0 Mail delivery Ensure same day delivery of mail received and same day dispatch of mail collected.

1

Mail delivery

• Ensure same day delivery of mail received and same day dispatch of mail collected

22

Mail• Improve mail operations at a post office:

Mail Receipt, Sorting, Delivery, Collection and Dispatch

3

OVERVIEWMAIL

• Mail operations are fundamental to India Post. It is the most common association customers have with India Post

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

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

• This segment lists activities to improve mail performance

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

• List of activities to improve mail operations in post offices

Activities

Mail

Goals

4

• List of goals for India Post mail operations

Targets

5

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

66 6

GOALS AND ISSUES

Sorting and dispatch

Mail collection

Mail delivery

Mail receipt & beat sorting

Mail

• All mail is not delivered on the day of arrival

• All letter boxes are not cleared every day

• Mis-sorting and delay in mail dispatch

• All mail is not sorted for delivery on the day of receipt

Issues

• Punctuality in receipt of mail

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

• Same day delivery of all mail received in the post office

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

• Same day dispatch of all articles booked and collected from letter boxes

GoalsFunctional Area

Issues

7

• List of problems observed from post office visits

88

KPIs AND TARGETS

Issue KPI Target

All mail is not sorted for delivery on date of receipt

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

• Per cent mail sent for delivery (Ordinary) 100%

• Per cent mail delivered same day (Regd. Post) 100%

• Per cent mail delivered same day (Speed Post) 100%

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

• Per cent mail delivered same day (Ordinary) 100%

• Per cent mail correctly sorted (Speed Post) 100%

• Per cent mail correctly sorted (Regd. Post) 100%

• Per cent mail correctly sorted (Ordinary) 100%

• Time from mail office to customer receipt Less than 24 Hrs

• Mail transit time (end-to-end) As per normsNetwork Issues

• Deviation of beat completion time 30 min

All mail is not delivered on the day of arrival

Mis-sorting and delay in mail dispatch

Mail

99

ACTIVITIES FOR IMPROVEMENTActivity

No.Issues Issue drivers

All mail is not sorted for delivery on day of receipt

All mail is not delivered on the day of arrival

Sorting and Dispatch

Mail Collection

1

2

3a

3b

Activities

Mail

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

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

11• Develop beat back up• Postman availability

12• Strengthen monitoring of postmen performance• Postman compliance

12• Strengthen monitoring of postmen performance• Inadequate supervision

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

• Retain local mail during dispatch 14• Sorting process

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

• Insufficient time for beat sorting

• Estimate required manpower• Employ outsourced manpower for peak load• Ensure postman multi-skilling• Implement beat sorting at mail office• Arrange bulk mail delivery from mail office

34567

• Streamline pre-delivery processes• Ensure availability of equipment and accessories

• Inefficient sorting process 89

• Popularize PIN codes• Incomplete address 15

10

REVISE MAIL ARRANGEMENTS – LOOK FOR ALTERNATE TRANSPORT

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

Why?

How? – Implementation details Who?

Activity 1Mail

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

1. Identify mail arrival mode (rail/road) and time and what is the scheduled time and identify if mail arrival time is ideal for completion of beat sorting in the post office before the postmen are out for delivery

2. Identify all trains that come to the nearest station. Identify if there are some trains that arrive at that station earlier than the existing mail carrying train

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

If a train arrives at a station, but does not have a mail section, negotiate with railways for a weighment system or use dedicated personnel to bring mail (if justified by mail volume)

3. If no train comes to the station earlier, but comes to the nearby stations, analyze if bringing mail from nearby station by road may bring mail earlier and also be cost effective

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

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

1

2

3

4

a

b

5

Postmaster/ Superintendent

As follows

Superintendent/PMG

PMG

Superintendent

Superintendent/PMG

Superintendent/PMG

1

2

3

4

a

b

5

Timeline1

Days from start of activity

Sub-activity

2b 4 & 532a1

715

3060

70

11

MONITOR MAIL ARRIVAL AND TAKE CORRECTIVE ACTIONS

Why?


