Delhi, January 29 2008 - WordPress.com · Project Arrow is about revitalizing our organization,...
Transcript of Delhi, January 29 2008 - WordPress.com · Project Arrow is about revitalizing our organization,...
0
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
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
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
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
1313
CORE AREA COMPONENTS
• Project Arrow
core area
components
included for
improvement
• 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 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
1515 15
GOALS AND ISSUES
Sorting and dispatch
Mail collection
Mail delivery
Mail receipt & beat sorting
• 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
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
Collection
1
2
3a
3b
Activities
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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
How? – Implementation details Who?
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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
How? – Implementation details Who?
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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
Supdt (Post Offices)2 2
• Identify load assessment/balancing between beats – are all beats carrying roughly the same amount of mail to the
extent possible
Supdt (Post Offices)3 3
• If problems are found with beat planning (some beats are too long, some are too loaded etc.) conduct beat
rationalization exercise
Supdt (Post Offices)4 4
• 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
Supdt (Post Offices)5 5
• 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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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
CORE AREA COMPONENTS
• Project Arrow
core area
components
included for
improvement
Key focus area
Remittances
Savings
Bank
Office
Service
Level
• Improve core processes such as money order
delivery and use of electronic remittances
• Improve customer experience in post office in
terms of appearance, availability of information,
waiting time and staff interaction
• Improve mail operations at a post office: Mail
Receipt, Sorting, Delivery, Collection and
Dispatch
• Simplify account opening, closure, transfer
& deceased claim processes, ensure cash
availability & reduce transaction times
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
• List of goals for India Post
SB operations
• List of problems observed
from post office visits
• Key performance
indicators (KPI) for
Savings Bank and KPI
targets
• List of activities to
improve savings bank
operations in post officesActivities
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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
How? – Implementation details Who?
• 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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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?
How? – Implementation details Who?
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
CORE AREA COMPONENTS
• Project Arrow
core area
components
included for
improvement
Key focus area
Remittances
Savings
Bank
Office
Service
Level
• Improve mail operations at a post office: Mail
Receipt, Sorting, Delivery, Collection and
Dispatch
• Improve core processes such as money
order delivery and use of electronic
remittances
• Improve customer experience in post office in
terms of appearance, availability of information,
waiting time and staff interaction
• Simplify account opening, closure, transfer &
deceased claim processes, ensure cash
availability & reduce transaction times
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
• List of goals for India Post
Remittances operations
• List of problems observed
from post office visits
• Key performance
indicators (KPI) for
remittance services and
KPI targets
• List of activities to
improve remittance
operations in post officesActivities
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
No.Issues Issue drivers
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
How? – Implementation details Who?
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
How? – Implementation details Who?
Why?
Activity 2Remittance
• 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
How? – Implementation details Who?
Why?
Activity 3Remittance
• 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
How? – Implementation details Who?
Why?
Activity 4Remittance
• 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
How? – Implementation details Who?
Why?
Activity 5Remittance
• 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
CORE AREA COMPONENTS
• Project Arrow
core area
components
included for
improvement
Key focus area
• Improve mail operations at a post office: Mail
Receipt, Sorting, Delivery, Collection and
Dispatch
Office
Service
Level
• Improve customer experience in post office
in terms of appearance, availability of
information, waiting time and staff
interaction
Savings
Bank
• Simplify account opening, closure, transfer &
deceased claim processes, ensure cash
availability & reduce transaction times
Remittances
• Improve core processes such as money order
delivery and use of electronic 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
• List of goals for India Post
OSL operations
• List of problems observed
• Key performance
indicators (KPI) for Office
service level and KPI
targets
• List of activities to
improve office service
level operations in post
offices
Activities
55 55
GOALS AND ISSUES
IssuesGoalsFunctional Areas
Office Service Level
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
Office Service Level
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
Office Service Level
ACTIVITIES FOR IMPROVEMENTS
Activity
No.Issues Issue drivers
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
How? – Implementation details Who?
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
How? – Implementation details Who?
Why?
Activity 2Office service level
• 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
How? – Implementation details Who?
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
Activity 3Office service level
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
• 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
How? – Implementation details Who?
Why?
Activity 4Office service level
• 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
How? – Implementation details Who?
Why?
Activity 5Office service level
• 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
• Postmaster / Divisional Head
• 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
Activity 6Office service level
• 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.
Activity 7Office service level
• Please refer the HR silo in the Look-and-feel section.1
65
IMPLEMENT CUSTOMER SATISFACTION SURVEY PROCESS
How? – Implementation details Who?
Why?
Activity 8Office service level
• 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
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
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
IMPLEMENTATION DETAILS (2/3)
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
IMPLEMENTATION DETAILS (3/3)
Branding
Installation
Maintenance
Activities Steps to be taken Details
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
TIMELINES AND MILESTONES (2/2)
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
Technical description ExampleName
• 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
Technical description ExampleName
• 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
LOOK & FEEL AREA COMPONENTS
Project Arrow
Infrastructure
area compo-nets
in focus
Key focus area
Infra-
structure
• Identify and complete all infrastructure
requirements in post offices to change post
office “look & feel” to Project Arrow standard
Technology
• Identify and implement technology
components required in Project Arrow post
office
Human
Resource
• Identify training requirements for post office
staff to sensitize them to Project Arrow
requirements. Implement training modules.
