORT SYSTEMS


Why?


• To ensure adequate availability of required infrastructure & forms to facilitate smooth counter operations

Postmaster / Divisional HeadEnsure that all the forms for use by customers are available in the public hall itself

1 1

Postmaster / Divisional HeadEnsure the forms are placed so that customers do not need to form a queue to obtain forms

2 2

Postmaster / Divisional HeadMake MO forms available for sale at the designated counters

3 3

Postmaster / Divisional HeadAssess on the basis of traffic, the number of MPCM & SB counters required

4 4

Postmaster / Divisional HeadChange hours of business / extend counter working hours wherever required

5 5

Postmaster / Divisional HeadPlan for lunch breaks so that breaks are not concurrent for counter staff

8 8

Provide for spare counters in case of seasonal rush Postmaster

9 9

Timeline

Days from

start of

activity

Sub-activity

7

981, 2, 3, 4, 5, 6 & 7 10 & 11

Provide separate facilitation / enquiry counter where feasible (also for accepting complaints / RTI appl.) Postmaster

10 10

OngoingDaily

Ongoing

Have separate transaction times for savings bank agents Postmaster / Divisional Head

11 11

PostmasterDevise a system for transfer of cash between counter and treasury 6 6

PostmasterPrepare and circulate a list of telephone numbers of all support agencies7 7

62

ENSURE BETTER QUEUE MANAGEMENT


Why?


• To manage the customer flow in the office and bring down the waiting time

• Ensure that post office is provided with spare counters so that postmaster can open

additional counters whenever required

• PMG

• The queue monitoring and management mechanism (Annex B) is available for download at

the India Post website


• Fill up the proforma (Annex B) every day • Postmaster

• Send a copy of the filled up proforma of the week (Monday to Saturday) to the designated

(Office Service Level) officer in Circle Office every Monday for review.

• Postmaster

• Compile the data from POs and put up to the PMG / CPMG, as the case may be, on a weekly

basis with analysis

• Designated (OSL) officer in RO / CO

• Review the performance and take appropriate action wherever considered necessary • PMG / CPMG

Timeline

Days from

start of

activity

Sub-activity

21

42 & 31 5, 6 & 7

• Visit the public hall at frequent intervals to see if there is a rush at any counter • Postmaster

Daily

Daily

Weekly

1

2

4

5

6

7

3

1

2

4

5

6

7

3

63

STANDARDIZE THE DUTIES & RESPONSIBILITIES OF POST OFFICE STAFF

How? – Implementation details

Why?

• In order to achieve consistency in quality of service level, It is necessary to define duties and responsibilities of officials related to counter services

in a structured manner


• For consistency of quality of service level, duties and responsibilities of officials related to counter

services be codified as per the standard Model at Annex-D available for download at India Post

website

• This document will be prepared by the postmaster in respect each of the officials whose work relates

to counter services.

• Divisional Head will examine and approve.

• Postmaster will issue the Memo of Duties and Responsibilities to each of the officials.

• A copy will be given to the concerned supervisor

1

Who?

• Postmaster/Divisional Head

• Postmaster

• Divisional Head

• Postmaster

• Postmaster

Timeline

Days from

start of

activity

Sub-activity

3

321 4

15

21

30

5

30

2

3

4

5

1

2

3

4

5

64

ORGANIZE PROFESSIONAL/SOFT SKILLS/TROUBLESHOOTING TRAINING

How? – Implementation details

Why?

• Employees at counters are found to take too long to perform counter operations due to insufficient professional &

troubleshooting skills. Also, friendliness to customers is not usually up to the mark, which requires soft skills training.


• Please refer the HR silo in the Look-and-feel section.1

65

IMPLEMENT CUSTOMER SATISFACTION SURVEY PROCESS


Why?


• To sustain and improve the overall level of service quality, it is necessary to obtain and analyze feedback from customers

• Download the Customer Feedback Form (Annex E) from the India Post website & print with

consecutive serial numbers for each post office separately

• PMG / CPMG1 1

• Display the availability of customer feedback forms prominently on the notice board • Postmaster2 2

• Hand over the feedback forms to the customers in the public hall after the customer completes the

transaction at the counter

• Postmaster3 3

• Ensure at least 5 feedback forms are filled up every day and at least 15 forms each for MPCM and

Savings Bank counters / web based services are filled up every week

• Postmaster4 4

• Tabulate the customer feedback forms as per Annex F in a register to be maintained for the purpose

and at the end of the week send it to the designated (Office Service Level) officer in the RO / CO for

collating

• Postmaster5 5

• Collate data from all the Project Arrow post offices and work out the weekly score of KPIs as per

Annex G in respect of each of the post office and put up to PMG / CPMG for review

• Designated (OSL) officer in RO/CO6 6

• Review the performance and take appropriate action wherever considered necessary • PMG / CPMG7 7

Timeline

Days from

start of

activity

Sub-activity

30

3 & 421 5, 6 & 7

35

Daily

Weekly

66

CONTENTS


Arrow




Project monitoring

Topic Pg no.

2

7

13

66

128

67

LOOK & FEEL AREA COMPONENTS

Project Arrow

Infrastructure

area compo-

nents in focus

Branding

• Ensure consistent brand image for India Post

through uniform and exhaustive use of brand

logos and signage across all post offices

Human

Resource

Technology

Key focus area

• Identify training requirements for post office

staff to sensitize them to Project Arrow

requirements. Implement training modules.

• Identify and implement technology

components required in Project Arrow post

office – such as WAN, internet kiosk etc.

Infra-

structure

• Identify and complete all infrastructure

requirements in post offices to change post

office “look & feel” to Project Arrow standard

Activities

Implementation

Details

Organisation

Specifications

Timelines

68

OVERVIEWBranding

• To ensure that the brand

logo and identity of India

Post is consistent across

all post offices

• The aspiration is to build a

unique brand identity of

India Post across the

country

• To achieve this aspiration,

all post offices need to be

compliant with the new

branding guidelines

developed by the

Directorate

• This document lists steps

to be taken and timelines

and also preliminary set of

specifications

• Postmasters/

Superintendents should

undertake these activities

in their post offices

• List of branding

activities along with

associated steps to be

taken

• Implementation steps

to be taken along with

details

• List of resources that

will be involved in the

implementation

• List of specifications of

internal and external

branded objects

• Recommended

timelines and

milestones

6969

Step

No.Activities

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

Steps to be taken

• Define post office

requirements

• Set up a local team

• Ensure timely

development/

procurement process

• Quality check

• Installation

• Maintenance

• Brand Review

ACTIVITIES AND STEPS TO BE TAKEN

• Become familiar with Corporate Manual of India Post

• List out branding requirements for the post office

• Prepare specifications of various items

• Allocate people to carry out the required work

• Consolidate requirements

• Observe financial procedures required for procurement

• Take necessary approvals

• Place orders with approved vendors

• Check quality of samples from vendor/perform inbound

quality check

• Validate brand consistency

• Define a plan for installation, including alternate working

space

• Monitor installation and ensure completion before launch

date

• Define maintenance plan/review frequency

• Maintain/replace branding items as required

• Implement any changes to brand/signage as indicated by

directorate

Branding

Pre-

Operative

Post-

Operative

70

IMPLEMENTATION DETAILS (1/3)

Activities Steps to be taken Details

Define post

office

requirements

Branding

• Become familiar with

Corporate Manual of

India Post

• All post offices have to meet the branding requirements

• A list of post office objects with detailed specifications (dimensions,

marking, colour etc.) is included in this document and is also available

in the corporate manual of the department

• All specified objects should be re-branded as per specifications.