Activity 2Mail

Timeline

• Mail arrival is often late and not recorded and reported

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

– e.g., if delay is because of unreliable mode of transmission, consider switching modes (rail/road). If the delay is because of departmental mail motor or because of postal staff not collecting mail from railways/bus stand, enforce adherence to time

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

• In case of repeated delays, the root cause of delay should be investigated by the Superintendent and corrective actions should be taken

3 3

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

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

Postmaster

superintendent/PMG

Postmaster

Postmaster2


Sub-activity

3 & 421

7

Ongoing

Ongoing

8a & 8b7

12

ESTIMATE REQUIRED MANPOWER

Why?


As per activity 1

Activity 3Mail

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

Timeline

• Ensure that information for mis-sent articles (count bag-wise) is recorded in the error book and sent to superintendent ( Post office / RMS) on a daily basis

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

• Determine mail arrival time in the post office

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

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

• Determine time available for sorting as the time between mail arrival and optimum delivery start time (this means time calculated in step 4 minus time calculated in step 3)

• Determine number of people required for beat sorting. This means divide number of man-hours required for beat sorting (calculated in step 5) by time available for sorting (calculated in step 6)

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

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

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

1

2

3

4

5

6

7

8

a

b

Postmaster

Postmaster

Postmaster/Supdt

Postmaster/Supdt

Postmaster/Supdt

Postmaster/Supdt

Postmaster/Supdt

As follows

Postmaster/Supdt

Supdt/PMG

1

2

3

4

5

6

7

8

a

b


Sub-activity

20

61 5432

7

Complete with step 2

Complete with step 3 and 4


(8a) Within 15 days of step 7

(8b) Within 60 days of step 7


13

EMPLOY OUTSOURCED MANPOWER FOR PEAK LOAD

Why?


Activity 4Mail

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

• Hence extra manpower might be required to ensure that same day delivery is maintained even in peak load situation in case workload exceeds capacity of existing staff

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

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

Postmaster2 2

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

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

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

Timeline


Sub-activity

7

53 & 421

1530

50

14

ENSURE POSTMAN MULTI-SKILLING


Why?

Activity 5Mail

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

• To enrich the job content of postmen

• Identify pre-delivery processes that postmen should take up (such as generating delivery slips, beat sorting etc.)

1 Postmaster1

• Train postmen to learn new skills and assist in pre-delivery processes. Encourage staff to pick new skills such as working on computers, sorting etc

2 Postmaster2

• Codify finalized list of activities and responsibilities 3 Postmaster3

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

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

Timeline


Sub-activity

15

4321&5

3040

60

4 & 5

15

IMPLEMENT BEAT SORTING AT MAIL OFFICE

Why?


Activity 6Mail

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

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

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

• Identify sorting assistants/postmen for beat sorting in mail office Postmaster/Supdt (Post office/RMS)

2 2

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

• Segregate post office mails (normal function in mail office). But instead of closing the post office bag – move the mail to post office sorting desk

Superintendent RMS

4 4

• Complete beat sorting for the given post office Head Sorting Assistant (in mail office)

5 5

Timeline


Sub-activity

321

30

Ongoing

4575

16

ARRANGE BULK MAIL DELIVERY FROM MAIL OFFICE

Why?


Activity 7Mail

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

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

• Identify the major recipients of mails (bulk customers)

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

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

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

• Make mail office staff responsible for delivering the mail

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

• Supdt(PO/RMS) /PMG

• Supdt.RMS

• Supdt.RMS

• Supdt (PO/RMS)

• Supdt.RMS

• Supdt(PO/RMS)

1

2

3

4

5

6

1

2

3

4

5

6

Timeline


Sub-activity

15

63, 4 & 5 21

2030

Ongoing

17

STREAMLINE PRE-DELIVERY PROCESSES


Why?

