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Delhi, January 29 2008

STICKER

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STICKER Legen d Legen d Legen d Legen d Legen d

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Foreword
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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

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

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CONTENTS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Topic Objectives and structure of Project Arrow

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Blue Book objectives & guidelines

7

Blue Book by Silo – Core operations

13

Blue Book by Silo – Look & feel

66

Project monitoring
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128

CONCEPTUALIZATION OF PROJECT ARROW
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STICKER STICKER Legen d Legen Potential of India Post Legen d d Legen d Legen India Post has over d

Present Scenario

• 70% of India’s 1.1
billion people live in rural areas Make post office the “window to the world” for ‘aam aadmi’.

• Most villages &
small towns do not have enough connectivity /outlets to the mainstream economy

1.55 lakh post offices across India, with more than 1.25 lakh in rural areas vast network provides a huge opportunity to connect remote areas with the mainstream

• This

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Project Arrow conceived in April 2008 • Focus on improving the core operations of post offices & Footnote • Enhancement of “look and feel” to create a unique identity

SCOPE AND OBJECTIVES OF PROJECT ARROW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Scope

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• Focused efforts to significantly improve
"Get the core right" four core areas of the postal service – Mail delivery – Savings Bank – Remittances – Office service levels

STICKER Legen d Legen Objectives d Legen d Legen Make a visible, tangible, d and Legen noteworthy difference in post d

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

• Broad approach to upgrade, enhance
"Modernize the look and feel" capacity and quality in – Branding – Technology – Human resource – Infrastructure

• Set the foundation for a
comprehensive transformation of India post

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PROJECT COVERS 8 SILOS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) “Get the core right”
Mail delivery 1 Savings bank 2 Office service level 3

STICKER STICKER Legen d Legen 4 d Remittances Legen d Legen Delivery of money d Legen orders on the day of d

• Ensure same day • Reduce transaction • Improve
delivery of mail received and same day dispatch of mail collected time at counters and for account transfer/closure and settlement of deceased claim cases

customer • satisfaction along all parameters from receipt and appearance to providing weboperations enabled remittance services

“Modernize the look and feel” HR 5 Infrastructure 6 Technology 7 Branding 8

• Identify roles and • Develop
job descriptions for all & design suitable training packages to enhance operational and soft skills of staff
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• Decide on required • Ensure
hardware, software and connectivity to enable post offices to provide all IT enabled services even in rural areas

standardised and consistent interior and exterior blueprint and ensure uniform implementation

uniform brand hierarchy as well as consistency for all products and services

PROJECT ARROW - A UNIQUE APPROACH
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STICKER STICKER Legen d Legen d Legen d Legen d Legen d

Project Arrow Key Elements 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

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CONTENTS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Topic Objectives and structure of Project Arrow

STICKER STICKER Legen Pg d no. Legen d Legen d Legen d Legen d 2

Blue Book objectives & guidelines

7

Blue Book by Silo – Core operations

13

Blue Book by Silo – Look & feel

66

Project monitoring
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128

PROJECT TEAM STRUCTURE (1/2)
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Programme sponsor MOS (C & IT) Jyotiraditya M Scindia

Steering Committee

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

Core team Programme leader Programme office Secretary (Posts) Radhika Doraiswamy 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)

Work Stream Leader “Get the Core Right” Member (Development) S. Samant

Work Stream Leader “Look and Feel” Member (Personnel) R.K. Singh

1 Change agent Mail Delivery

2 Change agent Office Service Level

3 Change agent Remittances Manisha Sinha Director (FS)

4 Change agent Saving Bank Vasumitra DDG (FS)

5 Change agent Branding B. Selva Kumar AGM (M)

6 Change agent Technology V K Gupta Director (Tech)

7 Change agent Human Resources Aruna Jain DDG (Training)

8 Change agent Infrastructure Kamlesh Chandra DDG (P)

M. Prasher Alok Sharma CGM * (MBD) Footnote GM (Speed Post) Source: Source

PROJECT TEAM STRUCTURE (2/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Ashish Kumar, Dir. (Mails)
1 Change Agent Mail Delivery G. V. Sawaleshwarkar, Dir (MB) Rishikesh, Director (Mail Project) M. Prasher, CGM (MBD) 5 Change Agent Branding B. Selva Kumar, AGM (M) Col D. V. Mahesh, Dir. APS

STICKER STICKER Legen d Legen Neeraj Kumar, Director (PO) d Legen d Legen Dinesh Sharma, ADG (RB) d Legen d
S. Rajinder Kr, Dir. PTC, Mysore Dr. Kushal Pathak, Director PMU Ravi Babu, DD (Tech) Samir Tuli, ASP (IT), DL Circle

2 Change Agent Office Service Level Alok Sharma, GM (PLI)

Manju Kumar, Director, (Phil) Amrit Raj, AGM (P&L) Rajul Bhatt, DGM (M)

6 Change Agent Technology V. K. Gupta, Director (Tech)

S. Sampath, Dir. PTC Vadodara 3 Change Agent Remittances Manisha Sinha, Director (FS) Shanti Prakash, ASP (PO) B. P. Sridevi, Dir. (Estt & Trg) Shipra Sharma, ADG (IMTS) S. K. Gupta, DO (Cord.) 7 Change Agent Human Resources Aruna Jain, DDG (Training) L. N. Sharma, Dir. PTC, Saharanpur V. Rajarajan, Dir. PTC Madurai

CE (Delhi ) 4 Change Agent Savings Bank Vasumitra, DDG (FS) * Footnote Source: Source Rajkumar, ADG (BS) S. K. Gupta, DO (Cord.) Kawaljit Singh, ASP (SB&SC) 8 Change Agent Infrastructure Kamlesh Chandra, DDG(P) Sr. Architect (Delhi & Bangalore) B.S. Chopra, ADG (Bldg.) Dr. Brajesh Singh, Dir (PA)

0

SCOPE AND PURPOSE OF BLUE BOOK
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) • CPMsG of all circles and PMsG of all regions

STICKER STICKER Legen d Legen d Legen d Legen d Project Legen d

• All training centres of the Department of Posts
Target users

• Superintendents, Postmasters, officers and staff involved with
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 Purpose

• 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
Scope set of opportunities designed to improve post office operations

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

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1

PROJECT ARROW – PRE-REQUISITES
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STICKER STICKER Legen d Legen d Legen d Legen d Legen staff in d

• Establish a core team and a team of change agents in the circle/region
Step 1

• Conduct visits to post offices to map “as is” situation • Understand and communicate Project Arrow objectives and expectations to
the post office

• Train and prepare team for launch • Identify gaps between expectations and the base situation
Step 2

• 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

Step 3

• 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
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2

CONTENTS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Topic Objectives and structure of Project Arrow

STICKER STICKER Legen Pg d no. Legen d Legen d Legen d Legen d 2

Blue Book objectives & guidelines

7

Blue Book by Silo – Core operations

13

Blue Book by Silo – Look & feel

66

Project monitoring
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128

3

CORE AREA COMPONENTS

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Key ONLY) SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area

• Improve mail operations at a post office:
Mail Mail Receipt, Sorting, Delivery, Collection and Dispatch

• Simplify account opening, closure, transfer & • Project Arrow
core area components included for improvement Savings Bank deceased claim processes, ensure cash availability & reduce transaction times

• Improve core processes such as money order
Remittances delivery and use of electronic remittances

Office Service Level
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• Improve customer experience in post office in
terms of appearance, availability of information, waiting time and staff interaction

4

Mail

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) MAIL
• Mail operations are
fundamental to India Post. It is the most common association customers have with India Post

STICKER STICKER Legen d Legen d List of goals for India Post Legen mail operations d Legen d Legen d


Goals

• Mail aspiration for India
Post is to ensure same day delivery of mail

• List of problems observed
Issues
from post office visits

• However some problems
such as non compliance to processes, inefficient processes in some cases, and inadequate monitoring make achieving these aspirations difficult

• Key performance
KPI / Targets
indicators (KPI) for mail and KPI targets

• This segment lists activities
to improve mail performance

• Postmasters/
Superintendents should apply these activities in their post offices to improve mail performance
* Footnote Source: Source

• List of activities to
Activities
improve mail operations in post offices

5

Mail

GOALS AND ISSUES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Functional Area Goals

STICKER STICKER Legen d Legen Issues d Legen d All mail is not sortedLegen for d Legen delivery on the day of d

• Punctuality in receipt of mail
Mail receipt & beat sorting

• Completion of beat sorting to include all
mail in day’s delivery

receipt

• Same day delivery of all mail received in • All mail is not delivered
Mail delivery the post office on the day of arrival

• Clearance of all letter boxes to connect
Mail collection with day’s dispatch

• All letter boxes are not
cleared every day

• Same day dispatch of all articles booked • Mis-sorting and delay in
Sorting and dispatch
* Footnote Source: Source

and collected from letter boxes

mail dispatch

6

16

Mail

KPIs AND TARGETS
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Issue KPI

STICKER STICKER Legen Target d Legen d Legen 100%d Legen d 100%Legen d

All mail is not sorted for delivery on date of receipt

• Per cent mail sent for delivery (Regd. Post) • Per cent mail sent for delivery (Speed Post) • Per cent mail sent for delivery (Ordinary) • Per cent mail delivered same day (Regd. Post)

100% 100% 100% 100% 30 min 100% 100% 100% Less than 24 Hrs As per norms

All mail is not delivered on the day of arrival

• Per cent mail delivered same day (Speed Post) • Per cent mail delivered same day (Ordinary) • Deviation of beat completion time • Per cent mail correctly sorted (Regd. Post)

Mis-sorting and delay in mail dispatch

• Per cent mail correctly sorted (Speed Post) • Per cent mail correctly sorted (Ordinary)

Network Issues
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• Time from mail office to customer receipt • Mail transit time (end-to-end)

7

Mail

ACTIVITIES FOR IMPROVEMENT
Issues Issue drivers Activities SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER STICKER Legen No. d Legen 1 d Legen 2 d Legen d Legen 3 d
4 5 6 7 8 9 10 Activity

• Improper mail arrangement • Unreliable mail arrival
All mail is not sorted for delivery on day of receipt

• Revise mail arrangements – look for alternative transport • Monitor mail arrival and take corrective actions • • • • •
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

• Insufficient time for beat
sorting

1

• Inefficient sorting process • Improper beat planning
2
All mail is not delivered on the day of arrival

• Streamline pre-delivery processes • Ensure availability of equipment and accessories • Carry out beat revision & reduce dead beat mileage • Develop beat back up • Strengthen monitoring of postmen performance • Strengthen monitoring of postmen performance • Improve letter box clearance – mechanized clearance/rationalize • Retain local mail during dispatch • Popularize PIN codes

• Postman availability • Postman compliance • Inadequate supervision

11 12 12 13

3a

Mail Collection

• Inefficient systems/
processes

• Sorting process
3b
Sorting and Dispatch
* Footnote Source: Source

14 15

• Incomplete address

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Mail Activity 1

REVISE MAIL ARRANGEMENTS – LOOK FOR ALTERNATE TRANSPORT
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sorting and ensure same day delivery Why?