• A listing of the objects is:

• Name board (external sign board), information boards

• Standee (services board), letter boxes

• PO stationary, postman bag, staff jacket for front line staff

• Detailed specifications are included in the specifications section of

this document

Who

Division

Head

• List out branding

requirements for the

post office

• Identify the category of post office. A post office categorization

includes type – GPO, HPO, MDG, SO

• Define which of the re-branded objects would apply to the post office

given the post office type

• The mapping of re-branded objects to post office type is available in

the corporate manual and also in some preliminary form in the

specification section of this document

• Consult other Project Arrow post offices to understand type of

re-branded objects

Division

Head

• Allocate people to carry

out the required work

• Based on the list of work required, allocate team members and the time they will

spend on doing this work

• Clarify roles and expectations to the team

• Develop an implementation timeline (Gantt chart) with milestones

• Get commitment from team members on implementation timelines

• Division

Head

• Consolidation of

requirements and

observe financial

procedures

• Consolidate the requirements activity-wise from divisions/regions

• Decide on the procurement process for each activity

• Use circle knowledge and experience (from Project Arrow Phase I, II)

• Observe financial procedures for procurement with clear terms and conditions

• Conduct pre-tender assessment of vendors’ capabilities

• Circle

Head

• Prepare specifications of

various items

• Decide which of the re-branded objects can be outsourced or developed within the

post office (e.g., painting letter boxes could be done internally)

• Decide procurement at circle level

• Based on the in-house/outsourcing and level of procurement, develop a list of work

required at post office/region/circle level

• Division

Head

• Take approvals and

place orders

• Approval of the tender/quotation rates

• In the work order, clearly list activities to be sourced from vendors, service level

required and terms and conditions

• Issue work orders with clear defined time-lines and specifications of the items to be

procured with provision for pre-delivery quality check

• Circle

Head

• Check quality of samples

from vendor/perform

inbound quality check

• Define a time period with selected supplier to review samples

• Define what is acceptable quality of re-branded objects and failure conditions

• Ensure samples provided by the supplier meet the acceptable quality threshold/

conduct site visits if required

• Circle

Head

• Validate brand

consistency with Circle/

Directorate Officers

• If required, validate samples with Directorate to ensure that the quality of all re-

branded objects is as per specifications

• Circle

Head

71


Set up a local

team

Branding

Ensure timely

development/

procurement

Quality Check

Activities Steps to be taken Details Who

• Define a plan for

installation,

including alternate

working space

• Agree with vendor on timeline for completion of re-branding

• Define time before launch when the re-branded objects would be installed (new sign

boards etc.)

• Ensure work plan is synchronized with other “look & feel” areas such as infrastructure

etc.

• Define any alternate working arrangement during the time of civil/re-branding

activities

• Circle Head

• Monitor installation

and ensure

completion before

launch date

• Monitor installation and ensure smooth implementation

• Closely monitor for issues/contingencies – develop alternate plans to ensure

completion of all re-branding activities before the launch date

• Circle Head

• Upkeep of

re-branded items

• Define the cleaning/maintenance process and periodicity for various items

(Sign Boards, Letter boxes etc.)

• Identification of person for cleaning on daily basis and electrical maintenance

• Incorporate the task allotted in the duty chart of the person(s) identified

• Obtain commitment from person(s) identified

• Division Head

• Monitor • Monitor the items for cleanliness, proper functioning of electrical appliances etc. on

weekly basis

• Discuss with staff on the process of maintenance and keep evolving better

procedures

• Division Head

• Changes in

specifications

• Apply at once any change in specifications or designs communicated by Directorate • Circle Head

72


Branding

Installation

Maintenance


Brand Review

Who

TIMELINES AND MILESTONES (1/2)

Branding

Weeks

5 6 7 8 9 10 11 12 13 14 15 16 17 181 2 3 4

1. Become familiar with Corporate Manual of

India Posts

2. List out branding requirements for the

post office

Set up a local team

3. Prepare specifications of various items

4. Review available capacity of resources and

define team

Ensure timely development/procurement

process

5. Consolidation of Requirements

7. Take approvals

8. Place orders

6. Observe financial procedure for

procurement

Define post office requirements

Pre-operativePost-

operative

73


Branding

3 1817161514

Weeks

1 2 4 5 6 7 8 9 10 11 12 13

10. Validate brand consistency (if required

with Directorate Officers)

Installation

11. Define a plan for installation, including

alternate working space

12. Monitor installation and ensure completion

before launch date

Maintenance

9. Check quality of samples from vendor/

perform inbound quality check

15. Implement any changes, if any to brand/

signage as indicated by Directorate

Quality Check

Brand review

14. Maintain/replace branding items

as required

13. Define maintenance plan/review frequency

Pre-operativePost-

operative

74

75

SPECIFICATIONS

Branding

Vans

The following Post Office objects need to be re-branded as per new India Post Corporate Manual

Internal branding

External branding

New India Post logo

Branding

Display

Materials

Counter signage

Information boards

Stationery

Uniforms

Postman bags

PO signage (name board, standee etc.)

Letter boxes

Objects

76

SPECIFICATIONS

Branding

Technical Description ExampleName

External sign

board (post office

name board)

• Standard sign boards as

shown in the diagram. The

ratio of the size will always

remain 1:3 (H x W)

• Specific colour combination is

as

Red

Yellow

• Name of office in two/three

languages will be on the strip

provided for the purpose

• Order for languages for two

will be Hindi First and English

next. For three languages,

the order is Regional

language, Hindi and English

• Postal Index Number will be

added on the signboard of

delivery post office

(C20 M100 Y100 K0)

(C0 M5 Y100 K0)

:

:

Information board

ExampleName

77

Branding

Technical description

SPECIFICATIONS

• There are four types of

information boards in a post

office

– Citizen’s charter

– Hours of business

– Public notice board

– Advertisement

• Each information board

should be 4 x 3’ (H x W) and

should contain the Corporate

Symbol and text, as shown in

the diagram

• The wings of the Corporate

Symbol will be painted in

‘Post Office Yellow’ over a

‘Post Office Red’ stripe on the

top. The relevant text will

appear on the right side of

the same stripe

• Another stripe containing

three shades of red will run

across the bottom portion

78

Branding

Uniform materials Jacket

Bag

Technical description ExampleName

• Jacket for Counter (front

office) staff

• Postman delivery bag

• The front office staff is

expected to wear a post

office red jacket on top of

their dress

• (Red: (C20 M100 Y100 K0)