Activity 8Mail

• It has been observed that the present pre-delivery processes significantly bottleneck the mail operations. There are multiple handlings, wasteful movements and significant non-value adding activities

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

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

Timeline


Sub-activity

231

7

4

Ongoing

15

• Document all pre-delivery processes like mail receipt, bag opening, facing/stamping, sorting, sequencing, preparing lists for accountable articles, collecting accountable articles, collecting cash for MOs from treasury and ensure that all actions are coordinated and matched

• Reduce total idle time during pre-delivery processes, e.g., if mail facing takes 30 minutes and requires 1 official, time spent by other officials during this time (waiting for mail to be faced) would be ‘idle’. This idle time can be minimized by training staff in parallel processing or multi-tasking – e.g. postmen can prepare delivery slips. Duty hours must be planned as per this mail flow

• Ensure cash and regd./speed post etc. is ready by the time postmen come to collect their mail (i.e., no queuing for this), e.g., to ensure smooth and fast collection of cash from treasury, treasury staff can keep ready cash and hand over to postmen directly.

• Ensure that information for mis-sent articles (count/bag-wise) is recorded in the Error Book and sent to the Superintendent(Post offices/ RMS) on a daily basis

Supdt (post offices)/DPS

Supdt/DPS/Postmaster

Postmaster

Postmaster

1

2

3

4

1

2

3

4

30

18

ENSURE AVAILABILITY OF EQUIPMENT AND ACCESSORIES

Why?


Activity 9Mail

• Post office operations (e.g., delivery of mail) often get delayed because of non-availability of material • Hence, adequate availability of necessary material is mandatory in all post offices and stock management principles should be used to avoid stock-

outs • This activity is mandatory

Timeline


Sub-activity

7

4, 5, 6 & 72 & 31

15

30

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

a. Good quality rubber stampsa

f

edcb

• Identify all necessary material required for mail processing 1 Postmaster1

• Some examples of materials included are2 Postmaster2

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

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

• For each material, define a lead time (time to order and procure new stock). Define a replenishment quantity equal to lead time x average daily consumption + 30% as a safety factor

5 Postmaster/SSP5

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

6 Postmaster6

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

19

CARRY OUT BEAT REVISION

Why?


Activity 10Mail

• It has been observed through workshops that beat review is not done at post offices on a regular basis • With expanding urban areas, and changing demographic profiles, it is important to review beats regularly to make them equitable to ensure that

postmen are not over-burdened and not able to complete their beats • This is a mandatory activity

Timeline


Sub-activity

7

6 & 73, 4 & 521

1530

35

• Review problems with current beats through analysis of mail not delivered on different beats. Review time taken by the postmen to complete their beats. Feedback from postmen will help in ascertaining the problems

Supdt (Post Offices)1 1

• Corroborate postmen notes with evaluation of population increase/decrease, increase/decrease in mail volume, existence of new high density areas


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


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


• If problems are found with postmen shortage (postmen less than prescribed beats), consider use of GDS/beat combination – e.g. can 2 postmen share three low density beats


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

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

20

DEVELOP BEAT BACKUP

Why?


Mail Activity 11Mail

• It has been seen during post office visits that some beats are left fully unattended due to lack of planning • This is because of lack of a backup plan for individual beats (e.g., supervisory staff not being aware of who can service extra beats)• Hence each postman needs to be aware of at least one other beat. GDS staff are already being used in some post offices and this should be

documented as well

Postmaster• Document the information regarding alternative arrangements to be made (the information is generally available with the APM/DY PM of delivery branch)

1 1

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

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

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

4 4

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

5 5

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

6 6

Timeline


Sub-activity

7

62, 3, 4 & 51

15

30

21

STRENGTHEN MONITORING OF POSTMEN PERFORMANCE

Why?