STICKER STICKER Legen Legen d Legen d Legen Who? d Legen 1 Postmaster/ d
Superintendent 2 As follows a Superintendent/PMG b PMG 3 Superintendent 4 Superintendent/PMG 5 Superintendent/PMG

• 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 d
How? – Implementation details 1. 1 2 2. 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 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 a If a train arrives at the station earlier and has a mail section, mail can be brought earlier b 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) 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 Also explore the possibility of bringing mail by road using state transport, private transport, private mail motor contract or departmental mail motor If existing mode of mail arrival is via road, explore if a train option might work Sub-activity 1 2a
7 15 30 60 70

3 1. 4 2. 5 3.

Timeline1

3

2b 4&5

Days from start of activity

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

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Mail Activity 2

MONITOR MAIL ARRIVAL AND TAKE CORRECTIVE ACTIONS
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the same day Why? STICKER STICKER Legen

• Mail arrival is often late and not recorded and reported d Legen • Delay in mail arrival affects all pre-delivery processes, resulting in delivery getting late and all mail not getting delivered d Legen
d Legen d Legen d

How? – Implementation details
1• Error Book must be maintained for recording delay in arrival of mail 2• Error extract from the Error Book should be sent to the Superintendent for review the same day 3• In case of repeated delays, the root cause of delay should be investigated by the

Who?
1 Postmaster 2 Postmaster

3 superintendent/

Superintendent and corrective actions should be taken – 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
4• Corrective action should be taken and the results thereof should be indicated in the Error Book

PMG

4 Postmaster

Timeline
Sub-activity 1 Days from start of activity
* Footnote Source: Source

2
7 Ongoing

3&4

Ongoing

0

Mail Activity 3

ESTIMATE REQUIRED MANPOWER
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How? – Implementation details Why?

STICKER STICKER Legen d Legen d Legen Who? d Legen d 1 Postmaster Legen d
2 3 4 5 6 7 8 Postmaster Postmaster/Supdt Postmaster/Supdt Postmaster/Supdt Postmaster/Supdt Postmaster/Supdt As follows a Postmaster/Supdt b Supdt/PMG

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

• 1 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
2 Take 15 day average (of mail received) to identify mail volume to be sorted beat-wise before delivery by PO • 3 Determine mail arrival time in the post office •

• 4 Decide optimum time for start of delivery (time for delivery should take into account beat completion time and post office closure time)
5 Calculate number of man-hours required for beat sorting at the rate of 450 articles per hour •

• 6 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)
7 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) 8 If sufficient staff is not available for beat sorting, then the following steps may be taken: • a• Increase sorting capacity (postman/other PA to help in sorting) b• Look to employ outside resources such as retired postmen etc. Timeline

Sub-activity 1 Days from start of activity
* Footnote Source: Source

2
As per activity 1

3

4
Complete with step 2 20

5
Complete with step 3 and 4

6
Complete with step 4 and 5

7
Complete with step 5 and 6

8a & 8b
(8a) Within 15 days of step 7 (8b) Within 60 days of step 7

7

1

Mail Activity 4

EMPLOY OUTSOURCED MANPOWER FOR PEAK LOAD
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
bills/festivals etc. Why? STICKER STICKER Legen d Legen Legen d Legen d

• Certain days in a month/certain periods in a year can have higher than estimated mail volumes because of telephoned Legen
in • Hence extra manpower might be required to ensure that same day delivery is maintained even in peak load situation d case workload exceeds capacity of existing staff How? – Implementation details 1 Identify staff shortage situation - is it on certain days, certain weeks or seasonal 2 Identify shortage for each activity under peak demand – e.g., sorting (1 short), delivery (2 short) etc. 3 Define working arrangement for outsourced staff – time required and working hours 4 Identify a pool of potential resources (e.g., review list of recently retired postmen/SA) 5 Select candidates and utilize them for peak load Who? 1 Postmaster 2 Postmaster 3 Postmaster/Supdt 4 Postmaster/Supdt 5 Supdt /PMG

Timeline
Sub-activity 1 Days from start of activity
* Footnote Source: Source

2
7 15

3&4

5

30 50

2

Mail Activity 5

ENSURE POSTMAN MULTI-SKILLING
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why? STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• To ensure mail is sent out for delivery at the scheduled start of delivery time • To enrich the job content of postmen

How? – Implementation details 1 Identify pre-delivery processes that postmen should take up (such as generating delivery slips, • beat sorting etc.) 2 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 3 Codify finalized list of activities and responsibilities • 4 Define training module for postmen staff and train postmen on site or at WCTC • 5 Extra attention should be given where staff shortage is an issue • Timeline Sub-activity 1&5 Days from start of activity
* Footnote Source: Source

Who?

1 Postmaster 2 Postmaster 3 Postmaster 4 Postmaster/Supdt 5 Superintendent

2 15 30

3

4

40 60

3

Mail Activity 6

IMPLEMENT BEAT SORTING AT MAIL OFFICE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
problems in the post office Why? STICKER STICKER Legen d Legen d Legen d Legen d

• To use time available at night in mail office to complete beat sorting to minimize morning rush and associated quality d Legen • To ensure mail is sent out for delivery at the scheduled start of delivery time
How? – Implementation details 1 Identify post offices for which beat sorting in mail office will be required • 2 Identify sorting assistants/postmen for beat sorting in mail office • 3 Make space available in the mail office for beat sorting • 4 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 5 Complete beat sorting for the given post office • Who?

1 Superintendent 2 Postmaster/Supdt (Post office/RMS) 3 Supdt.RMS/PMG 4 Superintendent RMS 5 Head Sorting Assistant (in mail office)

Timeline Sub-activity 1 Days from start of activity 30 45 75 Ongoing 2 3 4&5

* Footnote Source: Source

4

Mail Activity 7

ARRANGE BULK MAIL DELIVERY FROM MAIL OFFICE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
customers in mail office Why? STICKER STICKER Legen d Legen d Legen d Legen d

• To minimize morning rush and associated quality problems in the post office by segregating bulk mail for important d Legen • To ensure mails are sent out for delivery at the scheduled start of delivery time

How? – Implementation details 1 Identify the major recipients of mails (bulk customers) •

Who?

• 2 Provide a selection in the sorting case in mail office for the bulk customer • 3 Select the bulk customers to be served and define a beat to service them • 4 Define delivery method (mechanized or bicycle/foot) for all bulk customers • 5 Make mail office staff responsible for delivering the mail • 6 Contact bulk customers to ensure availability (to maximize beat effectiveness)
Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

1 Supdt(PO/RMS) / • PMG • 2 Supdt.RMS

• 3 Supdt.RMS • 4 Supdt (PO/RMS) • 5 Supdt.RMS • 6 Supdt(PO/RMS)

2 15 20

3, 4 & 5

6

30 Ongoing

5

Mail Activity 8

STREAMLINE PRE-DELIVERY PROCESSES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) the mail operations. There are multiple handlings, wasteful STICKER Legen • It has been observed that the present pre-delivery processes significantly bottleneck
d Legen d • Further, layout of the post office may not be optimized for efficient processes Legen • Hence, post offices should look at their pre-delivery processes including layout and determine improvement opportunities (this is a compulsory d Legen activity) d Legen d How? – Implementation details Who?
movements and significant non-value adding activities Why?

STICKER

• 1 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 • 2 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 • 3 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. • 4 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
Timeline Sub-activity 1 7 Days from start of activity 15 30 Ongoing 3 2 4

1 Supdt (post offices)/DPS

2 Supdt/DPS/Postmaster

3 Postmaster

4 Postmaster

* Footnote Source: Source

6

Mail Activity 9

ENSURE AVAILABILITY OF EQUIPMENT AND ACCESSORIES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why?

STICKER

STICKER Legen • Post office operations (e.g., delivery of mail) often get delayed because of non-availability of material d stock• Hence, adequate availability of necessary material is mandatory in all post offices and stock management principles should be used to avoidLegen d outs Legen • This activity is mandatory d Legen d Legen How? – Implementation details Who? d 1 Identify all necessary material required for mail processing 1 Postmaster • 2 Some examples of materials included are 2 Postmaster •
a a. Good quality rubber stamps a. Good quality mail bags b a. Sealing wax & sealing wax heater c a. Postman bag and clip boards d e a. Mail list, delivery slip, intimation forms a. Sutli f Immediately procure material that is missing or of poor quality Develop a register to manage inventory for key materials 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 Indicate starting quantities; update quantity at the end of each week If the quantity is less than the replenishment quantity, place replenishment order Allow local procurement by Postmaster, if possible. And revise FSA

3 • 4 • 5 • 6 • 7 •

3 Postmaster 4 Postmaster 5 Postmaster/SSP 6 Postmaster 7 SSP

Timeline Sub-activity 1 Days from start of activity 7 15 30 2&3 4, 5, 6 & 7

* Footnote Source: Source

7

Mail Activity 10

CARRY OUT BEAT REVISION
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
STICKER Legen • It has been observed through workshops that beat review is not done at post offices on a regular basis d Legen • With expanding urban areas, and changing demographic profiles, it is important to review beats regularly to make them equitable to ensure that d postmen are not over-burdened and not able to complete their beats Legen • This is a mandatory activity d Legen d Legen How? – Implementation details Who? d 1• Review problems with current beats through analysis of mail not delivered on different beats. Review time taken by 1 Supdt (Post Offices)
the postmen to complete their beats. Feedback from postmen will help in ascertaining the problems 2• Corroborate postmen notes with evaluation of population increase/decrease, increase/decrease in mail volume, existence of new high density areas 3• Identify load assessment/balancing between beats – are all beats carrying roughly the same amount of mail to the extent possible 4• If problems are found with beat planning (some beats are too long, some are too loaded etc.) conduct beat rationalization exercise 5• 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 6• Take postmen into confidence 7• Develop new beat maps and display beat maps in the post office for all Timeline Sub-activity 1 Days from start of activity 7 15 30 35 2 3, 4 & 5 6&7 2 Supdt (Post Offices) Why?

STICKER

3 Supdt (Post Offices) 4 Supdt (Post Offices) 5 Supdt (Post Offices) 6 Supdt (Post Offices) 7 Supdt (Post Offices)

* Footnote Source: Source

8

Mail Activity 11

DEVELOP BEAT BACKUP
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
STICKER Legen • It has been seen during post office visits that some beats are left fully unattended due to lack of planning d Legen • 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 d Legen documented as well d Legen d Legen How? – Implementation details Who? d • 1 Document the information regarding alternative arrangements to be made (the information is generally available with the APM/DY PM of delivery branch) • 2 Ensure that the back-up plan takes into account that the arrangement is a short-term arrangement • 3 Split the work with more than 1 back-up delivery staff in case a beat is particularly long and has heavy volumes • 4 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 • 5 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 • 6 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
Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

Why?