• The new India Post logo

should be clearly visible

around the left pocket

• The bag used by post man

should be post office red in

colour (as per the

specifications define above)

• The new India Post logo

should be stencilled on the

front of the bag in corporate

colours as shown in the

picture

SPECIFICATIONS

79

Branding

Standee Shorter standee Taller standee


• Two variants of standee

(services boards) are

recommended. Size of

standee used depends on type

of PO. GPO & HPO will use

the taller standee. Other types

of POs may be considered for

shorter ones

• Taller Standee

– Actual dimensions are 16 ft

by 4 ft (H x W)

• Shorter Standee

– Actual dimensions are 8 ft

by 2 ft (H x W)

• Material for both is ACP –

Aluminium Composite Panel

• Colour is Post Office Red

and Yellow

• Important services available in

that particular post office

should be highlighted in the

standee in order of priority

SPECIFICATIONS

80

Branding

Letter boxes

Hanging Standing - 1

Standing - 2


• Four variants of letter boxes

may be used

– Three standing

– One hanging

• All letter boxes should have the

post office red colour

• The only exceptions are Green

and Blue letter boxes meant for

local and Metro city letters

• Corporate symbol and

Corporate name should be

prominently displayed as shown

• Hour plate to show time of

clearance should be in the front.

No other text will appear on the

letter box. The name of the

post/mail office will be put at the

back of the standing letter box

and at the back/bottom of the

hanging letter box

• ID number of the letter box will

appear on both sides of the boxStanding - 3

SPECIFICATIONS

81

ORGANISATION

Key Activities

Branding

Responsible Authorises Supports Consulted

• Define post office requirements Division Region Circle Directorate

Region• Set up local teams Division Division Circle

• Define procurement processes Circle Directorate DirectorateCircle

• Quality Check Circle Circle Directorate Directorate

• Ensure timely deployment Circle Circle Circle Directorate

• Maintenance Division Region Region Circle

• Brand Review Circle Directorate Directorate Experts

Pre-

Operative

Post-

Operative

82


Project Arrow

Infrastructure

area compo-nets

in focus

Key focus area

Infra-

structure




Technology



office

Human

Resource




Branding



logos and signage across all post offices

83

OVERVIEW

Technology

• Technology is a key enabler

to ensure that all postal

operations are carried out

smoothly and less time is

consumed by back end

operations

• Technology aspiration for

India Post is to achieve total

computerization and

facilitation of web-enabled

services

• Key components include

provision of hardware/

software and connectivity in

all post offices

• This document lists steps to

be taken and timelines and

a set of specifications

• Postmasters/


undertake these activities in

their post offices

• Defines steps to be

taken with

recommended

timelines

• Recommended

timelines and

milestones

• Specifies

responsibilities for

various activities

• Specifies technology

requirements for

various class of

offices

• Major activities in

technology, with

associated steps to

be taken

Activities

Implementation

Details

Organisation

Specifications

Timelines

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8484

Step No.

Activities

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

Steps to be taken


requirements


• Ensure timely

procurement &

deployment process

• Commissioning of

hardware

• Installation of software

• Maintenance

• System security


• Get post office requirements specifications

• Calculate hardware, software & networking requirements

• Review available resources

• Prepare blue print for site preparation


• Take necessary approvals & place orders with approved

vendors

• Coordinate WAN deployment & supply of hardware

• Coordinate site preparation

• Validate site readiness and hardware quality/quantity

• Hardware commissioning

• Monitor software installation and ensure completion before

launch date

• Define/review maintenance plans & contracts

• Maintain/replace computer consumables & stationery

• Maintain hardware record, software versions and contact

numbers

• Put in place a daily check-up process

• Update the software & antivirus, apply system upgrades and

backup data

Technology

Pre-

Operative

Post-

Operative

• Define post office requirements

• Gather details of each post office viz. no. of counters of each type,

staff strength of supervisory staff, PA cadre and postman cadre as per

acquaintance roll

• Gather data on existing number of Pentium-IV and above computers,

printers, electronic weighing scale, UPS and Genset

Division Head

• Calculate hardware, software and networking requirements

• Directorate to calculate hardware requirements as per the criteria

given in specification details

• Ensure broadband connection in post office.

• All HOs and selected MDGs should have leased line connection

Division Head

• Review available resources

• Set up a local team for each post office, with system administrator

and postmaster as a part of the team

• The team should compile a list of existing hardware and manpower

Division Head

• Prepare blueprint for site preparation

• The team should prepare a blueprint for layout plan of hardware,

network cabling, power cabling keeping in view local conditions and

guidelines given in specification section

• The team should also define alternative working plan during site

preparation

• The team should prepare a list of various activities to be carried out

along with responsibilities

Division Head

85




Technology

Who

Set up a local team

86

IMPLEMENTATION DETAILS (2/4)Activities Steps to be taken Details

Ensure timely procurement & deployment process

Technology

Who

Commission-ing of hardware


• Based on the calculated requirements do financial estimate

• Decide on procurement process for each activity/item

• Observe financial procedures for procurement with clear terms and

conditions

• Conduct pre-tender assessment of vendors’ capabilities

Directorate / Circle Head*

• Take necessary approvals and place orders

• Get approvals for tender/quotation rates

• In the RFP/tender, clearly list activities to be sourced from vendors,

service level required and terms and conditions

• Issue orders with clear defined time-lines and specifications of the

items to be procured with provision for pre-delivery quality check


• Coordinate supply of hardware & WAN deployment

• Initiate procurement process with the vendors

• Coordinate with vendors for timely supply of hardware


• Coordinate site preparation

• Monitor progress of site preparation closely

• Ensure work plan is synchronized with other look and feel areas

Division Head

• Validate site

readiness and H/W

quality/ quantity

• Inspect every item specified in the site readiness blueprint to validate

completion of site readiness

• Check the quantity and quality of various items

Division Head

• Hardware

commissioning

• Agree upon a plan with vendor for commissioning of hardware

• Monitor commissioning of hardware, LAN and WAN

• Make history sheets of various equipment

Division Head

* Responsibility for procurement of specific items is divided between directorate & circles. Please refer to organization page for details