Activity 12Mail

• Monitoring of postmen is required to achieve greater efficiency in the delivery process This will improve discipline among the postmen leading to reduction in undelivered letters & improvement in quality and authenticity of remarks

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

• Act upon earlier instructions in Directorate letter no 3-39/2007-PG dated 5.10.2007 on the necessity of engaging PRIs on delivery functions

HOC/PMG1 1

• Inspecting officers must monitor performance of postmen at the stage of postmen return and assess any special difficulties encountered by postmen on their beats

Supdt/ASP/IPO2 2

• Take six-monthly feedback from postmen as per format already circulated earlier and develop actionable points on each beat

Supdt (Post Office)3 3

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

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

Timeline


Sub-activity

7

5

4321

15Ongoing

30Ongoing

3, 4 & 5

22

STRENGTHEN MONITORING OF LETTER BOX CLEARANCE & DISPATCH OF MAIL

Why?


Activity 13 & 14Mail

• It is important that mail posted in the letter boxes as also collected at the counter in the post office is included in the day’s dispatch • Further, preliminary sorting must be done in the post office before outward mail is dispatched as per the prescribed pattern

Timeline


Sub-activity

7

3, 4 & 521

1530

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

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

• Ensure that sufficient time is available for preliminary sorting of outward mail after mail collected from letter boxes reaches post office and is sorted along with mail received at the counters

3 Postmaster3

• Preliminary sorting for outward mail should be done as per sorting plan- (1) own office (2) own BOs or SOs (in case of HOs) (3) own HO (in case of SOs), (4) own district, (5) own state, (6) rest of India and abroad, and (7) for offices for which the post office has cross bags or due bags. Selections 1 and 2 would be retained in the post office for delivery and consigned to BOs or SOs in account with the PO, selection 3 should be consigned by SO to HO, selections 4, 5 & 6 in district/state/rest of India bundles to parent mail office, and selection 7 in prescribed due bags for other offices, if applicable

4 Postmaster4

• Dispatch mail as per prescribed timeline. Report late departure/non-availability of transport through an error extract along with the corrective action taken

5 Postmaster5

Ongoing

23

POPULARIZE PIN CODES

Why?


Activity 15Mail

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

Timeline


Sub-activity

60

1

75

• Publish Circle PIN code directory and ensure its availability in the post office for sale. A copy of the directory should also be kept in the customer hall for easy reference

HOC / Supdt(PO)1 1

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

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

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

• Identify special pockets that have wrong PIN code information of their area and newly developed areas for dissemination of PIN code information to residents of these areas

Postmaster/Supdt(PO)

5 5

2, 3, 4 & 5

2424

CORE AREA COMPONENTS

• Project Arrow core area components included for improvement

Mail

Key focus area

Remittances

Savings Bank

Office Service Level

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

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

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

• Simplify account opening, closure, transfer & deceased claim processes, ensure cash availability & reduce transaction times

25

OVERVIEWSAVINGS

BANK

• Savings bank is an important function for India Post as it provides financial inclusion for un-banked masses

• Savings bank aspirations include better customer service using increased electronic transactions

• Current savings bank processes are manual and based on old guidelines. Some processes such as accounts transfer or deceased claim cases pose customer satisfaction issues

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

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

SB

Issues

Goals

KPI / Targets

• List of goals for India Post SB operations


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

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

Activities

2626 26

GOALS AND ISSUES

• Ensure one-time transactions are within acceptable norms

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

• Transaction time within acceptable norms

• Automated operations (e.g., passbook printing, cash withdrawal)

• No cash shortage at post office

• Automated account balances at end of day

• Faster end of day balances between HO and SO

• No errors in end of day account balances

GoalsFunctional Areas Issues

• Customers need to wait unduly long

• Delay in settling deceased claim and account transfer requests

• Customers need to wait unduly long

• Entries made manually in passbook

• Shortage of cash delays payment

• End of day account balancing is time consuming

Back office – account

balancing etc.

Regular transactions –

cash withdrawal etc.

One time transactions –

account opening, closure & transfer

and deceased claim cases

SB

27

KPIs AND TARGETS – SAVINGS BANK

Issue KPI Target

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

• Time to close account 6 minutes

• Per cent bank accounts electronically converted 100%

• Time to open account 10 minutes

End of day account balancing is time consuming

• Time for account transfer 1 day

• Time to settle deceased claim case 7 days

5 minutes• Average transaction time for deposits

Average transaction time is very high for regular transactions

SB

6 minutes• Average transaction time for withdrawals

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

installed

28

ACTIVITIES FOR IMPROVEMENT

Issue Activities Activity No.