STICKER

1 Postmaster 2 Supdt (Post Office) 3 Supdt (PO) / Postmaster 4 Postmaster 5 Postmaster 6 Supdt (Post Office)

2, 3, 4 & 5 7 15

6

30

9

Mail Activity 12

STRENGTHEN MONITORING OF POSTMEN PERFORMANCE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

Why? STICKER STICKER Legen d Legen d Legen d Legen d

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

How? – Implementation details 1• 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 2• Inspecting officers must monitor performance of postmen at the stage of postmen return and assess any special difficulties encountered by postmen on their beats 3• Take six-monthly feedback from postmen as per format already circulated earlier and develop actionable points on each beat 4• Implement Performance Monitoring system for postmen 5• Monitor postmen performance and take appropriate actions Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

Who? 1 HOC/PMG

2 Supdt/ASP/IPO 3 Supdt (Post Office) 4 Supdt (Post Office) 5 Supdt / Postmaster 5

2 7 15

3

4

Ongoing

30 Ongoing

0

Mail Activity 13 & 14

STRENGTHEN MONITORING OF LETTER BOX CLEARANCE & DISPATCH OF MAIL
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
How? – Implementation details Why?

STICKER STICKER Legen d Legen d Legen d Who? Legen d Legen 1 Postmaster d
2 3 4 Postmaster Postmaster Postmaster

• 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

• 1 Review the number of letter boxes in the town/city and their clearance timings • 2 Ensure that letter box clearance is done and hour plates changed as per prescribed schedule • 3 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 • 4 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 • 5 Dispatch mail as per prescribed timeline. Report late departure/non-availability of transport through an error extract along with the corrective action taken

5

Postmaster

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2 7 15

3, 4 & 5

3, 4 & 5

30 Ongoing

1

Mail Activity 15

POPULARIZE PIN CODES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
and their importance Why? STICKER STICKER Legen d Legen d Legen d Legen d

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

How? – Implementation details

Who?

• 1 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 • 2 Inform customers about availability of PIN code directory CD and the process to obtain it • 3 Use local media to popularize the use and importance of PIN code • 4 Contact Town Planning authority for display of PIN code of each locality • 5 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
Timeline Sub-activity 2, 3, 4 & 5 Days from start of activity
* Footnote Source: Source

1 HOC / Supdt(PO) 2 Postmaster 3 Supdt(PO) 4 Supdt(PO) 5 Postmaster/Supdt (PO)

1 60

75

2

CORE AREA COMPONENTS

STICKER STICKER Legen d Legen d Legen Improve mail operations at a post office: Mail d Legen d Receipt, Sorting, Delivery, Collection and Legen d Dispatch

Key ONLY) SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area


Mail

• Simplify account opening, closure, transfer • Project Arrow
core area components included for improvement Savings Bank & deceased claim processes, ensure cash availability & reduce transaction times

• Improve core processes such as money order
Remittances delivery and use of electronic remittances

Office Service Level
* Footnote Source: Source

• Improve customer experience in post office in
terms of appearance, availability of information, waiting time and staff interaction

3

SB

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) SAVINGS BANK
• Savings bank is an important
function for India Post as it provides financial inclusion for un-banked masses

STICKER STICKER Legen d Legen d • List of goals for India Post Legen SB operations d Legen d Legen d

Goals

• 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

Issues

• List of problems observed from post office visits

• This document lists some
process improvement opportunities along with implementation details & timelines

• Key performance indicators (KPI) for KPI / Targets Savings Bank and KPI targets

• These processes should be
applied at Project Arrow post offices for performance improvement

Activities

• List of activities to improve savings bank operations in post offices

* Footnote Source: Source

4

SB

GOALS AND ISSUES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Functional Areas One time transactions – account opening, closure & transfer and deceased claim cases Goals

STICKER STICKER Legen d Legen Issues d Legen d Legen • Customers need to waitd Legen unduly long d

• Ensure one-time transactions are within
acceptable norms

• All account transfer/closure and deceased
claim cases are immediately worked on (zero pendency)

• Delay in settling deceased
claim and account transfer requests

Regular transactions – cash withdrawal etc.

• Transaction time within acceptable norms • Automated operations (e.g., passbook
printing, cash withdrawal)

• Customers need to wait
unduly long

• Entries made manually in
passbook

• No cash shortage at post office

• Shortage of cash delays
payment

Back office – account balancing etc.
* Footnote Source: Source

• Automated account balances at end of day • Faster end of day balances between HO and
SO

• End of day account
balancing is time consuming

• No errors in end of day account balances

5

35

SB

KPIs AND TARGETS – SAVINGS BANK
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Issue KPI

STICKER STICKER Legen Target d Legen d 10 minutes Legen d Legen 6 minutes d Legen d

• Time to open account
Delay in settling account open, close & transfer & deceased claim requests

• Time to close account • Time for account transfer • Time to settle deceased claim case • Per cent bank accounts electronically converted • Average transaction time for deposits

1 day

7 days 100% 5 minutes 6 minutes

Average transaction time is very high for regular transactions

• Average transaction time for withdrawals

• Offices with all modules of Meghdoot & Sanchay Post
End of day account balancing is time consuming
* Footnote Source: Source

installed

100%

6

SB

ACTIVITIES FOR IMPROVEMENT
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Issue Issue Drivers Activities

STICKER STICKER Legen Activity d Legen No. d Legen d Legen 1 d Legen d 2 3 2 4 5 6

Average transaction time is very high for regular transactions

• Cash not available at post
office

• Revise cash balances & withdrawal limits • Digitize all manual records • Re-engineer savings bank operating processes • Digitization of all manual records • Streamline account transfer procedure • Encourage depositors to register nominees • Clarify rules for deceased claim cases • Digitization of all manual records

• Manual update of accounts • Old & complex operating
processes

• Manual update of accounts
Delay in settling account open, close & transfer and deceased claim requests

• Complex and unclear account
transfer process

• Nominations are not available • Deceased claim verification
rules not clear in the field

• Manual processes
End of day account balancing is time consuming
* Footnote Source: Source

3

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

2

7

SB

Activity 1 STICKER STICKER Legen d Legen d Legen d Legen Who? d Legen d 1• Head of Circle/ Region/Division 2• PMG / CPMG / DTE 3• PMG / CPMG / DTE 4• DDG(PO)

REVISE CASH BALANCES & WITHDRAWAL LIMITS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
• To ensure cash availability on demand at post offices
How? – Implementation details 1 • Enhance the cash balance with adequate security arrangements like iron safe etc. 2 • Authorize postmasters to issue cheques 3 • Place post office in account with local banks 4 • Forecast cash requirement to meet the seasonal demand for cash withdrawals Why?

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2&3 30 60

4

Ongoing

8

SB

Activity 2 STICKER

DIGITIZE ALL MANUAL RECORDS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why? STICKER Legen • Manual update of accounts increases the transaction time for customers & also increases the time taken for end-of-day d Legen account closing. Hence, creation of electronic savings bank database is essential. d Legen d Legen How? – Implementation details Who? d Legen • d 1 Ensure latest version of Sanchay Post is installed in the system 1• Divisional Head/ Postmaster

• 2 Update all transactions in Sanchay Post. If required, outsource the electronic data update work. • 3 Authenticate the updated data • 4 Scan all specimen signatures in the database • 5 Ensure that data backup is taken daily in an external hard disk

2• Divisional Head/Postmaster 3• SBCO / Divisional Head/Postmaster 4• Postmaster / Divisional Head 5• Postmaster / Divisional Head

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2, 3 & 4 7 60

5

Ongoing

9

SB

Activity 3 STICKER STICKER Legen d Legen d Legen Who? d Legen • Div. Superintendent/ 1 d Legen Postmaster d • Div. Superintendent/
2 Postmaster 3 • Div. Superintendent/ Postmaster 4 • Postmaster 5 • Postmaster 6 • Div. Superintendent/ Postmaster / PMG • Postmaster 7 8 • Postmaster 9 • PMG / CPMG

RE- ENGINEER SAVINGS BANK OPERATING PROCESSES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
• Complex processes at post offices increase the transaction times significantly
How? – Implementation details 1 • Have multi-purpose savings bank counters at post offices 2 • Empower all counters to give withdrawal of enhanced amount (Rs. 5000) to customers 3 • Ensure automatic transfer of MIS interest to savings bank / recurring deposits 4 • Update the negative list of the system every month 5 • Measure transaction times to ensure that it is kept within norms 6 • Provide new passbooks compatible for computerized printing 7 • Use passbook printers for recording transactions 8 • Display filled-up savings bank forms to enable customers to fill the forms properly 9 • Provide necessary accessories such as cash counting & fake note detecting machines, storage for bank records etc Timeline Sub-activity 1&6 Days from start of activity
* Footnote Source: Source

Why?

2 60 61

3

4&5

7, 8 & 9

62 Ongoing Ongoing

0

SB

Activity 4 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

STREAMLINE ACCOUNT TRANSFER PROCEDURE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why?

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

How? – Implementation details 1 Application for transfer received in the post office should be immediately acknowledged & receipt given • to the customer. 2 Enter the application in the register. Maintain separate registers for each type of account • 3 Check the register daily to ensure that applications received are entered on the same day • 4• Prepare the advice of transfer and send to the office to which transfer is requested within three working days

Who?

1 Postmaster • 2 Postmaster / Div. • superintendent 3 Postmaster • 4 Postmaster / Div. • superintendent

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2 Ongoing

3

3

Ongoing Daily Ongoing

1

SB

Activity 5 STICKER

ENCOURAGE DEPOSITORS TO REGISTER NOMINEES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why?

STICKER Legen • Depositors do not register their nominees, which causes delays in settling deceased claims, as authentic nominee is not easy to d Legen determine d Legen d Legen How? – Implementation details Who? d Legen 1• Advise depositors that name of nominee may be given in SB-3 card by the depositor when new account 1• Postmaster d
is opened 2• Educate all SB staff regarding need to have nominees for all SB accounts 3• Encourage staff to motivate customers to identify nominees at account opening stage 4• Identify all existing accounts where nominations are not available 5• Contact existing account holders (via mail or personal visit) and request to register nominee 6• Launch special drives (including banner/local TV/print advertisement) if required, to ensure that account holders are sensitized to the need to register nominees 7• Monitor accounts without nominations every few days and take measures as per #5 & #6 above Timeline Sub-activity 1 2 Ongoing 7 3 4 5&6 7 2• Divisional Head/ Postmaster 3• Postmaster 4• Postmaster 5• Divisional Head/ Postmaster 6• Postmaster/ Divisional Head/ PMG 7• Postmaster

Days from start of activity

Ongoing

15

* Footnote Source: Source

40

Ongoing

2

SB

Activity 6 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

CLARIFY RULES FOR DECEASED CLAIM CASES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
How? – Implementation details 1• Maintain a register for deceased claim cases as per the format given in the SB manual (Dureja’s book) 2• All deceased claims should have a date of receipt 3• Check the register daily to ensure that applications are entered in the register on a daily basis 4• In case of nomination, deceased claim application should be sanctioned within three working days of its receipt 5• In case there is no nomination, application should be sent for verification on the day of receipt 6• Educate staff that as a rule, a death certificate attested by gazette/competent officer should be a reasonable proof of death 7• 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 8• Pending deceased claim cases to be monitored on a daily basis 9• If number of pending deceased claim cases exceeds five, the postmaster should quickly take corrective actions Why?

• 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
Who?

