Course: Government Process Re-engineering
Day 1
Session 3: Overview of Process Re-engineering & Defining the Problem
Agenda
Defining Government Process Re-engineering
Illustrative examples in GPR & benefits
eGLC- Identifying the need to do GPR
GPR Framework
How to identify & define a problem statement
Elements of a good problem statement
Exercise: Define a sample problem statement
Slide 3
Defining Business Process Re-engineering (BPR)
• BPR is fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed
Michael Hammer and James Champy
− ‘Changing’/’redesigning’/’replacing’/’eliminating’ the activities and/or sub-processes and/or processes related to a service to improve service quality i.e.
• Minimize Time, Cost, Complexity
• Improve Transparency, Convenience and Experience
− GPR may address all or some of the service quality attributes
− Government Process Re-engineering (GPR) has evolved from applying Business Process Re-engineering (BPR) concepts to Government Services
Slide 4
Need for GPR in e-Governance
− IT enablement (without) GPR provides results to the stakeholders, but may not address all the attributes of service quality
− In particular, IT enablement of an inefficient business process can only lead to ‘inefficient IT enabled process’ – delivering the same results with marginal improvement
− GPR may support organizations in dramatic improvement of performance and application of IT on reengineered processes will yield better results for stakeholders
Perf
orm
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Mea
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Benefits through Typical Quality Initiatives
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Slide 5
BPR/GPR success stories – (1/3)
• Indian RailwaysIssuance of passenger ticket
1. Physically going to the counter2. Filling up application form3. Submission at the counter4. Confirmation of the ticket 5. Payment6. Printing of the ticket on pre-printed government stationary7. Delivery of ticket
Total time could be between 2 to 3 hours including travel and queue time
Slide 6
BPR/GPR success stories• Indian Railways ..Fundamental rethinking Radical redesign Achieve dramatic improvements
Do we really need to be physically present at the counter?
Do we really need to submit the application form?
Do we really need to have the ticket on pre-printed railway stationary?
Can the ticket information be made more easily available to the passenger
Book tickets online
Make payment through credit / debit card
Print ticket yourself
Send SMS <PNR> to find out the status of bookingAccess to information on www.irctc.co.in
No hassle of queuing up
No hassle of traveling to the booking counter
Convenience of booking tickets anytime, and anywhere
Freedom from travel agents
Government savings on manpower, and stationary
Max 10 mins
Slide 7
Slide 8
BPR/GPR success stories – (2/3)
• Passport Seva Project
Passport Application and Issuance of passport
1. Physically going to the Regional Passport Office2. Filling up and submitting form, at the counter3. Verification of documents4. Payment of requisite fee5. Sending request to jurisdictional police station for verification6. Physical verification by police at a later date7. Sending of police verification report to RPO8. Approval of passport and delivery through post office
Total time could be between 30 to 45 days from submission of application to delivery of passport
Slide 9
Problems with the passport process
− Time taken in police verification is the major contributing factor to delay in passport issuance
− Time taken for submission of the application is more than 2 hrs
− Less number of counters for accepting the applications resulting in longer queues
− Complex application forms and attachments required for submission, resulting in citizens taking help from agents for filling up forms
− Large number of human touch points and lack of guidance from staff members
− No status tracking mechanism for the passport application
− No formal grievance redressal channels
Slide 10
BPR/GPR success stories• Passport Seva ..
Fundamental rethinking Radical redesign Achieve dramatic improvements
Can we eliminate / reduce the waiting time at the RPO?
Can we provide multiple channels for verification of documents?
Can we waive off police verification in some cases / do a post verification?
How can we reduce the time involved in police verification?