87



Installation of

software

Technology

Who

Maintenance

• Monitor software

installation and

ensure completion

before launch date

• Get authorized CDs for all required software as per specifications

• Develop a plan for software installation

• Plan and execute master data entries in various software

• Carry out pilot run (e.g., for a week) for testing & familiarity

• Switch to fully computerized environment

Division

Head

• Define/review

maintenance plans &

contracts

• Assess need for maintenance for all hardware items

• Accordingly, make a maintenance plan for all hardware items

• If vendor is required for maintenance, take necessary follow-up action

Division

Head

• Maintain/replace

computer

consumables &

stationery

• Keep some specified spare systems (nodes, printers etc.) at a central place

for use during breakdowns

• Define optimum stock of computer consumables and computer stationery

and define process to maintain required stock

Division

Head

• Maintain hardware

record, software

versions and contact

numbers

• Update history sheets of all items

• Maintain records of original software CDs and various versions received

• Maintain contact details of various vendors and make them available to all

concerned

Division

Head

• Put in place a daily

check-up process

• Make a list of all hardware & networking and check for proper working every

morning. Note in error book in case of any default

• Report the problem to the divisional office, the vendor or service provider as

required

• If the problem is not rectified on the same day, take up the matter with the

regional office

Postmast

er

88



Technology

Who

System

security

• Update the software

& antivirus, apply

system upgrades and

backup data

• Ensure all software is installed in domain environment and keep the domain

password secret

• Ensure every person has his/her own password and train staff to not share

it and change it every 15 days

• Allocate a secure location for all software CDs

• Take backups everyday and keep one set of backup tapes in a physically

different secure location

• Install latest versions of software, antivirus etc. immediately

• Internet usage must be restricted

Division

Head


Technology

12 14 15 16 17 18 19 204

Weeks

1 2 3 5 6 7 8 139 10 11

2. Calculate hardware, software & networking

requirements

Set up a local team

3. Review available resources

4. Prepare blueprint for site preparation

Ensure timely procurement & deployment

process

5. Observe financial procedures required

for procurement

7. Coordinate WAN deployment & supply of

hardware


1. Get post office requirements specifications

6. Take necessary approvals & place orders

with approved vendors

Pre-operativePost-

operative

Launch+

89


Technology

74321 5

Weeks

6 168 9 10 11 12 13 14 15 17 18 19 20

8. Coordinate site preparation

9. Validate site readiness and hardware

quality/quantity

10. Hardware commissioning

Installation of software

11. Monitor software installation and ensure

completion before launch date

Maintenance

12. Define/review maintenance plans &

contracts

13. Maintain/replace computer consumables

& stationery

14. Maintain hardware record, software

versions and contact numbers

15. Put in place a daily check-up process

System security

16. Update the software & antivirus, apply

system upgrades and backup data

Commissioning of hardware

Pre-operativePost-

operative

Launch+

90

91

SPECIFICATIONS – LAYOUT, NETWORKING & WIRING

Networking

Electrical wiring &

earthing

Layout

• The layout has to be as compact as possible

• Computers other than those at counters, treasury & delivery should be pooled (for redundancy & easy

maintenance)

• The pool room should also be used for training

• Servers should be preferably in server cabinets

• Detailed layout of computers, networking cables, power cables etc. should be documented as a plan

• Switch must be used in place of Hub

• Structured cabling which includes rack, switch, patch panel, I/O outlet, factory crimped patch cords, LAN

cable (CAT 6/5e) is advisable

• All network equipments must be placed in a rack near to server with adequate ventilation

• There should not be any joints in the cable connecting patch panel with I/O outlet

• Adequate redundancy must be planned in networking. It is suggested that at least one network point may be

kept spare for every 5 counters besides making provision for network points for extra counters which may be

required to operate in exigencies. Similar redundancy must be planned for other places also

• All LAN cables should have identification tags at both ends

• Blue print of placement of computers must be finalised (and made available in circle office) before starting the

UPS cabling work

• Proper wiring with good quality material has to be ensured

• Adequate redundancy of power points must be provided to take care of exigencies

• Network and power cable must be separated by at least a feet and must not be in same casing

• Ensure that voltage between earth and neutral point can never exceed 3 volts at full load. For bigger offices,

redundant earthing provision may be kept

• For kiosk, UPS power connection is not required as it has a built-in UPS with 1 hour backup. However,

Genset supply should be made available for kiosk point

Item Details

Technology

92

SPECIFICATIONS – HARDWARE & PERIPHERALS (1/2)

Sl. Name of Item Norms

1

Server • Single-handed post offices – No servers are required

• Post offices with less than or equal to 25 nodes – 1 CPU server

• More than 25 but less than or equal to 75 nodes – 2 CPU server

• More than 75 nodes – 4 CPU server

2 (a)

Nodes • One node for every counter

• 20% of the number of counters as standby to be rounded up

• One node each for every supervisor and postmaster

• 50% of the number of back-office staff to be provided with nodes

2 (b) Kiosk One for every post office

3

80 column printer One 80 column printer each for all counters except SB counters and also one

each for each standby node + 50% of back-office nodes

4136 column printer Every HO – 2

Every SO except single-handed – 1

5 Passbook printer 50% of all SB counters

6High-speed printer One for every HO + one for those post offices where the number of postmen

exceeds 50

Technology

93

SPECIFICATIONS – HARDWARE & PERIPHERALS (2/2)

Sl. Name of the Item Norms

7 Laser printer One laser printer to every delivery post office

8 Barcode scanner One barcode scanner each for all counters except SB counters and also one

each for each standby node + one for every 15 postmen

9 Signature scanner One for every 10 SB counters

10 Flat-bed scanner Flat bed scanner is not required to be supplied

11 10 kg weighing scale One 10 kg weighing scale is required for every MPCM Counter. If there are

more than one MPCM counters, one of the weighing scales could be of 50 Kg

category. One weighing scale of 10 Kg may be supplied if there is a full time

treasury posted in the post office. A separate weighing scale of 20 Kg

category may be provided at delivery branch if there are more than 20

postmen

12 20 kg weighing scale

13 50 kg weighing scale

14 UPS 0.4 KVA x (No. of nodes + servers)

15 Genset Twice the capacity of the UPS supplied

Technology

Key Activities Responsible Authorises Supports Consulted

94

ORGANIZATION

Pre-

Operative

Post-

Operative

Division Region Circle Directorate• Define post office requirements

Division Circle CircleRegion• Set up a local team

Directorate

Circle

Directorate

Circle

Directorate

Circle

Directorate

Directorate

• Ensure timely procurement & deployment

process

– Servers, nodes, printers, kiosk, barcode

scanner, OS and RDBMS

– UPS, genset, signature scanner, weighing

scales

Circle Circle Circle Directorate• Commissioning of hardware

Division Region Circle Circle• Installation of software

Division Region Circle Circle• Maintenance

Division Region Circle Circle• System security

Technology

95


Project Arrow

Infrastructure

area compo-

nents in focus

Key focus area

Branding



logos and signage's across all post offices

Human

Resource

• Identify training needs for post office staff

and sensitize them to Project Arrow


Infra-

structure




Technology




96

OVERVIEW

Human Resource

• HR training is key to ensure

that the post office staff is

trained and motivated to

conduct his/her daily tasks

• The aspiration for India Post

is to identify and fulfil all

training requirements and

sensitize staff to project

objectives & requirements


identification of training

needs, preparation of

trainers and complete the

training

• This document lists steps to

be taken and timelines and

also set of specifications

• Postmasters/


undertake these activities in

their post offices

HR

• Defines steps to be

taken with

recommended

timelines

• Recommended

timelines and

milestones

• Specifies

responsibilities for

various activities

• Specifies details

about training

requirements for

staff

• Major activities in

HR, with associated

steps to be taken Activities

Implementation

Details

Organisation

Specifications

Timelines

http://www.photos.com/en/search/close-up?eqvc=1076522&oid=10589454&a=p&pt=&k_mode=any&k_exc=&t_plus=1&cid=&date=&ct_search=&k_var=human resource&first=1&ofirst=&srch=Y&hoid=817ccbc8d518bbd8d4f5e6dd5d14f98e&bl=/en/search/index?a=p&k_var=human resource&k_mode=any&f_plus=1&first=1&

http://www.photos.com/en/search/close-up?eqvc=1076522&oid=10589454&a=p&pt=&k_mode=any&k_exc=&t_plus=1&cid=&date=&ct_search=&k_var=human resource&first=1&ofirst=&srch=Y&hoid=817ccbc8d518bbd8d4f5e6dd5d14f98e&bl=/en/search/index?a=p&k_var=human resource&k_mode=any&f_plus=1&first=1&