Branding
• Ensure consistent brand image for India Post
through uniform and exhaustive use of brand
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/
superintendents should
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
8484
Step No.
Activities
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Steps to be taken
• Define post office
requirements
• Set up a local team
• Ensure timely
procurement &
deployment process
• Commissioning of
hardware
• Installation of software
• Maintenance
• System security
ACTIVITIES AND STEPS TO BE TAKEN
• Get post office requirements specifications
• Calculate hardware, software & networking requirements
• Review available resources
• Prepare blue print for site preparation
• Observe financial procedures required for procurement
• 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
IMPLEMENTATION DETAILS (1/4)
Activities Steps to be taken Details
Define post office requirements
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
• Observe financial procedures required for procurement
• 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
Directorate / Circle Head*
• Coordinate supply of hardware & WAN deployment
• Initiate procurement process with the vendors
• Coordinate with vendors for timely supply of hardware
Directorate / Circle Head*
• 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
IMPLEMENTATION DETAILS (3/4)
Activities Steps to be taken Details
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
IMPLEMENTATION DETAILS (4/4)
Activities Steps to be taken Details
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
TIMELINES AND MILESTONES (1/2)
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
Define post office requirements
1. Get post office requirements specifications
6. Take necessary approvals & place orders
with approved vendors
Pre-operativePost-
operative
Launch+
89
TIMELINES AND MILESTONES (2/2)
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
LOOK & FEEL AREA COMPONENTS
Project Arrow
Infrastructure
area compo-
nents in focus
Key focus area
Branding
• Ensure consistent brand image for India Post
through uniform and exhaustive use of brand
logos and signage's across all post offices
Human
Resource
• Identify training needs for post office staff
and sensitize them to Project Arrow
requirements. Implement training modules.
Infra-
structure
• Identify and complete all infrastructure
requirements in post offices to change post
office “look & feel” to Project Arrow standard
Technology
• Identify and implement technology
components required in Project Arrow post
office – such as WAN, internet kiosk etc.
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
• Key components include
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/
superintendents should
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
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
ACTIVITIES AND STEPS TO BE TAKEN
• 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
IMPLEMENTATION DETAILS (1/4)
Activities Steps to be taken Details
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
• Conduct training
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
• Conduct training
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
IMPLEMENTATION DETAILS (2/4)
Activities Steps to be taken Details
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
IMPLEMENTATION DETAILS (3/4)
Activities Steps to be taken Details
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
IMPLEMENTATION DETAILS (4/4)
Activities Steps to be taken Details
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
Responsible Authorises Supports Consulted
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
LOOK & FEEL AREA COMPONENTS
Project Arrow
Infrastructure
area compo-
nents in focus
Key focus area
Branding
• Ensure consistent brand image for India Post
through uniform and exhaustive use of brand
logos and signage's across all post offices
Infra-
structure
• Identify and complete all infrastructure
requirements in post offices to change post
office “look & feel” to Project Arrow standard
Technology
• Identify and implement technology
components required in Project Arrow post
office – such as WAN, internet kiosk etc.
Human
Resource
• Identify training requirements for post office
staff to sensitize them to Project Arrow
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.
• Key components include
standard exterior and
interior looks, required
fixtures and furniture.
• This document lists steps
to be taken and timelines
and also set of
specifications
• Postmasters/
superintendents should
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
• Define post office
requirements
• Set up a local team
• Ensure timely
development/
procurement process
• Quality check
• Installation
• Maintenance
ACTIVITIES AND STEPS TO BE TAKEN
• 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
IMPLEMENTATION DETAILS (1/3)
Activities Steps to be taken Details
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
IMPLEMENTATION DETAILS (2/3)
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
IMPLEMENTATION DETAILS (3/3)
Infrastructure
Activities Steps to be taken Details
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
TIMELINES AND MILESTONES (1/2)
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
Define post office 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
TIMELINES AND MILESTONES (2/2)
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
Customer service counter
• 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
SPECIFICATIONS – COUNTERS
121121121
Infrastructure
Furniture
Customer service counter
• 19 mm block board finished
with combination of PO red
shade lamination and steel
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
SPECIFICATIONS – COUNTERS
122122122
Infrastructure
Furniture
Customer writing ledge
• 19 mm block board finished
with combination of PO red
shade lamination and steel
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
• 19 mm block board finished
with combination of PO red
shade lamination and steel
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
Responsible Authorises Supports Consulted
RO / Civil / Electrical Division
CO / SE (Civil / Electrical) Office
CO / CE Office
Set up local teams
Define post office requirements
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
Civil / Electrical Division
CO / SE / Civil / Electrical Division
Civil / Electrical Division
Civil / Electrical Division
CO / SE / Civil / Electrical Division
Civil / Electrical Division
Civil / Electrical Division
CO / SE / Civil / Electrical Division
Civil / Electrical / Postal Division
128
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
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)
• 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
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