Submit application online and get appointment for verification
Online payments
Get documents verified at RPO / other channels at appointed time
System alert sent to police station for verification
Post verification by police based on Business Rules
No hassle in queuing up at the RPO
Police verification delays reduced
Overall time taken for getting passport reduced considerably
Reduced workload on RPO staff
Increased citizen satisfaction
Slide 11
Some indicators of the dramatic improvement
Sl.No Item of Passport Issuance Process Existing System Proposed System
1 Time taken for Tatkaal Passport. 7 to 14 days 1 day
2 Time taken for Normal Passport. 30 to 45 days 3 days
3 No. of Passport outlets. 4877
(including 2 to 3 in each metropolitan city)
4 Waiting time to submit application 2 to 3 hours 45 minutes (anywhere submission)
IV No. of public dealing counters at passport outlets 345 1250
V Public dealing hours per working day 4 7
Source: www.passportindia.gov.inSuch dramatic changes would not have been possible without making fundamental changes in process (e.g. police verification)
Slide 12
Slide 13
Slide 14
BPR/GPR success stories – (3/3)
• State Bank of India
Request for a Demand Draft1. Physically going to the branch / counter2. Filling up the application form3. Submission of form4. Verification of signature5. Preparation / printing of DD6. Signature of the official(s)7. Delivery of DD
Total time could be between 1.5 to 2.5 hours including travel and queue time
Slide 15
BPR/GPR success stories• State Bank of India
Fundamental rethinking Radical redesign Achieve dramatic improvements
Do we really need to be physically present at the branch / counter?
Do we really need to submit the application form at the counter?
Can we do away with signature verification at the counter?
Issue DD on line
Transfer funds electronically from your own account
Verification through user id and password
Request the bank to courier the DD directly to the beneficiary
No hassle of queuing up
No hassle of traveling to the bank branch
Convenience of issuing DD anytime, and anywhere
Freedom from Babus of the bank
Government savings on manpower
Max 10 mins
Slide 16
Slide 17
Identifying the need to do GPR
e-Governance Project Lifecycle (eGLC)
1. E-Governance Strategy
Development
2. Current State Assessment
3. Future State Definition
4. Implementation approach and
sourcing
5. Develop and implement IT
system
6. Operate and sustain
Project Management Office/Unit
Change Management and Communications
Slide 18
e-Governance Project Lifecycle (eGLC)
E-Governance Strategy
Development
Current State Assessment
Future State Definition
Implementation approach and
sourcing
Develop and implement T
system
Operate and sustain
Needs Assessment
Define clear vision & objectives
Prioritization of services and projects
Incorporate domestic and global learnings
Identify institutional structures & capacities for implementation
Define funding requirements
Define monitoring and evaluation approach…
Critical assessment of current business processes and pain areas
Best practices in similar environments
Assess legal framework and current limitations
Assess current ICT systems and their ability to support future plans
Assessment of current capacities at all levels and their preparedness for e-governance..
Process reengineering & to –be process definition
Identity IT enablement opportunities & requirements
Define changes to legal & regulatory environment
Develop People change and capacity building plan
Develop project awareness and communication requirements…
Define implementation approach and phasing plan (functional and geographic)
Assess detailed funding requirements and business model
Develop vendor evaluation and selection criteria
Develop KPIs and performance levels for services and systems
Develop RFP
Bid evaluation and vendor selection
Definition of detailed functional and technical requirements
System design and development
Software quality assurance, acceptance testing and auditing
Training and capacity building
Change management and project communications
Project documentation
Project go-live
System operations and maintenance
Software change management
Rollout services and systems (functionality and geography)
Objectives and benefits evaluation and reinforcement
Sustained change, capacity building and communications..
Slide 19
e-Governance Project Lifecycle (eGLC)
Needs Assessment
Define clear vision & objectives
Prioritization of services and projects
Incorporate domestic and global learnings
Identify institutional structures & capacities for implementation
Define funding requirements
Define monitoring and evaluation approach…
Critical assessment of current business processes and pain areas
Best practices in similar environments
Assess legal framework and current limitations
Assess current ICT systems and their ability to support future plans
Assessment of current capacities at all levels and their preparedness for e-governance..
Process reengineering & to –be process definition
Identity IT enablement opportunities & requirements
Define changes to legal & regulatory environment
Develop People change and capacity building plan
Develop project awareness and communication requirements…
Define implementation approach and phasing plan (functional and geographic)
Assess detailed funding requirements and business model
Develop vendor evaluation and selection criteria
Develop KPIs and performance levels for services and systems
Develop RFP
Bid evaluation and vendor selection
Definition of detailed functional and technical requirements
System design and development
Software quality assurance, acceptance testing and auditing
Training and capacity building
Change management and project communications
Project documentation
Project go-live
System operations and maintenance
Software change management
Rollout services and systems (functionality and geography)
Objectives and benefits evaluation and reinforcement
Sustained change, capacity building and communications..