Step

No.Activities

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

Steps to be taken

• Awareness programmes

and workshops

• Fill up staff gaps

• Preparation for training

programmes

• Identification &

preparation of trainers

• Training programmes

• Rewarding high

performance


• Awareness for change agents

• Awareness for divisional heads and postmasters

• Awareness for post office staff

• Fill up vacancies in staff

• Complete posting of staff in post offices

• Create database for training

• Prepare action plan for training

• Monitor implementation of training plan

• Selection of WCTC and field trainers

• Selection of agency for soft-skills training

• Selection of retired persons for training of delivery staff

• Training/preparation of trainers

• Training for departmental software & troubleshooting

• Training for soft-skills

• Training for delivery staff

• On-time reimbursements for trainers

• Identify and reward high performing post offices

• Award recharge cards to trainers

HR

97

Pre-

Operative

Post-

Operative

98



Awareness

programmes

and

workshops

HR

Who

Fill up staff

gaps

• Awareness for

change agents

• Get a copy of the Project Arrow bluebook and understand objectives,

requirements etc. thoroughly

• Schedule two days with change agents & circle programme officers in

the first week of programme

• Conduct training

PSCI for

Circles

new to

Project

Arrow

• Awareness for

divisional heads

and postmasters

• Directorate should ensure circles/regions understand the objectives &

requirements of the programme thoroughly

• Schedule two days with divisional heads & postmasters in the second

week of programme

• Get training material from change agent HR


Circles/

Regions

• Awareness for

post office staff

• Circles should ensure postmasters are trained in Project objectives &

requirements

• Schedule a weekend training with post office staff in the third week of

programme

• Get training material from change agent HR


Post-

masters

/ Field

Trainers

• Fill up vacancies

in staff

• Indicate actual number of vacancies in Training Form A

• Take action to fill up postman vacancies through GDS

• Engage outside people for service during peak hours

• If required, outsource data entry and specimen signature scanning

• Refer to revised duties of postmen for data entry in postman module etc

Circles /

Regions

99



HR

Who

Fill up staff

gaps

Preparation

for training

programmes

• Complete

posting of staff in

post offices

Circles/

Regions

• For PM/SPM, post regular staff as far as possible

• Post SPMs in LSG Offices

• Do not post PAs who are about to retire on counters or in jobs relating to

core areas

• Ensure minimum of two years continuity for postings

• Ensure all postings are completed by third week of the project

• Create database

for training

Circles/

Regions

• Postmasters should prepare database of training requirements in

Training Form A and send to Change Agent HR – Circle

• Change Agent HR – Circle should compile information in Training Form

B and send to PTC/WCTC

• Prepare action

plan for training

Circles/

Regions

• WCTC/PTC/PSCI should prepare a training schedule based on number

of seats for training and send to each Change Agent HR – Circle.

• Change Agent HR – Circle should distribute training seats for each post

office to divisional heads

• Each staff should know of the programme dates to attend at PTC/PSCI

three weeks before commencement of the training

• Monitor

implementation

of training plan

Circles/

Regions

• WCTC/PTC/PSCI should inform Change Agent HR – Circle about the

status of attendance of all participants

• Postmaster should monitor completion of all trainings for all staff

personnel and report untrained persons to Change Agent HR – Circle.

• Change Agent HR Circle should review reports and make required

changes in training

100



HR

Who

Identification

and

preparation of

trainers

• Selection of

WCTC & field

trainers

Circles/

Regions

• Circles should identify WCTC trainers and field trainers along with one

back-up trainer for each WCTC trainer

• Selection should be made such that the trainers can continue for the

entire project period

• The WCTC trainers will impart training in departmental software &

trouble shooting while the field trainers in departmental rules

• Selection of

agency for soft-

skills training

Circles/

Regions

• Circles should select a training organization (e.g. a management

institute) for training of soft-skills as per the criteria annexed

• Selection of

retired persons

for training

delivery staff

Circles/

Regions

• Issue a call for volunteers (e.g. using ads, past contacts etc.)

• Form a selection committee comprising of DPS & Director, PTC along

with personnel from local training institute

• Select people to conduct training

• Trainers can be reimbursed @ Rs. 200/75 mins. & TA/DA as admissible

• Training/

preparation of

trainers

Circles/

Regions

• Organize one week training by PTC to train WCTC trainers

• Give relevant training material to all the trainers, including external

agency

101



HR

Who

Rewarding

High

Performance

• Identify and

reward high

performing post

offices

Circles/

Regions

• Obtain a copy of the external audit report of post office in the region/

circle

• Award post office staff according to award specifications as detailed in

the specifications

• Identify high

performing

people and award

recharge cards

Circles/

Regions

• Decide on an award package depending on available budget and

number of trainers (e.g., postmasters, system administrators, field

trainers etc.)

• Award trainers as per the decided package

• Ensure on-time

reimbursement

for trainers

Circles/

Regions

• Instruct the divisional heads to ensure settlement of reimbursements

(e.g. travelling bills) of trainers on-time for smooth training operations

• Divisional heads should monitor and either settle claims or inform the

decision to regional heads

Training

Programmes

• Departmental

software &

troubleshooting

Circles/

Regions

• Soft skills Circles/

Regions

• Delivery staff Circles/

Regions

• Make necessary arrangement for logistics for the training programme

• Remind all participants about the details of the training

• If required, do a dry run of the training with the trainers

• Conduct the training & gather feedback

• Details of training location, duration & participants are available in

specifications section

TIMELINES (1/2)

HR

2015 16 17 184 19

Weeks

1 2 3 5 6 7 8 9 10 11 12 13 14

1. Awareness programmes and workshops

2. Awareness for divisional heads and

postmasters

3. Awareness for post office staff

Fill up staff gaps

4. Fill up vacancies in staff

8. Monitor implementation of training plan

Awareness programs and workshops

7. Prepare action plan for training

6. Create database for training

Preparation for training programs

5. Complete posting of staff in post offices

Pre-operativePost-

operative

Launch+

102

TIMELINES (2/2)