• 1 Post office
3 Postmaster • 4 Division Head •

2 Postmaster/Div. Head •

5 Postmaster/Div. Head • 6 Postmaster • 7 Postmaster •

• 8 Postmaster
9 Postmaster/Div. Head/PMG •

• 10 Documents relating to FAQs (frequently asked questions) on small savings schemes and the SB manual by Shri A. • 10 CPMG/PMG/Div. Head N. Dureja should be made available at the post office
Timeline Sub-activity 1, 2, 3, 4, 5, 6, 7, 8 & 9 Days from start of activity 15 20 10

* Footnote Source: Source

3

CORE AREA COMPONENTS

STICKER STICKER Legen d Legen d Legen Improve mail operations at a post office: Mail d Legen d Receipt, Sorting, Delivery, Collection and Legen d Dispatch

Key ONLY) SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area


Mail

• Simplify account opening, closure, transfer & • Project Arrow
core area components included for improvement Savings Bank deceased claim processes, ensure cash availability & reduce transaction times

• Improve core processes such as money
Remittances order delivery and use of electronic remittances

Office Service Level
* Footnote Source: Source

• Improve customer experience in post office in
terms of appearance, availability of information, waiting time and staff interaction

4

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) 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

STICKER STICKER Legen d Legen d Legen List of goals for India Post d Remittances operations Legen d Legen d


Goals

• Aspiration from
remittances business is to ensure that all money orders received are paid on the same day & to promote eMOs & iMOs.

• List of problems observed
Issues
from post office visits

• Remittance service is
affected by factors like cash availability, low line -limits and delay in transmission

• Key performance
KPI/Targets
indicators (KPI) for remittance services and KPI targets

• This document lists some
steps that can be taken to improve Remittances

• Postmasters /
* Footnote Team discussions Source: Source

• List of activities to
Activities
improve remittance operations in post offices

superintendents should apply these activities in their post offices

5

Remittances

GOALS AND ISSUES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Functional Areas Goals Issues

STICKER STICKER Legen d Legen d Legen d Legen d Legen not d

• All money orders received to be
Payment of Money Order paid on the same day

• All money orders are

being paid on the same day

• eMOs to replace manual money
Booking of Money Order orders

• Low usage of eMOs & iMOs

• Increased use of iMOs

* Footnote Source: Source

6

46

Remittances

KPIs AND TARGETS – REMITTANCES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Issue KPI Target

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

All money orders are not being paid on the same day

• Percent money orders paid on the same day

100%

• Percent money orders booked as eMO
Low usage of eMOs & iMOs

100%

• Percent money orders booked as iMO

100%*

* As per demand Source Source:

*

Footnote

7

Remittances

ACTIVITIES FOR IMPROVEMENT
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Issues Issue drivers All money orders are not being paid on the same day Improvement Measures

STICKER STICKER Legen Activity d Legen No. d Legen d1 Legen d Legen d

• Sufficient cash is not
available at the PO

• Review cash balances & line limits

1

• Insufficient postman
compliance

• Supervise and monitor postmen performance

2

• Unreliable
connectivity/power 2 Low usage of iMOs & eMOs

• Provide system back-up & daily monitoring of
network connectivity and error reporting

3

• Facility not available
at post office

• Install required software for eMO facility • Supervise and monitor staff & conduct over-thecounter and local publicity

4

• Lack of staff
compliance/ inadequate publicity

5

* Footnote Source: Source

8

Remittance

Activity 1 STICKER

REVIEW CASH BALANCES/REVISION OF LINE LIMITS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
STICKER Legen • No money order should be kept unpaid because cash is not available in the payment post office d Legen d Legen d Legen How? – Implementation details Who? d Legen d 1• Review the authorized minimum and maximum balances as per procedures laid 1 • Postmaster/Divisional down in rules 138 & 139 of the postal manual vol. VIII with adequate provision to take Head care of seasonal demands 2• Ask superintendent to issue orders revising minimum and maximum balance where justified 3• Make special arrangements for conveyance of cash to post offices during periods of peak demands such as festivals etc. 4• Revise line limits on various routes Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

Why?

2 • PMG/CPMG

3 • Divisional Head/PMG

4 • Divisional Head/PMG

2 30

3

4

15 Ongoing 60

9

Remittance

Activity 2 STICKER

SUPERVISE & MONITOR POSTMEN PERFORMANCE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
STICKER Legen • To minimize delays due to postman negligence to ensure all money orders sent out for delivery are paid the same day d Legen d Legen d Legen How? – Implementation details Who? d Legen d 1 • Analyze percentage of money orders not delivered over the past one month 1 • Divisional Head 2 • Conduct beat-wise analyses of money orders not delivered 3 • For each beat, identify reasons for non-delivery 4 • Monitor postmen in delivery beats by PRI(P)s, with greater focus on beats that have higher percentage of non-delivery 5 • Conduct a sample cross-check from customers, where money orders have not been paid for authenticity of the postman remarks 6 • Take special actions for delivery in exceptional situations such as harvesting season when payee is in the field and not at home etc Timeline Sub-activity 1, 2 & 3 Days from start of activity
* Footnote Source: Source

Why?

2 • Postmaster 3 • Postmaster 4 • Postmaster 5 • Divisional Head 6 • Divisional Head

4 15

5

6

5 Ongoing Ongoing

0

Remittance

Activity 3 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

PROVIDE SYSTEM BACK-UP/MONITORING OF NETWORK
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why?

• To ensure that system failures and connectivity breakdown do not reduce the usage of iMO/eMO
How? – Implementation details Who?

•1

As described in the Technology silo section

•1

Postmaster

* Footnote Source: Source

1

Remittance

Activity 4 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

INSTALL REQUIRED SOFTWARE FOR eMO FACILITY
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why?

• To ensure all post offices have the required facility available to book all money orders as eMOs
How? – Implementation details Who?

• 1 •2 •3

Ensure that the post office has installed & configured the latest version of Meghdoot (Meghdoot 6.5) Check if the latest patches released by PTC Mysore have been applied 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

•1 •2 •3

Postmaster

Postmaster Postmaster

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2 4

3

3

Ongoing

2

Remittance

Activity 5 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

SUPERVISE AND MONITOR STAFF & CONDUCT PUBLICITY
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Why?

• To make sure high levels of staff compliance & publicity in order to increase the usage of iMO & eMO
How? – Implementation details Who?

•1 •2 •3 •4 •5

Ensure that eMOs received are printed by checking the website and that they are paid on the same day Monitor both iMOs booked and paid to check for increase in business and to ensure that all activities are completed within norms Ensure that the counter staff encourages the customers to use eMOs 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 Give advertisements/notices etc. in local media about eMO facilities

•1 •2 •3 •4 •5

Postmaster

Postmaster Postmaster Postmaster

Divisional Head/PMG/CPMG

Timeline Sub-activity 1, 2, 3, 4 & 5 Days from start of activity
* Footnote Source: Source

Ongoing

3

CORE AREA COMPONENTS

STICKER STICKER Legen d Legen d Legen Improve mail operations at a post office: Mail d Legen d Receipt, Sorting, Delivery, Collection and Legen d Dispatch

Key ONLY) SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area


Mail

• Simplify account opening, closure, transfer & • Project Arrow
core area components included for improvement Savings Bank deceased claim processes, ensure cash availability & reduce transaction times

• Improve core processes such as money order
Remittances delivery and use of electronic remittances

Office Service Level
* Footnote Source: Source

• Improve customer experience in post office
in terms of appearance, availability of information, waiting time and staff interaction

4

OVERVIEW
SUBTITLE (IF THERE IS A OFFICE SERVICE ONLY) MESSAGE TITLE 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 STICKER STICKER Legen d Legen d List of goals for India Post Legen OSL operations d Legen d Legen d


Goals

• Aspirations entail giving the
best possible service and experience to customers

• List of problems observed
Issues

• The current state of the
post office – both up-keep and staff attitude along with waiting time is at significant variance from the aspirations

• Key performance
KPI/Targets
indicators (KPI) for Office service level and KPI targets

• 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
* Footnote Source: Source

• List of activities to
Activities
improve office service level operations in post offices

5

Office Service Level

GOALS AND ISSUES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Functional Areas Goals

STICKER STICKER Legen d Legen Issues d Legen d Legen Present level of ambience d Legen needs major improvement d

• To keep post office neat & clean to
Ambience ensure highest customer satisfaction on ambience

• To ensure consistency in quality of
service Counter Operations

• Counter transactions often
exceed the prescribed time limits

• To ensure all counter transactions
are completed within the specified time norms

• There are often long queues
at counters

• To reduce waiting time at counters • Ensure friendly interaction of staff
Customer Interface
* Footnote Source: Source

• Current staff attitude in post
offices is significantly lower than aspirations

with customers to enable highest customer satisfaction on staff behaviour

6

56

Office Service Level

KPIs AND TARGETS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Issue KPI Target 8 95%

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

Present level of ambience needs major improvement

• Customer satisfaction score on ambience (on a scale of 10) • Per cent compliance of postmaster on the daily checklist
prescribed

• Per cent of transactions that exceed the time norms as
Inconsistent quality of counter operations with high waiting & transaction time committed in the Citizen’s Charter

10%

• Average waiting time at counters

15 mins

Current staff attitude in post offices is significantly lower than aspirations

• Customer satisfaction score on quality of customer interface 8 (on a scale of 10)

* Footnote Source: Source

7

Office Service Level

ACTIVITIES FOR IMPROVEMENTS
STICKER

SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Issues Present level of ambience needs major improvement Issue drivers Improvement Measures

• Inefficiencies in the
housekeeping arrangements

• Undertake thorough cleaning Of post office • Codify & track postmasters’ compliance to the daily check list prescribed

1

• Responsibilities of the
Postmaster not clearly specified

STICKER Legen Activity d Legen No. d Legen 1 d Legen d Legen 2 d

2

Inconsistent quality of counter operations with high waiting & transaction time

• No time norms for counter
services

• 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 • Organize professional / soft skills / troubleshooting training

3 4 5 4 6

• Service-specific counters • Absence of queue
management mechanism

• Non availability of public
usage forms

• Duties of staff are not
comprehensively codified

• Lack of adequate professional
Current staff attitude in post offices is significantly lower than aspirations
* Footnote Source: Source

7

/ soft skills in staff due to inadequate training

3

• No feedback mechanism to
review the service level

• Implement customer satisfaction survey process • Train employees

8 7

• Low levels of motivation in
staff

8

Office service level

Activity 1 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

UNDERTAKE THOROUGH CLEANING OF POST OFFICE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

How? – Implementation details Why? Improved ambience will lead to enhanced customer experience and also provide better work environment to the staff

Who?

1 2 3 4

Make a list of items that are required & designate a person to ensure regular supply Launch a cleanliness drive across office campus, public halls, working halls, toilets etc. Weed out & dispose off all old records Condemn and dispose off all unserviceable items of furniture, hardware etc.