The highlighted activities in EGLC are carried out as part
of the GPR exercise
E-Governance Strategy
Development
Current State Assessment
Future State Definition
Implementation approach and
sourcing
Develop and implement T
system
Operate and sustain
Slide 20
Approach to GPR
Problem Identification and
Definition
Define vision and objectives for GPR
Process Study and Documentation Process Analysis
Process Reengineering & Defining To-be
processes
Process implementatio
n /IT enablement &
validation
Analysis of citizen grievances & complaints and pro-active Voice of Customer surveys
Analysis of issues raised
Identification of problem and defining unambiguous problem statements
Problem Identification and Definition
Slide 21
Approach to GPR
Problem Identification and
Definition
Define vision and objectives for GPR
Process Study and Documentation Process Analysis
Process Reengineering & Defining To-be
processes
Process implementatio
n / IT enablement &
validation
Define vision for GPR, from problems identified, service priority
Analyse services portfolio and undertake service prioritisation exercise
Define measurable objectives for the GPR exercise
Define vision and objectives
for GPR
Slide 22
Approach to GPR
Problem Identification and
Definition
Define vision and objectives for GPR
Process Study and Documentation Process Analysis
Process Reengineering & Defining To-be
processes
Process implementatio
n / IT enablement &
validation
Study process flow, actors, policies, process stages
Documenting as-is processes and creating Process Maps
Recording time and other data elements for each process step
Validation of process documentation from dept.
Identify and classify PIEs for the processes
Process Study and
Documentation
Slide 23
Approach to GPR
Problem Identification and
Definition
Define vision and objectives for GPR
Process Study and Documentation Process Analysis
Process Reengineering & Defining To-be
processes
Process implementatio
n / IT enablement &
validation
Root cause analysis of process issues and identification of root causes
Analyzing process efficiency - Value Adding and Non Value Adding steps
Analyzing process complexity – Data entry points, Hands off points etc
Definition of key metrics and arriving at baseline indicators (TAT, error rate etc)
Process Analysis
Slide 24
Approach to GPR
Problem Identification and
Definition
Define vision and objectives for GPR
Process Study and Documentation Process Analysis
Process Reengineering & Defining To-be
processes
Process implementatio
n / IT enablement &
validation
Elimination or automation of Non Value Adding / redundant activities
Identification of solutions (re-engineered process)
Evaluation and selection of best solution
Definition of To-be processes based on the evaluation
Finalization of To-be processes with department
Setting of target KPIs
Process Re-engineering & Defining To-be
processes
Slide 25
Approach to GPR
Problem Identification and
Definition
Define vision and objectives for GPR
Process Study and Documentation Process Analysis
Process Re-engineering & Defining To-be
processes
Process implementatio
n / IT enablement &
validation
Implementation of re-engineered processes
Implementation of IT system to handle re-engineered process flow
Putting in place mechanisms to monitor KPIs and continuous improvement
Change Management, Legal Framework changes etc
Process implementatio
n / IT enablement &
validation
Slide 26
Why Organizations do GPR/BPR?
• To address the specific concerns of the stakeholders (citizens/Businesses/ employees)
• To address the challenges and issues in the services and service delivery
• To improve the quality of the services
• To adopt best practices from similar environments
• To address the changing needs of the customers (citizens and businesses) and the government
In Summary, GPR is undertaken to address ‘problems’ or ‘needs’ of the organization or its customers with an objective to improve the overall quality of the services
Slide 27
Illustrative problems reported in Government Services
• It takes lot of time to get the service
• It calls for too many visits to the department for completion of service
• It is expensive to complete the transaction
• The welfare benefits of government are not reaching the eligible families
• Healthcare services not delivered on time
• Land records management framework not ensuring ownership of the properties
• It takes very long to get the welfare benefits…
Slide 28
How are the problems or needs identified?