Delay in settling account open, close & transfer and deceased claim requests

• Encourage depositors to register nominees 5

• Digitization of all manual records 2

• Digitization of all manual records 3End of day account balancing is time consuming

• Clarify rules for deceased claim cases 6

• Streamline account transfer procedure 4

1• Revise cash balances & withdrawal limitsAverage transaction time is very high for regular transactions

3• Re-engineer savings bank operating processes

SB

Issue Drivers

• Nominations are not available

• Manual update of accounts

• Manual processes

• Deceased claim verification rules not clear in the field

• Complex and unclear account transfer process

• Cash not available at post office

• Old & complex operating processes

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

• Digitize all manual records 2• Manual update of accounts

29

REVISE CASH BALANCES & WITHDRAWAL LIMITS

Why?


Activity 1SB

• To ensure cash availability on demand at post offices

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

11

• Authorize postmasters to issue cheques • PMG / CPMG / DTE

2 2

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

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

Timeline


Sub-activity

30

42 & 31

60

Ongoing

30

DIGITIZE ALL MANUAL RECORDS

Why?


Activity 2SB

• Manual update of accounts increases the transaction time for customers & also increases the time taken for end-of-day account closing. Hence, creation of electronic savings bank database is essential.

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

2

• Authenticate the updated data3 • SBCO / Divisional Head/Postmaster

3

• Scan all specimen signatures in the database4 • Postmaster / Divisional Head

4

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

5

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

1

Timeline


Sub-activity

7

52, 3 & 41

60

Ongoing

31

RE- ENGINEER SAVINGS BANK OPERATING PROCESSESWhy?

Timeline


Sub-activity

62


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

2

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

3

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

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

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

6

• Complex processes at post offices increase the transaction times significantly

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

11

61

OngoingOngoing

60

• Use passbook printers for recording transactions7 • Postmaster7

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

• Provide necessary accessories such as cash counting & fake note detecting machines, storage for bank records etc

9 • PMG / CPMG9

7, 8 & 94 & 5321 & 6

Activity 3SB

32

STREAMLINE ACCOUNT TRANSFER PROCEDUREWhy?


Activity 4SB

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

1

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

2 2

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

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

• Postmaster / Div. superintendent

4 4

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

Timeline


Sub-activity

21

OngoingOngoing

3

Daily

3

Ongoing

33

ENCOURAGE DEPOSITORS TO REGISTER NOMINEES Why?


Activity 5SB

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

1 • Postmaster1

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

2

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

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

5

• Launch special drives (including banner/local TV/print advertisement) if required, to ensure that account holders are sensitized to the need to register nominees

6 • Postmaster/ Divisional Head/ PMG

6

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

Timeline


Sub-activity

Ongoing

75 & 6

7

15

Ongoing

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

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

4321

Ongoing

40

34

CLARIFY RULES FOR DECEASED CLAIM CASESWhy?


Activity 6SB

Timeline


Sub-activity

15

• Maintain a register for deceased claim cases as per the format given in the SB manual (Dureja’s book)

• All deceased claims should have a date of receipt

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

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

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

• Educate staff that as a rule, documents to identify deceased claimant include passport, driving license, PAN Card, ration card/other certificates issued by competent officer

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

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

1 • Post office

• Postmaster/Div. Head

• Postmaster

10

• Division Head

• Postmaster/Div. Head

• Postmaster

• Postmaster

• Postmaster/Div. Head/PMG

2

3

4

5

7

8

9

1

2

3

4

5

7

8

9

• Rules for settling deceased claim cases are not well understood in the post offices, leading to long lead times for settlement • Process for deceased claim settlement is not followed uniformly