1 2 3 4

Postmaster Postmaster / Divisional Head Postmaster / Divisional Head Postmaster / Divisional Head

Timeline Sub-activity 1&2 Days from start of activity
* Footnote Source: Source

3

4

10

20 30

9

Office service level

Activity 2 STICKER STICKER Legen d Legen d Legen d Legen d

CODIFY & TRACK POSTMASTERS’ COMPLIANCE TO DAILY CHECKLIST
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

Why? It is necessary to codify the duties & responsibilities of the postmaster & track its compliance for effective supervision and administration on a d Legen sustained basis Who? 1 2 3 4 Divisional Head Postmaster Postmaster Postmaster/Divisional Head

How? – Implementation details 1 Document the duties and responsibility of postmaster according to Annex A 2 Postmaster should ‘check’ for completion each of the twenty points listed in the checklist every morning 3 Postmaster should also keep a record by making a ‘check’ under his dated signature 4 Initiate necessary action / follow up wherever remedial action/support is required from divisional office 5 Send compiled set of Annex A sheets filled on a daily basis to RO / CO at the end of the week 6 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 7 Review the performance and take appropriate action wherever considered necessary 8 Conduct random visits to post offices to ensure actual compliance is happening to the checklist

5 Postmaster 6 Designated OSL officer in CO /RO 7 PMG / CPMG 8 PMG / CPMG

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2&3 3 Daily

4

5, 6 & 7

8

As needed Weekly As needed

0

Office service level

Activity 3 STICKER STICKER Legen Legen d Legen d Legen d Legen d

FORMULATE AND IMPLEMENT LOCAL CITIZEN’S CHARTER
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

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 d

How? – Implementation details

Who?

• 1 • 2

3 • 4 • 5 • 6 • 7 •

•8

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

•1 •2

Divisional Head Divisional Head

•3 •4 • •6 •7 •
8 5

Postmaster Divisional Head PMG / CPMG Postmaster / Divisional Head Postmaster / Divisional Head Divisional Head

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2 3 21

3

4

5

6&7

8 1 daily recurring

51

66

81

96

Every 12 months

1

Office service level

Activity 4 STICKER STICKER Legen d Legen d Legen Who? d Legen d Legen 1 Postmaster / Divisional Head d 2
Postmaster / Divisional Head 3 Postmaster / Divisional Head 4 Postmaster 5 Postmaster 6 Postmaster 7 Postmaster 8 Postmaster / Divisional Head 9 Postmaster / Divisional Head 10 Postmaster / Divisional Head 11 Postmaster / Divisional Head

ENSURE ADEQUATE INFRASTRUCTURE & SUPPORT SYSTEMS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

How? – Implementation details 1 Assess on the basis of traffic, the number of MPCM & SB counters required 2 Change hours of business / extend counter working hours wherever required 3 Plan for lunch breaks so that breaks are not concurrent for counter staff 4 Provide for spare counters in case of seasonal rush 5 Provide separate facilitation / enquiry counter where feasible (also for accepting complaints / RTI appl.) 6 Devise a system for transfer of cash between counter and treasury 7 Prepare and circulate a list of telephone numbers of all support agencies 8 Have separate transaction times for savings bank agents 9 Ensure that all the forms for use by customers are available in the public hall itself 10 Ensure the forms are placed so that customers do not need to form a queue to obtain forms 11 Make MO forms available for sale at the designated counters Timeline Sub-activity 1, 2, 3, 4, 5, 6 & 7 Days from start of activity 7 Ongoing Daily Ongoing 8 9 10 & 11 Why? To ensure adequate availability of required infrastructure & forms to facilitate smooth counter operations

* Footnote Source: Source

2

Office service level

Activity 5 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

ENSURE BETTER QUEUE MANAGEMENT
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
• To manage the customer flow in the office and bring down the waiting time
How? – Implementation details 1 • 2 • 3 • 4 • Ensure that post office is provided with spare counters so that postmaster can open additional counters whenever required The queue monitoring and management mechanism (Annex B) is available for download at the India Post website Visit the public hall at frequent intervals to see if there is a rush at any counter Fill up the proforma (Annex B) every day 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. Compile the data from POs and put up to the PMG / CPMG, as the case may be, on a weekly basis with analysis Review the performance and take appropriate action wherever considered necessary Who? 1 • 2 • 3 • 4 • PMG Why?

Postmaster / Divisional Head Postmaster Postmaster Postmaster

• 5
6 • 7 •

• 5
6 • 7 •

Designated (OSL) officer in RO / CO PMG / CPMG

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2&3 21 Daily

4

5, 6 & 7

Daily Weekly

3

Office service level

Activity 6 STICKER STICKER Legen d Legen d Legen d Legen d

STANDARDIZE THE DUTIES & RESPONSIBILITIES OF POST OFFICE STAFF
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
• 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 d Legen in a structured manner

How? – Implementation details • 1
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

Who?

• 1

Postmaster/Divisional Head

2 • 3 4

2

• • • •

Postmaster

• •

3 4 5

Divisional Head Postmaster Postmaster

5 •

Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

2 3 15

3

4

5

21 30 30

4

Office service level

Activity 7 STICKER

ORGANIZE PROFESSIONAL/SOFT SKILLS/TROUBLESHOOTING TRAINING
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
STICKER Legen • Employees at counters are found to take too long to perform counter operations due to insufficient professional & d Legen troubleshooting skills. Also, friendliness to customers is not usually up to the mark, which requires soft skills training. d Legen d Legen d Legen How? – Implementation details d Why?

• 1

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

* Footnote Source: Source

5

Office service level

Activity 8 STICKER STICKER Legen d Legen d Legen d Legen d Legen d

IMPLEMENT CUSTOMER SATISFACTION SURVEY PROCESS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
How? – Implementation details 1 Download the Customer Feedback Form (Annex E) from the India Post website & print with • consecutive serial numbers for each post office separately 2 Display the availability of customer feedback forms prominently on the notice board • 3 Hand over the feedback forms to the customers in the public hall after the customer completes the • transaction at the counter 4 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 5 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 6 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 7 Review the performance and take appropriate action wherever considered necessary • Timeline Sub-activity 1 Days from start of activity
* Footnote Source: Source

Why?

• To sustain and improve the overall level of service quality, it is necessary to obtain and analyze feedback from customers
Who? 1 • PMG / CPMG 2 • Postmaster 3 • Postmaster 4 Postmaster • 5 • Postmaster

6• Designated (OSL) officer in RO/CO

7 PMG / CPMG •

2 30 35

3&4

5, 6 & 7

Daily Weekly

6

CONTENTS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Topic

STICKER STICKER Pg Legen no. d Legen d Legen d Legen d Legen d 2

Objectives and structure of Project Arrow

Blue Book objectives & guidelines

7

Blue Book by Silo – Core operations

13

Blue Book by Silo – Look & feel

66

Project monitoring
* Footnote Source: Source

128

7

LOOK & FEEL AREA COMPONENTS
SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area Key ONLY)

STICKER


Branding

STICKER Legen d Legen d Legen Ensure consistent brand image for India Post d Legen Legen through uniform and exhaustive use of brand d d logos and signage across all post offices

• Identify and implement technology
Technology Project Arrow Infrastructure area components in focus 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.

Infrastructure
* Footnote Source: Source

• Identify and complete all infrastructure
requirements in post offices to change post office “look & feel” to Project Arrow standard

8

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Branding
• To ensure that the brand
logo and identity of India Post is consistent across all post offices

STICKER STICKER Legen d Legen d List of branding Legen activities along with d Legen associated steps to be d Legen taken d


Activities

• The aspiration is to build a
unique brand identity of India Post across the country

Implementation Details

• Implementation steps
to be taken along with details

• To achieve this aspiration,
all post offices need to be compliant with the new branding guidelines developed by the Directorate

• Recommended
Timelines
timelines and milestones

• This document lists steps
to be taken and timelines and also preliminary set of specifications

• List of specifications of
Specifications
internal and external branded objects

• Postmasters/
Superintendents should undertake these activities in their post offices
* Footnote Source: Source

• List of resources that
Organisation
will be involved in the implementation

9

Branding

ACTIVITIES AND STEPS TO BE TAKEN
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Activities Steps to be taken
• Define post office
requirements

• 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

• Set up a local team • Ensure timely
PreOperative development/ procurement process

STICKER Step STICKER Legen No. d Legen 1 d Legen 2 d Legen d 3 Legen 4 d 5 6 7 8 9 10 11 12 13 14 15

• Quality check

• Check quality of samples from vendor/perform inbound •
quality check Validate brand consistency

• Installation

• Define a plan for installation, including alternate working • Monitor installation and ensure completion before launch
date space

PostOperative

• Maintenance • Brand Review

• Define maintenance plan/review frequency • Maintain/replace branding items as required • Implement any changes to brand/signage as indicated by
directorate

* Footnote Source: Source

0

Branding

IMPLEMENTATION DETAILS (1/3)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Activities

STICKER STICKER Legen Who d Legen d Legen Division d Head Legen d Legen d

Steps to be taken

Details

Define post office requirements

• Become familiar with • All post offices have to meet the branding requirements Corporate Manual of • A list of post office objects with detailed specifications (dimensions,
India Post 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

• List out branding
requirements for the post office

• Identify the category of post office. A post office categorization
includes type – GPO, HPO, MDG, SO

Division Head

• 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
* Footnote Source: Source

1

Branding

IMPLEMENTATION DETAILS (2/3)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Steps to be taken Details
Activities

STICKER STICKER Legen Who d Legen d • Division Legen Head d Legen d Legen d • Division
Head

• Prepare specifications of
various items

• Decide which of the re-branded objects can be outsourced or developed within the • 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 post office (e.g., painting letter boxes could be done internally)

Set up a local team

• 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 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

• Consolidation of
requirements and observe financial procedures Ensure timely development/ procurement

• Circle
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 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
* Source: Source

• If required, validate samples with Directorate to ensure that the quality of all rebranded objects is as per specifications

• Circle
Head

consistency with Circle/ FootnoteDirectorate Officers

2

Branding

IMPLEMENTATION DETAILS (3/3)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Steps to be taken Details
Activities

STICKER
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 • Ensure work plan is synchronized with other “look & feel” areas such as infrastructure • Define any alternate working arrangement during the time of civil/re-branding
etc. activities boards etc.)