HR

12 13 14 15 20193 1817

Weeks

1 2 164 5 6 7 8 9 10 11

9. Selection of WCTC trainers

10. Selection of agency for soft-skills training

11. Selection of retired persons for training

delivery staff

12. Training/preparation of trainers

Training Programs

13. Training for departmental software &

troubleshooting

15. Training for delivery staff

16. On-time reimbursement for trainers

Rewarding High Performance

18. Award recharge cards to trainers

Identification and preparation of trainers

17. Identify and reward high performing

post offices

14. Training for soft-skills

Pre-operativePost-

operative

Launch+

103

104

• Basis for selection of the high performing post office

• Reward high performing post office

1st Prize

One week foreign training

to PM, PA, Postmen,

System Administrator and

Field Trainer

2nd and 3rd Prize

Cash awards for the

entire staff of the

Post Office

Please refer to criteria for excelling in each Core Area

which is available with the change agents and also on the

India Post website for download

Award Details

SPECIFICATIONS FOR AWARDS

HR

105

SPECIFICATIONS – TRAINING PACKAGES

• Soft skills

• Training for delivery staff

• Departmental software

• Troubleshooting

Duration

12 days

12 days

2 days

Location

WCTC

PTC

WCTC

Who will be trained

Postal assistants

PMs/Supervisors

System administrators

Two PAs from each post office

Duration

3-4 days

6 days

Location

On site

PSCI/PTC

Who will be trained

Postal assistants

Delivery staff

PMs of gazetted offices/Other PMs

Duration

6 sessions (75

minutes each)

6 days

Location

On site

WCTC/Local

computer

training centre

Who will be trained

Delivery staff

Delivery staff

Training Details

HR

106106

ORGANIZATION

Key Activities

Pre-

Operative


PSCI/Circle Not

Applicable

Circle Not

Applicable

Conduct training programmes

Awareness programs and workshops

Division Circle Circle Directorate

Reward high performance

(Recharge cards)

PSCI, PTC,

WCTC

PTC DirectorateRegion

Directorate/

Circle/

Division

Circle for

recharge

cards

Circle Directorate

Filling up of HR gaps

Post-

Operative

Reward high performance

(Rewards to high performing post offices)

Directorate Directorate Directorate Directorate

HR

107


Project Arrow

Infrastructure

area compo-

nents in focus

Key focus area

Branding



logos and signage's across all post offices

Infra-

structure




Technology




Human

Resource



requirements. Implement training modules

108

OVERVIEW

Infrastructure

• Right infrastructure is

essential to give a uniform

look-and-feel to post

offices and facilitate

smooth operations.

• The aspiration for India

Post is to standardize all

required infrastructure

across all post offices in

India.


standard exterior and

interior looks, required

fixtures and furniture.

• This document lists steps

to be taken and timelines

and also set of

specifications

• Postmasters/


undertake these activities

in their post offices

• Major infrastructure

activities along with

associated steps to be

taken

• Details out each step to

be taken

• Recommended timelines

and milestones

• List of specifications of

internal and external

items

• Specifies responsibilities

for various activities

Activities

Implementation

Details

Organisation

Specifications

Timelines

109109

Step

No.Activities

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Steps to be taken


requirements


• Ensure timely

development/

procurement process

• Quality check

• Installation

• Maintenance


• Become familiar with this document to understand

requirements

• Collect field data, analyze gaps and finalize scope of work

• Prepare specifications of required work & items needed

• Allocate people to carry out the required work

• Consolidate requirements and prepare & submit estimates

• Observe prescribed financial procedures

• Take necessary approvals

• Place orders with approved vendors/contractors

• Check quality of samples from vendor/perform inbound

quality check

• Check alignment with branding silo for consistency

• Define a plan for installation, including alternate working

space arrangements

• Monitor installation and ensure completion of all work before

launch date

• Define maintenance plan/review frequency

• Maintain/replace infrastructure as required

Infrastructure

Pre-

Operative

Post-

Operative

110



Define post

office

requirements

Infrastructure

• Become

familiar with

this document

to understand

requirements

• Go through the list of post office infrastructure requirements with

detailed specifications (colour schemes, numbers, object details etc.)

which is included in the specifications section of this document

• All existing infrastructure to be replaced/repaired to conform with the

specifications and any gaps to be filled by fresh installation/ purchase

• Collect field

data, analyze

gaps and

finalize scope

of work

• Identify the category of post office. A post office categorization

includes type – GPO, HPO, MDG, SO

• Define what infrastructure requirements would apply to the post office

given the post office type & its traffic volume

• Determine the gaps in the required infrastructure vis-à-vis the current

state of infrastructure

• Consult other Project Arrow post offices to understand type of

infrastructure

Who

Division

Head

Division

Head


Set up a local

team

Infrastructure

Ensure timely

development/

procurement

Activities Steps to be taken Details Who

111

• Allocate people to

carry out the required

work

• Consolidate

requirements &

observe standard

procedures for

procurement/

contractor selection

• Prepare specifications

of required works &

items needed

• Determine what items need to be purchased and what can be repaired

• Then, determine which work can be done within the post office and which

ones need to be outsourced (e.g., some painting could be done internally)

• Submit list to regional/circle office to decide procurement at region/circle level

• Based on this, develop a list of work required at post office/region/circle level

• Based on the list of work required, allocate team members and the time they

will spend on doing this work

• Clarify roles and expectations to the team

• Develop an implementation timeline (Gantt chart) with milestones

• Get commitment from team members on implementation timelines

• Consolidate the requirements for civil/electrical works & furniture/fixture

works separately

• Decide on the tendering process for each activity

• Use circle knowledge and experience (from Project Arrow Phase I, II)

• Observe financial procedures for procurement with clear terms and

conditions

• Conduct pre-tender assessment of vendors’/contractors’ capabilities

• Take approvals and

place orders with

approved vendors/

contractors

• Get approvals for the tender/quotation rates

• In the work orders, clearly list activities & items to be sourced from vendors,

service level required and terms and conditions

• Issue work orders with clear defined time-lines and specifications of the

activities & items to be provided with provision for pre-delivery quality check

• Division

Head

• Circle

Head

• Division

Head

• Circle

Head

112


Infrastructure


Quality Check

Who

• Check alignment with

branding by validating with

Circle/Directorate Officers

• If required, validate samples with Directorate to ensure that the design, colour &

quality of all infrastructure is in line with branding requirements

• Circle

Head

• Define a plan for the

required works to be done,

including alternate working

space arrangements

• Agree with vendor on timeline for completion of various parts of the total work

• Define time before launch when the infrastructure will be installed

• Ensure work plan is synchronized with other “look & feel” areas such as branding etc.