• Concerns raised by customers (citizens/businesses) – Voice of Customer
• Concerns raised by internal stakeholders – employees
• Through independent research/media
Slide 29
Proactive MethodsReactive Methods
There are two ways to gather VOC information
Voice of Customer
Information comes through customer initiative• Customer complaints and
grievances• Media…
Information comes thoughGovernment's initiative• Surveys / Questionnaires• Focus groups• Interviews• Custodian feedback• Point of Service contact..
How are the problems or needs identified?
At present most of the problems or challenges are identified through reactive methods….
Slide 30
Need for proactive methods for problem identification?
• Many successful government/private sector organizations ‘listen’ to the customers to identify and ‘address’ their problems and needs at a very early stage
− Through proactive methods
• To build confidence in the customers
• To enhance overall image of the organization
• To minimize the impact of the problems to larger segment of customers
• To improve competitiveness – applicable for government as well..
The most proactive and caring governments today are able to attract maximum investments in the country or globally
Slide 31
• The key to achieving customer satisfaction is:− To understand the stated & unstated needs of customers, and− To incorporate them in the service delivery
• Why do we need to capture the Voice of Customer (VoC) for this?
• We need to capture VoC data because− Customers change− Needs of customers change− We must deliver what the customers want, not what we “think” / “know” they want− Customer needs are not always spoken
Need for proactive methods for problem identification?
Slide 32
Kano’s model^ of Customer Satisfaction allows us to understand the various types of Customers’ needs
• Based on Kano’s model, we can define customer needs into the following types− Basic− Performance, and− Delight
• It allows us to differentiate among the three needs and understand how they impact customer satisfaction levels
Dissatisfaction
Satisfaction
Requirement unfulfilled
Requirement fulfilled
Basic
Delight
Performance
^ The Kano model is a theory of product development and customer satisfaction developed in the 80's by Professor Noriaki Kano
Indifference Zone
Need for proactive methods for problem identification?
Slide 33
Understanding how different types of needs impact customers
• Basic needs to be met (Must-Haves)− Unspoken but Expected− No satisfaction if fulfilled but can cause dissatisfaction if not fulfilled
e.g. No error in Passport Details
• Performance needs to be fulfilled− Spoken and Expected− Fulfillment leads to satisfaction and Non-fulfillment leads to dissatisfaction
e.g. Passport received within SLA of 40 – 45 days
• Delight needs (Wow effect)− Unspoken and not expected− Delighted if sensed and fulfilled proactively, Not dissatisfied if not fulfilled
e.g. Police calls on day of application submission to set up appointment for verification e.g. Passport delivered to house within 5 days op application
Need for proactive methods for problem identification?
Slide 34
Understanding how different types of needs impact customers
• Basic needs to be met (Must-Haves)− Unspoken but Expected− No satisfaction if fulfilled but can cause dissatisfaction if not fulfilled
e.g. No error in Passport Details
• Performance needs to be fulfilled− Spoken and Expected− Fulfillment leads to satisfaction and Non-fulfillment leads to dissatisfaction
e.g. Passport received within SLA of 40 – 45 days
• Delight needs (Wow effect)− Unspoken and not expected− Delighted if sensed and fulfilled proactively, Not dissatisfied if not fulfilled
e.g. Police calls on day of application submission to set up appointment for verification e.g. Passport delivered to house within 5 days op application
Over a period of time Delight needs become Performance needs and then Basic needs. We will have to constantly sense the Delight needs and service the
customer to build a quality organization
Need for proactive methods for problem identification?
Slide 35
Need for proactive methods for problem identification?
We have good examples in Government – Ministry of Corporate Affairs (MCA)
• MCA has implemented e-Governance initiative i.e. MCA21 for facilitating online services to the companies / entrepreneurs
Online registration of companies
Online filing of returns …
• MCA has identified certain key benefits for its customers
Reducing the time in transacting with the Ministry
Reducing the cost in transacting with Ministry
Slide 36
Need for proactive methods for problem identification?We have good examples in Government – Ministry of Corporate Affairs (MCA)
• Post system implementation, Ministry has created framework for listening to the customers at regular intervals through proactive methods to identify:
− Benefits from the new system
− Areas of improvement in the new system
− Challenges/issues in the new processes/systems
• Ministry has worked on addressing the identified issues and challenges to strengthen the systems and processes
• MCA21 is regarded as one of the most successful e-Governance initiatives in India and industry has experienced a true service transformation
Listening to customers helps significantly……………..