STICKER Legen d Legen d Head • CircleLegen d Legen d Legen d

Installation

• 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

Maintenance

• 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
Brand Review specifications

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

• Circle Head

* Footnote Source: Source

3

Branding

TIMELINES AND MILESTONES (1/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Pre-operative Weeks Define post office requirements 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 6. Observe financial procedure for procurement 7. Take approvals 8. Place orders
* Footnote Source: Source

STICKER STICKER Legen Post- d Legen operative d Legen d Legen 10 11 12 13 14 15 16 17 18 d Legen d

1

2

3

4

5

6

7

8

9

4

Branding

TIMELINES AND MILESTONES (2/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Pre-operative Weeks Quality Check 9. Check quality of samples from vendor/ perform inbound quality check 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 13. Define maintenance plan/review frequency 14. Maintain/replace branding items as required Brand review 15. Implement any changes, if any to brand/ signage as indicated by Directorate
* Footnote Source: Source

STICKER STICKER Legen Post- d Legen operative d Legen d Legen 10 11 12 13 14 15 16 17 18 d Legen d

1

2

3

4

5

6

7

8

9

5

Branding

SPECIFICATIONS

STICKER

SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) STICKER Legen The following Post Office objects need to be re-branded as per new India Post Corporate d Legen Manual d Legen
Objects New India Post logo Counter signage Display Information boards Branding Internal branding Materials Stationery Uniforms Postman bags PO signage (name board, standee etc.) External branding Letter boxes Vans
* Footnote Source: Source

d Legen d Legen d

6

Branding

SPECIFICATIONS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name External sign board (post office name board) Technical Description Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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 : (C20 M100 Y100 K0)

Yellow : (C0 M5 Y100 K0)

• 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

* Footnote Source: Source

7

Branding

SPECIFICATIONS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Information board Technical description Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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
* Footnote Source: Source

8

Branding

SPECIFICATIONS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Uniform materials Technical description Example Jacket

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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)

Bag

• The new India Post logo
should be stencilled on the front of the bag in corporate colours as shown in the picture

* Footnote Source: Source

9

Branding

SPECIFICATIONS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Standee Technical description Example Shorter standee Taller standee

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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) – Actual dimensions are 8 ft by 2 ft (H x W)

• Shorter Standee

• 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

* Footnote Source: Source

0

Branding

SPECIFICATIONS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Letter boxes Technical description Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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 Hanging

Standing - 1

• 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 box Standing - 2 Standing - 3

* Footnote Source: Source

1

Branding

ORGANISATION
SUBTITLEKey Activities IS A MESSAGE TITLE ONLY) (IF THERE Responsible
• Define post office requirements
Division Authorises Region Supports Circle

STICKER STICKER Legen Consulted d Legen d Legen Directorate d Legen d Legen d Circle

• Set up local teams

Division

Division

Region

PreOperative

• Define procurement processes

Circle

Circle

Directorate

Directorate

• Quality Check

Circle

Circle

Directorate

Directorate

• Ensure timely deployment

Circle

Circle

Circle

Directorate

• Maintenance
PostOperative

Division

Region

Region

Circle

• Brand Review

Circle

Directorate

Directorate

Experts

* Footnote Source: Source

2

LOOK & FEEL AREA COMPONENTS
SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area Key ONLY)

STICKER


Branding

STICKER Legen d Legen d Legen Ensure consistent brand image for India Post d Legen Legen through uniform and exhaustive use of brand d d logos and signage across all post offices

• Identify and implement technology
Technology Project Arrow Infrastructure area compo-nets in focus 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.

Infrastructure
* Footnote Source: Source

• Identify and complete all infrastructure
requirements in post offices to change post office “look & feel” to Project Arrow standard

3

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) 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

STICKER STICKER Legen d Legen d Legen Major activities in d technology, with Legen associated steps to d Legen be taken d taken with recommended timelines

Activities

• Technology aspiration for
India Post is to achieve total computerization and facilitation of web-enabled services

Implementation Details

• Defines steps to be

• Recommended
Timelines
timelines and milestones

• 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

• Specifies technology
Specifications
requirements for various class of offices

• Postmasters/
superintendents should undertake these activities in their post offices
* Footnote Source: Source

Organisation

• Specifies
responsibilities for various activities

4

Technology

ACTIVITIES AND STEPS TO BE TAKEN
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Activities Steps to be taken
• Define post office
requirements

• 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

• Set up a local team • Ensure timely
PreOperative procurement & deployment process

STICKER Step STICKER Legen No. d Legen 1 d Legen 2 d Legen d3 Legen d4 5 6 7 8 9 10 11 12 13 14 15 16

• Commissioning of
hardware

• Coordinate site preparation • Validate site readiness and hardware quality/quantity • Hardware commissioning • Monitor software installation and ensure completion before
launch date

• Installation of software • Maintenance
PostOperative

• 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

• System security
* Footnote Source: Source

• Update the software & antivirus, apply system upgrades and
backup data

5

Technology

IMPLEMENTATION DETAILS (1/4)
SUBTITLE (IFSteps to beIS A MESSAGE TITLE ONLY) THERE taken Activities Details
• Define post office
requirements

STICKER

• •

Define post office requirements

STICKER Legen Who d Legen d Legen Division Gather details of each post office viz. no. of counters of each type, d Head Legen staff strength of supervisory staff, PA cadre and postman cadre as d per acquaintance roll Legen d 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

• 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

Set up a local team

• 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

* Footnote Source: Source

6

Technology

IMPLEMENTATION DETAILS (2/4)
SUBTITLE (IFSteps to beIS A MESSAGE TITLE ONLY) THERE taken Activities Details
• Observe financial
procedures required for procurement

STICKER STICKER Legen Who d Legen Director d Legen ate / d Legen Circle d Legen Head* d Director ate / Circle Head*

• 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

Ensure timely procurement & deployment process

• Take necessary

approvals and place orders

• Get approvals for tender/quotation rates • In the RFP/tender, clearly list activities to be sourced from vendors, •
service level required and terms and conditions Issue orders with clear defined time-lines and specifications of the items to be procured with provision for pre-delivery quality check

• Coordinate supply

of hardware & WAN deployment

• Initiate procurement process with the vendors • Coordinate with vendors for timely supply of hardware

Director ate / Circle Head* Division Head Division Head

• Coordinate site
preparation

• Monitor progress of site preparation closely • Ensure work plan is synchronized with other look and feel areas • Inspect every item specified in the site readiness blueprint to validate •
completion of site readiness Check the quantity and quality of various items

Commissioning of hardware

• Validate site
readiness and H/W quality/ quantity

• Hardware
commissioning
* Footnote

• 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

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

7

Technology

IMPLEMENTATION DETAILS (3/4)
Activities Details SUBTITLE (IFSteps to be taken MESSAGE TITLE ONLY) THERE IS A

STICKER
Who STICKER Legen d Legen Division d Legen Head d Legen d Legen d Division Head

• Monitor software
Installation of 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

• 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 • 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

• Maintain/replace
computer consumables & stationery Maintenance

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

* Footnote Source: Source

8

Technology

IMPLEMENTATION DETAILS (4/4)
Activities Details SUBTITLE (IFSteps to be taken MESSAGE TITLE ONLY) THERE IS A

STICKER
Who STICKER Legen d Legen Division d Legen Head d Legen d Legen d

• 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

System security

* Footnote Source: Source

9

Technology

TIMELINES AND MILESTONES (1/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER

Define post office requirements 1. Get post office requirements specifications 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 6. Take necessary approvals & place orders with approved vendors 7. Coordinate WAN deployment & supply of hardware
* Footnote Source: Source

STICKER Legen Post- d Legen Pre-operative operative d Legen Weeks d Legen 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Launch+ d Legen d

0

Technology

TIMELINES AND MILESTONES (2/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER

Commissioning of hardware 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
* Footnote Source: Source

STICKER Legen Post- d Legen Pre-operative operative d Legen Weeks d Legen 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19Launch+ d 20 Legen d

1

Technology

SPECIFICATIONS – LAYOUT, NETWORKING & WIRING
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Item Details

STICKER

Layout

STICKER Legen d Legen d • The layout has to be as compact as possible Legen • Computers other than those at counters, treasury & delivery should be pooled (for redundancy & easyd Legen maintenance) d Legen • The pool room should also be used for training d

• 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
Networking

• • • •

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 • • • • •
* Footnote Source: Source

Electrical wiring & earthing

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

2

Technology

SPECIFICATIONS – HARDWARE & PERIPHERALS (1/2)
SUBTITLEName of Item IS A MESSAGE TITLE ONLY) (IF THERE Sl. 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

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

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) 3

Kiosk 80 column printer

One for every post office One 80 column printer each for all counters except SB counters and also one each for each standby node + 50% of back-office nodes Every HO – 2 Every SO except single-handed – 1 50% of all SB counters One for every HO + one for those post offices where the number of postmen exceeds 50

4

136 column printer

5 6

Passbook printer High-speed printer

* Footnote Source: Source

3

Technology

SPECIFICATIONS – HARDWARE & PERIPHERALS (2/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Sl. Name of the Item Norms
7 8 Laser printer Barcode scanner

STICKER

STICKER Legen d Legen One laser printer to every delivery post office d Legen d Legen One barcode scanner each for all counters except SB counters and also one d Legen each for each standby node + one for every 15 postmen d One for every 10 SB counters Flat bed scanner is not required to be supplied 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

9 10 11

Signature scanner Flat-bed scanner 10 kg weighing scale

12

20 kg weighing scale

13

50 kg weighing scale

14 15

UPS Genset

0.4 KVA x (No. of nodes + servers) Twice the capacity of the UPS supplied

* Footnote Source: Source

4

Technology

ORGANIZATION
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Responsible Key Activities
• Define post office requirements • Set up a local team
PreOperative Authorises Supports

STICKER d Legen Directorate d Legen d Legen d Legen Circle d STICKER Legen Consulted

Division

Region

Circle

Division

Region

Circle

• Ensure timely procurement & deployment
process – Servers, nodes, printers, kiosk, barcode scanner, OS and RDBMS Directorate Circle Directorate Circle Directorate Circle Directorate Directorate

– UPS, genset, signature scanner, weighing
scales

• Commissioning of hardware • Installation of software • Maintenance
PostOperative

Circle

Circle

Circle

Directorate

Division

Region

Circle

Circle

Division

Region

Circle

Circle

• System security
* Footnote Source: Source

Division

Region

Circle

Circle

5

LOOK & FEEL AREA COMPONENTS
SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area Key ONLY)

STICKER


Branding

STICKER Legen d Legen d Legen Ensure consistent brand image for India Post d Legen Legen through uniform and exhaustive use of brand d d logos and signage's across all post offices

• Identify and implement technology
Technology Project Arrow Infrastructure area components in focus components required in Project Arrow post office – such as WAN, internet kiosk etc.

Human Resource

• Identify training needs for post office staff
and sensitize them to Project Arrow requirements. Implement training modules.