• Define alternate working arrangements for post office operations for the time period

of civil activities

• Circle

Head

• Check quality of samples

from vendor/perform

inbound quality check

• Define a time period with selected supplier to review samples

• Define what is acceptable quality & failure conditions for each piece of infrastructure

• Ensure samples provided by the supplier meet the acceptable quality

threshold/conduct site visits if required

• Circle

Head

• Monitor progress and

ensure completion of all

work before launch date

• Monitor progress of works and ensure smooth implementation

• Closely monitor for issues/contingencies – develop alternate plans to ensure

completion of all activities before the launch date

• Circle

Head

• Define maintenance plan/

review frequency

• Define the cleaning/maintenance process for various areas & items

• Identify a person for cleaning on a daily basis and for electrical maintenance

• Incorporate the task allotted in the duty chart of the person(s) identified

• Obtain commitment from person(s) identified

• Maintain a log sheet where all responsible person(s) will record maintenance/

cleaning activities

• Division

Head

• Maintain/repair

infrastructure as required

• Monitor post office infrastructure for cleanliness, proper functioning of electrical

appliances etc on weekly basis

• Discuss with staff on the process of maintenance and keep evolving better

procedures

• Division

Head

Infrastructure

works/

Installation

Maintenance


Infrastructure

2 3 204 85 6 7 191817161514131211109

Weeks

1

3. Prepare specifications of required work &

items needed

Set up a local team

2. Collect field data, analyze gaps and finalize

scope of work

1. Become familiar with this document to

understand requirements


8. Place orders with approved vendors /

contractors

7. Take necessary approvals

6. Observe standard procedures required

for tendering

5. Consolidate requirements & prepare and

submit estimates

Ensure timely development/procurement

process

4. Review available capacity of resources and

define team

Pre-operativePost-

operative

113


Infrastructure

17 18 19 203

Weeks

1 2 4 5 6 7 8 9 10 11 12 13 14 15 16

9. Check quality of samples from vendor/

perform inbound quality check

10. Check alignment with branding silo for

consistency

Infrastructure works/Installation

11. Define a plan for the required works to be

done, including alternate working space

arrangements

14. Maintain/repair infrastructure as required

Quality Check

13. Define maintenance plan/review frequency

Maintenance

12. Monitor progress and ensure completion of

all work before launch date

Pre-operativePost-

operative

114

115

Infrastructure

The following parameters need to be standardized for post offices

Interior

Accessories

Exterior

Infrastructure

Display

Furniture

Hall and counter lights

Colour scheme for walls and floor

Information boards & signage

Customer service counters

Customer writing ledges

Storage cupboards

Customer waiting benches

Counter staff chairs

Objects

Colour scheme for walls

SPECIFICATIONS

116

Infrastructure

Exterior

Colour scheme is

white background

with red coloured

highlighted edges

The white coloured

building stands out

in any

surroundings and

red colour gives it

an identity

associated with

Post office since

time immemorial

This will give a

corporate identity

to post office and

will enhance its

corporate image

ExampleName

Walls Wall highlights

- edges

Windows and

doors

Name

Colour scheme

• Walls

• Wall highlights – edges

• Windows and doors

SPECIFICATIONS – COLOUR SCHEME FOR EXTERIORS

117117117

Infrastructure

Colour scheme

• Walls

• Floors

• Wall facing the writing

ledge

• Counters

• Benches and chairs

Interior

Inner walls of the

post office are

white to reflect the

light and to make

the public space

look bigger than

what it is.

Floor is suede

coloured to match

the walls.

The wall facing

writing ledge is

coloured yellow to

provide a bright

spot on otherwise

all white back-

ground and will

protect the wall

from getting spoilt

by gum, ink etc.

WALLS

FLOORS

Wall facing the

writing ledge

Counters Benches/

Chairs

ExampleName Name

SPECIFICATIONS – COLOUR SCHEME FOR INTERIORS

118118118

Infrastructure

Interior

The wall facing

writing ledge is

coloured yellow to

provide a bright

spot on otherwise

all white

background and

will protect the

wall from getting

spoilt by gum, ink

etc.

ExampleName Name

Floor

Wall facing the writing ledge

SPECIFICATIONS – FLOOR / WALL FACING THE WRITING LEDGE

119119119

Infrastructure

Interior

• Counters are

coloured red and

steel grey.

• This is to provide

brightness in

otherwise white

interiors. Red is

also the post

office colour

• Chairs are grey in

colour so that

they match with

the counters and

the flooring

Furniture

Customer service counter

ExampleName Name

SPECIFICATIONS – COUNTERS

120120120

Infrastructure

Furniture


• 19 mm block board finished

with combination of PO red

shade lamination and steel

shade lamination

• Interior counters

are designed

ergonomically

keeping the work

of counter

operations in

mind

• Lights are

provided on the

top to give

enough lighting

at the working

space

• Front of the

counter has an

elevation to

provide some

space to the

customer for

keeping his bag,

papers etc. while

waiting

Front view

Rear view

ExampleName Name


121121121

Infrastructure

Furniture





shade lamination

Interior branding

signage on the top

of the counter has

provision for

lighting and also a

provision for

counter display

board

View – multiple counters

ExampleName Name


122122122

Infrastructure

Furniture

Customer writing ledge




shade lamination

Interior

The writing ledge

is red and steel

grey in colour. It

has shelves for

keeping forms

The writing ledge

also has a

wastepaper basket

attached to it

Customers can use

it for throwing the

wasted paper and

other material

View

ExampleName Name

SPECIFICATIONS – CUSTOMER WRITING LEDGE

123123123

Infrastructure

Furniture

Storage cupboards




shade lamination

Interior

Cupboards behind

the counter for

keeping records

are coloured red

and steel grey.

The cupboards

are lined behind

the counter and

will be in front of

white coloured

walls.

They will match

with counters in

front of them and

will brighten the

otherwise white

back-ground

ExampleName Name

SPECIFICATIONS – STORAGE CUPBOARDS

124124124

Infrastructure

Furniture

Visitor bench

Accessories

Benches are made

of steel and are

steel grey in

colour. The steel

provides strength

and longevity to

bench. Steel grey

colour matches

with floor as well

as with the

counters

ExampleName Name

SPECIFICATIONS – VISITOR BENCH

125125125

Infrastructure

Furniture

Counter staff chairs

Accessories

Chairs are grey in

colour so that

they match with

the counters and

the flooring. They

are comfortable

and ergonomically

designed

ExampleName Name

SPECIFICATIONS – COUNTER STAFF CHAIRS

126126126

Infrastructure

Lighting

Hall and counter lights

Accessories

Bright white fibre

lights to provide

appropriate

lighting in the

public hall

and on the

counters

ExampleName Name

SPECIFICATIONS – HALL AND COUNTER LIGHTS

127

ORGANISATION

Activities

Pre-

Operative

Post -

Operative

Infrastructure


RO / Civil / Electrical Division

CO / SE (Civil / Electrical) Office

CO / CE Office

Set up local teams


Define procurement processes

Ensure timely deployments

Circle

CircleQuality Check

Circle

Maintenance Divisions Division / Region Region / Circle Circle

Divisions Divisions Region / Circle Circle

Civil / Electrical Division


CO / SE / Civil / Electrical Division







Civil / Electrical / Postal Division

128

CONTENTS


Arrow




Project monitoring

Agenda Item Pg no.