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

• Postmaster6 6

• Documents relating to FAQs (frequently asked questions) on small savings schemes and the SB manual by Shri A. N. Dureja should be made available at the post office

• CPMG/PMG/Div. Head10 10

20

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

3535



Mail

Key focus area

Remittances

Savings Bank



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



36

OVERVIEW

Source: Team discussions

REMITTANCES

• Remittances is a growing and an important area for India Post. India Post needs to ensure highly efficient service to be able to grow & regain market share

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

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

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

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

Issues

Goals

KPI/Targets

• List of goals for India Post Remittances operations


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

• List of activities to improve remittance operations in post offices

Activities

37 37

GOALS AND ISSUES

Remittances

Payment of Money Order

IssuesGoalsFunctional Areas

Booking of Money Order

• All money orders received to be paid on the same day

• All money orders are not being paid on the same day

• eMOs to replace manual money orders

• Increased use of iMOs

• Low usage of eMOs & iMOs

38

KPIs AND TARGETS – REMITTANCES

Issue KPI Target

All money orders are not being paid on the same day

• Percent money orders paid on the same day 100%

100%• Percent money orders booked as eMO

Low usage of eMOs & iMOs

100%*• Percent money orders booked as iMO

Remittances

* As per demand

3939

ACTIVITIES FOR IMPROVEMENT

Activity No.

Issues Issue drivers

All money orders are not being paid on the same day

Low usage of iMOs & eMOs

1

2

Improvement Measures

• Sufficient cash is not available at the PO

1• Review cash balances & line limits

• Facility not available at post office

4• Install required software for eMO facility

• Unreliable connectivity/power

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

3

Remittances

• Insufficient postman compliance

• Supervise and monitor postmen performance 2

5• Lack of staff compliance/ inadequate publicity

• Supervise and monitor staff & conduct over-the-counter and local publicity

40

REVIEW CASH BALANCES/REVISION OF LINE LIMITS


Why?

Activity 1Remittance

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

• Postmaster/Divisional Head

• Review the authorized minimum and maximum balances as per procedures laid down in rules 138 & 139 of the postal manual vol. VIII with adequate provision to take care of seasonal demands

1 1

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

2 • PMG/CPMG2

• Make special arrangements for conveyance of cash to post offices during periods of peak demands such as festivals etc.

3 • Divisional Head/PMG3

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

Timeline


Sub-activity

15

1 2 3

30

60

4

Ongoing

41

SUPERVISE & MONITOR POSTMEN PERFORMANCE


Why?


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

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

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

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

• Conduct a sample cross-check from customers, where money orders have not been paid for authenticity of the postman remarks

5 • Divisional Head5

Timeline


Sub-activity

• Monitor postmen in delivery beats by PRI(P)s, with greater focus on beats that have higher percentage of non-delivery

4 • Postmaster4

• Take special actions for delivery in exceptional situations such as harvesting season when payee is in the field and not at home etc

6 • Divisional Head6

5

1, 2 & 3 4 5

15

Ongoing

6

Ongoing

42

PROVIDE SYSTEM BACK-UP/MONITORING OF NETWORK


Why?


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

• As described in the Technology silo section • Postmaster11

43

INSTALL REQUIRED SOFTWARE FOR eMO FACILITY


Why?


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

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

• Ensure that the computer which is used for communication with the central server is connected to the internet and all required firewalls & antivirus software is installed

• Postmaster3 3

Timeline


Sub-activity

321

3

Ongoing4

• Ensure that the post office has installed & configured the latest version of Meghdoot (Meghdoot 6.5)

• Postmaster11

44

SUPERVISE AND MONITOR STAFF & CONDUCT PUBLICITY


Why?