Slide 37
• Using VoC, organizations can incorporate customer feedback into strategic decisions/directions:
− What customer needs exist that we are not currently meeting?
− What services customers feel are unnecessary?
− What services customers feel are painful?
− What services customers feel are complex?
− How does our service compare to other (state) governments?
− What are the current world class levels of performance?
• Organizations can use this to identify problems and needs, incorporate the findings into product/process/service design
• This VOC data can also be used to drive process improvements
Need for proactive methods for problem identification?
Slide 38
• At the point of service delivery
Filling up of questionnaires/forms by citizens during or upon completion of the service/Transaction
• Focused surveys on identified stakeholder groups through questionnaires, workshops, group discussions, one to one interviews..
• Independent market research/Survey by professional organizations
• Experience it your self
• Feedback mechanisms/helpdesks/call centers for receiving feedback..
• Online polls
• Observe the service delivery points/environments to identify the problems/challenges encountered by the customers
How can we get inputs from Customer Experience
Slide 39
Need for identifying or defining the ‘problem’ right?
To find right answers/right solutions, it is important to understand/ define the problems or needs right…
Slide 40
Common challenges with Needs/Problems reported/identified..
• The services are of very poor quality
• There is no transparency in government services
• I am not satisfied with the services
• We need to computerize this process/workflow (problems don’t define solutions)
• It is too expensive to deal with government
None of these problem statements hint at the real ‘problems’ – they don’t identify the specific problems or specific needs with a specific service/specific
task or specific output…
Such problems are difficult to resolve….
Slide 41
Understanding Problem Statements
• What is a Problem Statement?− A Problem Statement is a specific description of the current situation
of the problem that will be addressed by the organization in measurable terms
• Why develop a problem statement?− To develop a shared understanding of the problem that the
organization is trying to address
Slide 42
Understanding Problem Statements
• Example of good problem statements (illustrative only)
− Only 40% of the ration items distributed through PDS are reaching eligible families
− It takes approximately two months to obtain death certificate
− It requires minimum of ten visits to get the pension amount sanctioned….
− Process for Passport Issuance on Turn Around Time metric is operating at only 38% within SLA
− It takes 2-4 hours to get the railway reservation done in Metro cities in India for reservations across the counter…
Slide 43
So what makes a good Problem Statement?
• A good Problem Statement
− States the effect and not the cause (What is wrong & not Why it is wrong)
− Focuses on the gap (between “What Is” & “What should be”)
− Is measurable (How often, How much, When)
− Is specific (avoids broad & ambiguous categories)
− Is a statement, not a question
− Focuses on the “Pain Area” (How Customers / Citizens, Employees and the Government are affected)
Slide 44
So how do you write good Problem Statements?
• Focus on the following questions− Which outputs don’t meet expectations?− When and where do the problems occur? − How big is the problem?− What is the impact of the problem?
• Things to be careful of / avoid− Avoid pre-determined solutions− Do not blame people− Ensure that the problem statement is easily understandable by all− Avoid including “Why”, “lack of”, “due to” since they may imply solutions and thus
mislead team members
Slide 45
Exercise: Define a Problem Statement
Rules
− Discuss and develop a suitable problem statement based on the current situation− Present your Problem Statement to the workshop participants and get feedback
Time Frame− 10 Minutes for the exercise− 15 Minutes for discussion
Slide 46
When are the Problems identified in e-Governance Project Lifecycle?
1. e-Governance Strategy
Development
2. Current State Assessment
3. Future State Definition
4. Implementation approach and
sourcing
5. Develop and implement IT
system
6. Operate and sustain
• The business level challenges/problems are identified and analyzed at e-Governance Strategy level
• The strategy should clearly identify the business problems and should focus on addressing or solving the business issues confronted by the organization
• The goals and objectives defined under e-Governance strategy shall be based on the problems/challenges or priority areas of the business
• These goals and objectives defined in e-Governance strategy shall form the key inputs for GPR
Slide 47
End of Session