2

7

13

66

128

129

FOR PERFORMANCE MONITORING, AN AUTOMATED REPORTING MECHANISM HAS BEEN PUT IN PLACE AT INDIA POST

Aligned with

strategic objectives

• Linked to priorities and scope of organization / department

• Structured approach to choose selected areas and KPIs based

on overall corporate strategy

• Focused number to direct employee priorities

Focused on driving

performance

improvement

• Internal and external benchmarks selected to stretch performance

• Variances clearly highlighted and tracked

• Metrics and targets created with employee input to ensure buy-in

Designed to

provide snapshot

of performance

• Layout designed to facilitate quick assessment of performance

along a number of dimensions

• Use of visual clues (e.g., colours, graphics) to guide user

• Ability for user to quickly drill down

Integrated into

larger performance

management

framework

• Post-office level KPIs along with aggregation at every level to

ensure integration with directorate-level framework

• Input to regularly scheduled performance dialogues

130

DATA FROM POST OFFICE DATA BASE AND WEB-ENTERED DATA WILL BE USED TO CREATE A KPI-BASED PERFORMANCE DASHBOARD

Operational

dashboard reports

Data Repository

Data extracted from PO

databases – verifiable data

Meghdoot

Sanchay

Post

Data manually entered

through web based

system

Online web-based tool

100%

40%

60%

Example Data

• Number of Regd

articles received

• Number of Regd

articles not

delivered

• Age of MO not

delivered

• Number of Regd

articles mis-sorted

• Number of banking

transactions

Example Data

• Number of Ord

articles received

• Number of Ord

articles not

delivered

• Time of mail arrival

• Customer

satisfaction score

• Staff satisfaction

score

• Average waiting

time

2

3

Reporting

Engine

• Data repository

would store data

collected from

individual PO

1

100% = all data

required for KPIs

131

KPIs WOULD BE TRACKED ON A WEEKLY BASISAT A NATIONAL LEVEL

KPI DASHBOARD – National roll up1 (Week ending Dec 13)

KPI Mail & MO delivery

• Per cent mail not sent for delivery (Ord)

• Per cent mail not sent for delivery (Regd)

• Per cent mail not sent for delivery (Speed)

• Per cent mail not delivered same day (Ord)

• Per cent mail not delivered same day (Regd)

• Per cent mail not delivered same day (Speed)

• Per cent MO delivered same day

• Beat Deviation Time

Units

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Minutes

Tolerance

0.00%

0.00%

0.00%

0.00%

5.00%

3.00%

95%

30

Last Week

0.00%

0.00%

0.01%

0.00%

5.67%

2.41%

97.0%

12

This Week

0.16%

0.46%

0.39%

0.01%

5.02%

3.04%

95.0%

8

Status

KPI Office Service Level

• Average wait time

• Customer satisfaction score on quality of

customer interface (out of 10)

• Customer satisfaction score on ambience and

support system (out of 10)

• Staff satisfaction score (out of 10)

• Per cent transactions that exceed time

• Per cent compliance by postmaster on the

prescribed daily check list

Minutes

Number

Number

Number

Per cent

Per cent

15

8

8

8

10%

95%

3.4

9.7

9.8

9.9

0.1%

100.0%

3.4

9.7

9.8

9.9

0.1%

100.0%

KPI below tolerance

KPI within tolerance

1: National roll up is average of all Phase I PO performance

ILLUSTRATIVE

132

TREND LINE CAN ALSO BE DRAWN TO SEE IMPROVEMENT OR DECLINE IN PERFORMANCE

Trend for KPI from Aug 22 to Dec 13 in weekly buckets1

1: Calculated based on reported days in the week (sometimes less than six)

% Ordinary mail delivered % Registered mail delivered

% Speed Post mail delivered % MO delivered

10010010099

90

95

100

105

97

Ordinary mail target

Ordinary mail actual

9798

8988

70

80

90

100

110

120

94 95

Registered mail delivered target

Registered mail delivered actual

989899

80

90

100

110

120

95 9497 97

Speed Post mail delivered target

Speed Post mail delivered actual

98

8584

70

80

90

100

110

120

9594 969497 97

MO delivered target

MO delivered actual

ILLUSTRATIVE

133

KPI Dashboard – Circle roll up1 (Week ending Dec 13)

KPI Mail & MO delivery

• Per cent mail not sent for delivery

(Ord)


(Regd)


(Speed)

• Per cent mail not delivered same

day (Ord)


day (Regd)


day (Speed)

• Per cent MO delivered same day

• Beat Deviation Time

Units

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Minutes

KPI Office Service Level

• Average wait time

• Customer satisfaction score on

quality of customer interface (out of

10)

• Customer satisfaction score on

ambience and support system (out

of 10)

• Staff satisfaction score (out of 10)

• Per cent transactions that exceed

time

• Per cent compliance by postmaster

on the prescribed daily check list

Tolerance

0.0%

0.0%

0.0%

0.0%

5.0%

3.0%

95%

30

AP

0.0%

0.0%

0.0%

0.0%

1.8%

0.3%

96.0%

5.8

Jharkhand

0.0%

0.0%

0.0%

0.1%

1.6%

1.5%

99.7%

5.8

MP

0.0%

0.6%

0.5%

0.0%

10.5%

8.7%

86.3.2%

23.7

Maharas-

htra

0.3%

0.7%

0.5%

0.0%

9.3%

6.0%

92.0%

3.7

NE

0.0%

0.0%

0.0%

0.0%

0.0%

5.6%

100.0%

17.5

Orissa

0.0%

0.0%

0.0%

0.0%

7.8%

4.0%

93.3%

5.3

Rajasthan

1.2%

3.1%

2.8%

0.0%

4.5%

1.9%

98.7%

12.2

Tamil

Nadu

0.0%

0.0%

0.0%

0.0%

5.0%

1.1%

98.8%

2.2

UP

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

98.2%

8.3

Uttara-

khand

0.0%

0.0%

0.0%

0.0%

4.8%

2.5%

89.7%

6.7

Minutes

Number

Number

Number

Per cent

Per cent

15

8

8

8

10%

95%

1.80

10.0

10.0

10.0

0.0

100%

2.00

6.8

7.0

7.3

0.0

75%

3.17

8.2

8.2

8.3

0.0

83%

2.20

7.4

7.4

7.6

0.0

80%

0.00

9.0

9.5

9.5

0.0

100%

15.20

8.0

8.0

8.0

0.0

80%

0.80

10.0

10.0

9.8

0.0

100%

1.11

9.8

9.8

10.0

0.0

100%

2.40

9.8

10.0

10.0

0.0

100%

1.5

7.3

7.3

7.3

0.0

75%

KPI below tolerance

1: Circle roll up is average of PO performance in the Circle

NATIONAL LEVEL KPIS WOULD BE BROKEN INTO CIRCLE-WISE AND EVEN POST OFFICE-WISE PERFORMANCE REPORT

ILLUSTRATIVE

134