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

• Monitor both iMOs booked and paid to check for increase in business and to ensure that all activities are completed within norms

• Postmaster2 2

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

• Ensure that forms for eMO are available in the post office and that regular money orders are not booked for post offices having eMO facilities

• Postmaster4 4

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

Timeline


Sub-activity

1, 2, 3, 4 & 5

Ongoing

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

• Postmaster11

4545



Mail

Key focus area




Savings Bank


Remittances• Improve core processes such as money order

delivery and use of electronic remittances

46

OVERVIEWOFFICE

SERVICE LEVEL

• High Office Service Level (OSL) is crucial for all operations in core areas. Customer perception about India Post is depends on the standard of service and upkeep of the post office

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

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

• However with some tactical interventions, a major difference can be made

• Post office staff/ superintendents are encouraged to apply these interventions in their post offices

Issues

Goals

KPI/Targets

• List of goals for India Post OSL operations

• List of problems observed

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

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

Activities

47 47

GOALS AND ISSUES

IssuesGoalsFunctional Areas


Customer Interface

• Ensure friendly interaction of staff with customers to enable highest customer satisfaction on staff behaviour

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

Counter Operations

• To ensure consistency in quality of service

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

• To reduce waiting time at counters

• Counter transactions often exceed the prescribed time limits

• There are often long queues at counters

Ambience

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

• Present level of ambience needs major improvement

48

KPIs AND TARGETS

Issue KPI Target

Present level of ambience needs major improvement

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

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

committed in the Citizen’s CharterInconsistent quality of counter operations with high waiting & transaction time 15 mins• Average waiting time at counters


Current staff attitude in post offices is significantly lower than aspirations

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

8

• Per cent compliance of postmaster on the daily checklist prescribed

95%

4949


ACTIVITIES FOR IMPROVEMENTS

Activity No.

Issues Issue drivers

Present level of ambience needs major improvement

Inconsistent quality of counter operations with high waiting & transaction time

3

4

5

4

6

1

2

3

1

2

Improvement Measures

• Inefficiencies in the housekeeping arrangements

• Responsibilities of the Postmaster not clearly specified

• No time norms for counter services

• Service-specific counters

• Absence of queue management mechanism

• Non availability of public usage forms

• Duties of staff are not comprehensively codified

• Undertake thorough cleaning Of post office

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

• Formulate & implement local Citizen’s Charter

• Ensure adequate infrastructure & support systems in post office

• Ensure better queue management

• Ensure adequate infrastructure & support systems in post office

• Standardize the duties & responsibilities of post office staff

Current staff attitude in post offices is significantly lower than aspirations

• Organize professional / soft skills / troubleshooting training

• Implement customer satisfaction survey process

• Train employees

• Lack of adequate professional / soft skills in staff due to inadequate training

• No feedback mechanism to review the service level

• Low levels of motivation in staff

7

8

7

50

UNDERTAKE THOROUGH CLEANING OF POST OFFICE


Why?

Activity 1Office service level

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

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

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

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

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

Timeline


Sub-activity

2010

30

431 & 2

51

CODIFY & TRACK POSTMASTERS’ COMPLIANCE TO DAILY CHECKLIST


Why?


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

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

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

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

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

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

Designated OSL officer in CO /RO Collate data received from all Project Arrow post offices and put up to the PMG / CPMG as the case may be, along with analysis, on a weekly basis

66

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

Timeline


Sub-activity

3

42 & 31 5, 6 & 7 8

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

DailyAs needed

WeeklyAs needed

52

FORMULATE AND IMPLEMENT LOCAL CITIZEN’S CHARTER


Why?

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


1 daily recurring

Timeline


Sub-activity

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

• Set up a Working Group (W.G.) consisting of Divisional Head, Postmaster, APMs, Counter Assistants, Union representatives and representatives of customers (at least two), hold meetings of W. G., prepare a draft Citizen’s Charter, fix time norms (realistic as well as challenging) for all the services provided by the office.

• Pilot - Implement the draft Charter and keep data of time taken to provide counter and delivery services with reference to the time norms drafted

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

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

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

• Make a copy of the Citizen’s Charter in local language available with each and every employee of the office and ensure wide circulation amongst the customers

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

• Divisional Head

• Divisional Head

• Postmaster

• Divisional Head

• PMG / CPMG

• Postmaster / Divisional Head


• Divisional Head

3

321 4

2151

6681

6 & 7 85

96Every 12 months

1

2

3

4

5

6

7

8

1

2

3

4

5

6

7

8

53

ENSURE ADEQUATE INFRASTRUCTURE & SUPPORT SYSTEMS


Why?