Infrastructure
* Footnote Source: Source

• Identify and complete all infrastructure
requirements in post offices to change post office “look & feel” to Project Arrow standard

6

HR

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Human Resource
• • HR training is key to ensure
that the post office staff is trained and motivated to conduct his/her daily tasks

STICKER STICKER Legen d Legen d Major activities in Legen HR, with associated d Legen steps to be taken d Legen d

Activities

• The aspiration for India Post
is to identify and fulfil all training requirements and sensitize staff to project objectives & requirements

Implementation Details

• Defines steps to be
taken with recommended timelines

• Recommended
Timelines
timelines and milestones

• Key components include
identification of training needs, preparation of trainers and complete the training

• Specifies details
Specifications
about training requirements for staff

• This document lists steps to
be taken and timelines and also set of specifications

• Postmasters/
superintendents should undertake these activities in their post offices

• Specifies
Organisation
responsibilities for various activities

* Footnote Source: Source

7

HR

ACTIVITIES AND STEPS TO BE TAKEN
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Activities Steps to be taken
• Awareness programmes
and workshops

• 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

• Fill up staff gaps
PreOperative

STICKER Step STICKER Legen No. d Legen 1 d Legen 2 d3 Legen d Legen d4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

• Preparation for training
programmes

• Identification &
preparation of trainers

• Training programmes
PostOperative

• Rewarding high
performance

• Identify and reward high performing post offices • Award recharge cards to trainers

* Footnote Source: Source

8

HR

IMPLEMENTATION DETAILS (1/4)
SUBTITLE (IFSteps to beIS A MESSAGE TITLE ONLY) THERE taken Details Activities
• Awareness for
change agents

STICKER STICKER Legen Who d Legen PSCI for d Legen Circles d Legen new to d Legen Project d Arrow Circles/ Regions

• 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 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 requirements Schedule a weekend training with post office staff in the third week of programme Get training material from change agent HR Conduct training 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

• Awareness for
Awareness programmes and workshops divisional heads and postmasters

• Directorate should ensure circles/regions understand the objectives & • • •

• Awareness for
post office staff

• Circles should ensure postmasters are trained in Project objectives & • • •

Postmasters / Field Trainers

• Fill up vacancies
in staff Fill up staff gaps

• • • • •

Circles / Regions

* Footnote Source: Source

9

HR

IMPLEMENTATION DETAILS (2/4)
SUBTITLE (IFSteps to beIS A MESSAGE TITLE ONLY) THERE taken Details Activities
• Complete
Fill up staff gaps posting of staff in post offices

STICKER STICKER Legen Who d Legen d Circles/ Legen Regions d Legen d Legen d

• 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 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 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 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

• Create database
for training

• Postmasters should prepare database of training requirements in •

Circles/ Regions

• Prepare action
plan for training Preparation for training programmes

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

Circles/ Regions

• Monitor
implementation of training plan

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

Circles/ Regions

* Footnote Source: Source

00

HR

IMPLEMENTATION DETAILS (3/4)
SUBTITLE (IFSteps to beIS A MESSAGE TITLE ONLY) THERE taken Details Activities
• Selection of
WCTC & field trainers

STICKER STICKER Legen Who d Legen Circles/ d Legen Regions d Legen d Legen d

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

• Selection of
Identification and preparation of trainers agency for softskills training

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

Circles/ Regions Circles/ Regions

• Selection of
retired persons for training delivery staff

• 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

• Organize one week training by PTC to train WCTC trainers • Give relevant training material to all the trainers, including external
agency

Circles/ Regions

* Footnote Source: Source

101

HR

IMPLEMENTATION DETAILS (4/4)
SUBTITLE (IFSteps to beIS A MESSAGE TITLE ONLY) THERE taken Details Activities
• Departmental
software & troubleshooting

STICKER STICKER Legen Who d Legen d Legen Circles/ d Regions Legen d Legen Circles/ d Regions Circles/ Regions Circles/ Regions

• Soft skills
Training Programmes

• Delivery staff • Ensure on-time
reimbursement for trainers

• • • • •

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

• 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

• Identify and
Rewarding High Performance reward high performing post offices

• 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 number of trainers (e.g., postmasters, system administrators, field trainers etc.) Award trainers as per the decided package

Circles/ Regions

• Identify high
performing people and award recharge cards

• Decide on an award package depending on available budget and •

Circles/ Regions

* Footnote Source: Source

102

HR

TIMELINES (1/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER STICKER Legen Post- d Legen Pre-operative operative d Legen Weeks Launch+ d Legen 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 d Legen d

Awareness programs and workshops 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 5. Complete posting of staff in post offices Preparation for training programs 6. Create database for training 7. Prepare action plan for training 8. Monitor implementation of training plan
* Footnote Source: Source

103

HR

TIMELINES (2/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER STICKER Legen Post- d Legen Pre-operative operative d Legen Weeks Launch+ d Legen 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 d Legen d

Identification and preparation of trainers 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 14. Training for soft-skills 15. Training for delivery staff 16. On-time reimbursement for trainers Rewarding High Performance 17. Identify and reward high performing post offices 18. Award recharge cards to trainers
* Footnote Source: Source

104

HR

SPECIFICATIONS FOR AWARDS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

Award

Details 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

• Reward high

performing post office

• Basis for selection of
the high performing 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

* Footnote Source: Source

105

HR

SPECIFICATIONS – TRAINING PACKAGES
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Training Details
• Departmental software
Duration 12 days 12 days Location WCTC PTC Who will be trained Postal assistants PMs/Supervisors System administrators 2 days WCTC Location On site PSCI/PTC Two PAs from each post office Who will be trained Postal assistants Delivery staff PMs of gazetted offices/Other PMs

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• Troubleshooting

• Soft skills

Duration 3-4 days 6 days

• Training for delivery staff

Duration 6 sessions (75 minutes each) 6 days

Location On site WCTC/Local computer training centre

Who will be trained Delivery staff Delivery staff

* Footnote Source: Source

106

HR

ORGANIZATION
SUBTITLEKey Activities IS A MESSAGE TITLE ONLY) (IF THERE Responsible
Awareness programs and workshops PSCI/Circle Authorises Not Applicable Circle Region Supports Circle

STICKER STICKER Legen Consulted d Legen Not d Legen Applicable d Legen d Legen d Directorate Directorate

Filling up of HR gaps PreOperative Conduct training programmes

Division PSCI, PTC, WCTC Directorate/ Circle/ Division

Circle PTC

Reward high performance (Recharge cards)

Circle for recharge cards

Circle

Directorate

PostOperative

Reward high performance (Rewards to high performing post offices)

Directorate

Directorate

Directorate

Directorate

* Footnote Source: Source

107

LOOK & FEEL AREA COMPONENTS
SUBTITLE (IF THERE IS A MESSAGE TITLEfocus area Key ONLY)

STICKER


Branding

STICKER Legen d Legen d Legen Ensure consistent brand image for India Post d Legen Legen through uniform and exhaustive use of brand d d logos and signage's across all post offices

• Identify and implement technology
Technology Project Arrow Infrastructure area components in focus 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

Infrastructure
* Footnote Source: Source

• Identify and complete all infrastructure
requirements in post offices to change post office “look & feel” to Project Arrow standard

108

OVERVIEW
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Infrastructure
• Right infrastructure is
essential to give a uniform look-and-feel to post offices and facilitate smooth operations.

STICKER STICKER Legen d Legen Major infrastructured Legen activities along with d associated steps toLegen be d Legen taken d


Activities

• The aspiration for India
Post is to standardize all required infrastructure across all post offices in India.

• Details out each step to Implementation be taken Details

• Recommended timelines
Timelines
and milestones

• Key components include
standard exterior and interior looks, required fixtures and furniture.

• List of specifications of
Specifications
internal and external items

• This document lists steps
to be taken and timelines and also set of specifications

• Postmasters/
* Footnote Source: Source

Organisation

• Specifies responsibilities
for various activities

superintendents should undertake these activities in their post offices

109

Infrastructure

ACTIVITIES AND STEPS TO BE TAKEN
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Activities Steps to be taken
• Define post office
requirements

• Become familiar with this document to understand •
requirements Collect field data, analyze gaps and finalize scope of work

• Set up a local team • Ensure timely
PreOperative development/ procurement process

• 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

STICKER Step STICKER Legen No. d Legen 1 d Legen d Legen 2 d Legen 3 d 4 5 6 7 8 9 10 11 12 13 14

• Quality check

• Check quality of samples from vendor/perform inbound • Check alignment with branding silo for consistency
quality check

• Installation

• Define a plan for installation, including alternate working •
space arrangements Monitor installation and ensure completion of all work before launch date

PostOperative

• Maintenance

• Define maintenance plan/review frequency • Maintain/replace infrastructure as required

* Footnote Source: Source

110

Infrastructure

IMPLEMENTATION DETAILS (1/3)
SUBTITLE (IF Steps to beIS A MESSAGE TITLE ONLY) THERE
Activities

STICKER STICKER Legen Whod Legen d Legen Division d Head Legen d Legen d

taken

Details

Define post office requirements

• 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

Division Head

* Footnote Source: Source

111

Infrastructure

IMPLEMENTATION DETAILS (2/3)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Activities Steps to be taken Details

STICKER STICKER Legen Legen d • Division Legen Head d Legen d Legen d
Who d

• 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 • Submit list to regional/circle office to decide procurement at region/circle
level ones need to be outsourced (e.g., some painting could be done internally)

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

• 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

• Consolidate
requirements & observe standard procedures for procurement/ contractor selection

• 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

• Circle
Head

Ensure timely development/ procurement

• 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, • Issue work orders with clear defined time-lines and specifications of the
activities & items to be provided with provision for pre-delivery quality check service level required and terms and conditions

• Circle
Head

* Footnote Source: Source

111

Infrastructure

IMPLEMENTATION DETAILS (3/3)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Steps to be taken Details
Activities

STICKER STICKER Legen Who d Legen d • Circle Legen Head d Legen d Legen d • Circle
Head

• Check quality of samples
from vendor/perform inbound quality check 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

• 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

• Define a plan for the
Infrastructure works/ Installation 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

• 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

Maintenance

• 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

* Footnote Source: Source

113

Infrastructure

TIMELINES AND MILESTONES (1/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Pre-operative Weeks Define post office requirements 1. Become familiar with this document to understand requirements 2. Collect field data, analyze gaps and finalize scope of work Set up a local team 3. Prepare specifications of required work & items needed 4. Review available capacity of resources and define team Ensure timely development/procurement process 5. Consolidate requirements & prepare and submit estimates 6. Observe standard procedures required for tendering 7. Take necessary approvals Place orders with approved vendors / . 8 contractors
* Footnote Source: Source

STICKER STICKER Legen Post- d Legen operative d Legen d Legen 10 11 12 13 14 15 16 17 18 d 20 19 Legen d

1

2

3

4

5

6

7

8

9

114

Infrastructure

TIMELINES AND MILESTONES (2/2)
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Pre-operative Weeks Quality Check 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 12. Monitor progress and ensure completion of all work before launch date Maintenance 13. Define maintenance plan/review frequency 14. Maintain/repair infrastructure as required
* Footnote Source: Source

STICKER STICKER Legen Post- d Legen operative d Legen d Legen 10 11 12 13 14 15 16 17 18 d 20 19 Legen d

1

2

3

4

5

6

7

8

9

115

Infrastructure

SPECIFICATIONS
SUBTITLE (IF THERE IS need to be standardized for post offices The following parameters A MESSAGE TITLE ONLY)
Objects Exterior Display Information boards & signage Infrastructure Interior Furniture Customer service counters Customer writing ledges Storage cupboards Customer waiting benches Accessories Counter staff chairs Hall and counter lights
* Footnote Source: Source

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

Colour scheme for walls

Colour scheme for walls and floor

116

Infrastructure

SPECIFICATIONS – COLOUR SCHEME FOR EXTERIORS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name 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 Name Colour scheme Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• Walls • Wall highlights – edges • Windows and doors
Walls Wall highlights - edges

Windows and doors

* Footnote Source: Source

117

Infrastructure

SPECIFICATIONS – COLOUR SCHEME FOR INTERIORS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name 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 background and will protect the wall from getting spoilt by gum, ink etc. Name Colour scheme Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• Walls • Floors • Wall facing the writing
ledge

WALLS

FLOORS

• Counters • Benches and chairs

Wall facing the writing ledge

Counters

Benches/ Chairs

* Footnote Source: Source

118

Infrastructure

SPECIFICATIONS – FLOOR / WALL FACING THE WRITING LEDGE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name 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. Name Floor Wall facing the writing ledge Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

* Footnote Source: Source

119

Infrastructure

SPECIFICATIONS – COUNTERS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Interior Name Furniture Customer service counter Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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

* Footnote Source: Source

120

Infrastructure

SPECIFICATIONS – COUNTERS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Name Furniture Customer service counter Example Front view

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 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

• 19 mm block board finished
with combination of PO red shade lamination and steel shade lamination

Rear view

* Footnote Source: Source

121

Infrastructure

SPECIFICATIONS – COUNTERS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Interior branding signage on the top of the counter has provision for lighting and also a provision for counter display board Name Furniture Customer service counter Example View – multiple counters

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 19 mm block board finished
with combination of PO red shade lamination and steel shade lamination

* Footnote Source: Source

122

Infrastructure

SPECIFICATIONS – CUSTOMER WRITING LEDGE
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Interior The writing ledge is red and steel grey in colour. It has shelves for keeping forms Name Furniture Customer writing ledge Example View

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 19 mm block board finished
with combination of PO red shade lamination and steel shade lamination

The writing ledge also has a wastepaper basket attached to it Customers can use it for throwing the wasted paper and other material

* Footnote Source: Source

123

Infrastructure

SPECIFICATIONS – STORAGE CUPBOARDS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name 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 Name Furniture Storage cupboards Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

• 19 mm block board finished
with combination of PO red shade lamination and steel shade lamination

* Footnote Source: Source

124

Infrastructure

SPECIFICATIONS – VISITOR BENCH
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name 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 Name Furniture Visitor bench Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

* Footnote Source: Source

125

Infrastructure

SPECIFICATIONS – COUNTER STAFF CHAIRS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Accessories Chairs are grey in colour so that they match with the counters and the flooring. They are comfortable and ergonomically designed Name Furniture Counter staff chairs Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

* Footnote Source: Source

126

Infrastructure

SPECIFICATIONS – HALL AND COUNTER LIGHTS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)
Name Accessories Bright white fibre lights to provide appropriate lighting in the public hall and on the counters Name Lighting Hall and counter lights Example

STICKER STICKER Legen d Legen d Legen d Legen d Legen d

* Footnote Source: Source

127

Infrastructure

ORGANISATION
SUBTITLEActivities (IF THERE IS A MESSAGE Responsible TITLE ONLY) Authorises
Define post office requirements Civil / Electrical / Postal Division Divisions RO / Civil / Electrical Division Divisions Supports CO / SE (Civil / Electrical) Office Region / Circle

STICKER STICKER Legen d Legen d CO / CE Office Legen d Legen d Legen Circle d
Consulted Circle

Set up local teams

Define procurement processes PreOperativ e

Civil / Electrical Division

Civil / Electrical Division

CO / SE / Civil / Electrical Division

Quality Check

Civil / Electrical Division

Civil / Electrical Division

CO / SE / Civil / Electrical Division

Circle

Ensure timely deployments

Civil / Electrical Division

Civil / Electrical Division

CO / SE / Civil / Electrical Division

Circle

Maintenance Post Operative

Divisions

Division / Region

Region / Circle

Circle

* Footnote Source: Source

128

CONTENTS
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) Agenda Item

STICKER STICKER Pg Legen no. d Legen d Legen d Legen d Legen d 2

Objectives and structure of Project Arrow

Blue Book objectives & guidelines

7

Blue Book by Silo – Core operations

13

Blue Book by Silo – Look & feel

66

Project monitoring
* Footnote Source: Source

128

129

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

STICKER

SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) STICKER Legen • Linked to priorities and scope of organization / department d Legen d Legen Aligned with • Structured approach to choose selected areas and KPIs based on d Legen strategic objectives overall corporate strategy d

• Focused number to direct employee priorities

Legen d

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 • Layout designed to facilitate quick assessment of performance
along a number of dimensions

Designed to provide snapshot of performance

• Use of visual clues (e.g., colours, graphics) to guide user • Ability for user to quickly drill down • Post-office level KPIs along with aggregation at every level to
ensure integration with directorate-level framework

Integrated into larger performance management framework
* Footnote Source: Source

• Input to regularly scheduled performance dialogues

130

60%

DATA FROM POST OFFICE DATA BASE AND WEB-ENTERED DATA WILL BE STICKER USED TO CREATE A KPI-BASED PERFORMANCE DASHBOARD
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) 2
Data extracted from PO databases – verifiable data STICKER Legen Example Data d Legen d Legen • Number of Regd d articles received Legen • Number of Regd d Legen articles not d delivered • Age of MO not delivered • Number of Regd articles mis-sorted • Number of banking transactions

1

Data Repository

Meghdoot Sanchay Post

100% = all data required for KPIs Operational dashboard reports Reporting Engine

40%

100% 60%

3

Data manually entered through web based system

Example Data

• Number of Ord • Data repository
would store data collected from individual PO

• • • •

* Footnote Source: Source

Online web-based tool

articles received Number of Ord articles not delivered Time of mail arrival Customer satisfaction score Staff satisfaction score Average waiting time

131

KPIs WOULD BE TRACKED ON A WEEKLY BASIS AT A NATIONAL LEVEL
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) KPI DASHBOARD – National roll up1 (Week ending Dec 13)
Units 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 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
1: National roll up is average of all Phase I PO performance * Footnote
Source: Source

KPI below tolerance KPI within tolerance STICKER

Tolerance 0.00% 0.00% 0.00% 0.00% 5.00% 3.00% 95% 30 15 8 8 8 10% 95%

Last Week 0.00% 0.00% 0.01% 0.00% 5.67% 2.41% 97.0% 12 3.4 9.7 9.8 9.9 0.1% 100.0%

This Week 0.16% 0.46% 0.39% 0.01% 5.02% 3.04% 95.0% 8 3.4 9.7 9.8 9.9 0.1% 100.0%

Per cent Per cent Per cent Per cent Per cent Per cent Per cent Minutes Minutes Number Number Number Per cent Per cent

STICKER Legen ILLUSTRATIVE d Legen d Legen Status d Legen d Legen d

132

TREND LINE CAN ALSO BE DRAWN TO SEE IMPROVEMENT OR DECLINE IN PERFORMANCE STICKER
SUBTITLE (IFfrom Aug IS A MESSAGEweekly ONLY) 1 Trend for KPI THERE 22 to Dec 13 in TITLE buckets
% Ordinary mail delivered Ordinary mail target % Registered mail delivered

105 100 97 95 99 100

Ordinary mail actual

120 110 100 90 80 70 88 89

100

100

STICKER Legen ILLUSTRATIVE d Legen d Legen Registered mail delivered target d Legen d Registered mail delivered actual Legen d

98

94 97 95

22 -A 29 ug -A 5- ug S 12 ep -S 19 ep -S 26 ep -S 3- ep O 10 ct -O 17 ct -O 24 ct -O 31 ct -O 7- ct N 14 ov -N 21 ov -N 28 ov -N 5- ov D 12 ec -D 19 ec -D 26 ec -D ec

% Speed Post mail delivered Speed Post mail delivered target

% MO delivered MO delivered target

120 110 100 90
95 94 97

Speed Post mail delivered actual

120 110 100 90 80 70 84 85
94 94

99

97 98 98

22 -A 29 ug -A 5- ug S 12 ep -S 19 ep -S 26 ep -S 3- ep O 10 ct -O 17 ct -O 24 ct -O 31 ct -O 7- ct N 14 ov -N 21 ov -N 28 ov -N 5- ov D 12 ec -D 19 ec -D 26 ec -D ec

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

133

22 -A 29 ug -A 5- ug S 12 ep -S 19 ep -S 26 ep -S 3- ep O 10 ct -O 17 ct -O 24 ct -O 31 ct -O 7- ct N 14 ov -N 21 ov -N 28 o v -N 5- ov D 12 ec -D 19 ec -D 26 ec -D ec

80

22 -A 29 ug -A 5- ug S 12 ep -S 19 ep -S 26 ep -S 3- ep O 10 ct -O 17 ct -O 24 ct -O 31 ct -O 7- ct N 14 ov -N 21 ov -N 28 o v -N 5- ov D 12 ec -D 19 ec -D 26 ec -D ec

90

MO delivered actual

96 97 97 95 98

NATIONAL LEVEL KPIS WOULD BE BROKEN INTO CIRCLEWISE AND EVEN POST OFFICE-WISE PERFORMANCE REPORT
SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY) KPI Dashboard – Circle roll up1 (Week ending Dec 13)
Units KPI Mail & MO delivery Tolerance AP Jharkhand MP Maharashtra NE Orissa Rajasthan Tamil Nadu UP

ILLUSTRATIVE STICKER tolerance STICKER Legen d Legen dUttaraLegen dkhand Legen d Legen 0.0% 0.0% d
0.0% 0.0% 0.0% 0.0% 0.0% 98.2% 8.3 0.0% 0.0% 0.0% 4.8% 2.5% 89.7% 6.7
KPI below

• Per cent mail not sent for delivery
(Ord)

Per cent Per cent Per cent Per cent Per cent Per cent Per cent Minutes

0.0% 0.0% 0.0% 0.0% 5.0% 3.0% 95% 30

0.0% 0.0% 0.0% 0.0% 1.8% 0.3% 96.0% 5.8

0.0% 0.0% 0.0% 0.1% 1.6% 1.5% 99.7% 5.8

0.0% 0.6% 0.5% 0.0% 10.5% 8.7% 86.3.2% 23.7

0.3% 0.7% 0.5% 0.0% 9.3% 6.0% 92.0% 3.7

0.0% 0.0% 0.0% 0.0% 0.0% 5.6% 100.0% 17.5

0.0% 0.0% 0.0% 0.0% 7.8% 4.0% 93.3% 5.3

1.2% 3.1% 2.8% 0.0% 4.5% 1.9% 98.7% 12.2

0.0% 0.0% 0.0% 0.0% 5.0% 1.1% 98.8% 2.2

• 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
KPI Office Service Level

• Average wait time • Customer satisfaction score on
quality of customer interface (out of 10)

Minutes Number

15 8

1.80 10.0

2.00 6.8

3.17 8.2

2.20 7.4

0.00 9.0

15.20 8.0

0.80 10.0

1.11 9.8

2.40 9.8

1.5 7.3

• Customer satisfaction score on
ambience and support system (out of 10)

Number

8

10.0

7.0

8.2

7.4

9.5

8.0

10.0

9.8

10.0

7.3

• Staff satisfaction score (out of 10) • Per cent transactions that exceed
time

Number Per cent Per cent

8 10% 95%

10.0 0.0 100%

7.3 0.0 75%

8.3 0.0 83%

7.6 0.0 80%

9.5 0.0 100%

8.0 0.0 80%

9.8 0.0 100%

10.0 0.0 100%

10.0 0.0 100%

7.3 0.0 75%

• Per cent compliance by postmaster
on the prescribed daily check list

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

134

STICKER

SUBTITLE (IF THERE IS A MESSAGE TITLE ONLY)

STICKER Legen d Legen d Legen d Legen d Legen d

* Footnote Source: Source

135