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

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

1 1

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

2 2

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

3 3

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

4 4

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

5 5

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

8 8

Provide for spare counters in case of seasonal rush Postmaster

9 9

Timeline


Sub-activity

7

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

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

10 10

OngoingDaily

Ongoing

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

11 11

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

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

54

ENSURE BETTER QUEUE MANAGEMENT


Why?


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

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

• PMG

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


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

• Send a copy of the filled up proforma of the week (Monday to Saturday) to the designated (Office Service Level) officer in Circle Office every Monday for review.

• Postmaster

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

• Designated (OSL) officer in RO / CO

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

Timeline


Sub-activity

21

42 & 31 5, 6 & 7

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

Daily

Daily

Weekly

1

2

4

5

6

7

3

1

2

4

5

6

7

3

55

STANDARDIZE THE DUTIES & RESPONSIBILITIES OF POST OFFICE STAFF

How? – Implementation details

Why?

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


• For consistency of quality of service level, duties and responsibilities of officials related to counter services be codified as per the standard Model at Annex-D available for download at India Post website

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

• Divisional Head will examine and approve.

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

• A copy will be given to the concerned supervisor

1

Who?

• Postmaster/Divisional Head

• Postmaster

• Divisional Head

• Postmaster

• Postmaster

Timeline


Sub-activity

3

321 4

1521

30

5

30

2

3

4

5

1

2

3

4

5

56

ORGANIZE PROFESSIONAL/SOFT SKILLS/TROUBLESHOOTING TRAINING

How? – Implementation details

Why?

• Employees at counters are found to take too long to perform counter operations due to insufficient professional & troubleshooting skills. Also, friendliness to customers is not usually up to the mark, which requires soft skills training.


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

57

IMPLEMENT CUSTOMER SATISFACTION SURVEY PROCESS


Why?


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

• Download the Customer Feedback Form (Annex E) from the India Post website & print with consecutive serial numbers for each post office separately

• PMG / CPMG1 1

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

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

• Postmaster3 3

• Ensure at least 5 feedback forms are filled up every day and at least 15 forms each for MPCM and Savings Bank counters / web based services are filled up every week

• Postmaster4 4

• Tabulate the customer feedback forms as per Annex F in a register to be maintained for the purpose and at the end of the week send it to the designated (Office Service Level) officer in the RO / CO for collating

• Postmaster5 5

• Collate data from all the Project Arrow post offices and work out the weekly score of KPIs as per Annex G in respect of each of the post office and put up to PMG / CPMG for review

• Designated (OSL) officer in RO/CO6 6

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

Timeline


Sub-activity

30

3 & 421 5, 6 & 7

35Daily

Weekly

58

CONTENTS

Objectives and structure of Project Arrow

Blue Book objectives & guidelines

Blue Book by Silo – Core operations

Blue Book by Silo – Look & feel

Project monitoring

Topic Pg no.

2

7

13

66

128

59

LOOK & FEEL AREA COMPONENTS

Project Arrow Infrastructure area compo-nents in focus

Branding• Ensure consistent brand image for India Post

through uniform and exhaustive use of brand logos and signage across all post offices

Human Resource

Technology

Key focus area

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

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

Infra-structure

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

Activities

Implementation Details

Organisation

Specifications

Timelines

60

OVERVIEWBranding

• To ensure that the brand logo and identity of India Post is consistent across all post offices

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

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

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

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

• List of branding activities along with associated steps to be taken

• Implementation steps to be taken along with details

• List of resources that will be involved in the implementation

• List of specifications of internal and external branded objects

• Recommended timelines and milestones

6161

Step No.

Activities

12

34

5678

9

10

11

12

1314

15

Steps to be taken

• Define post office requirements

• Set up a local team

• Ensure timely development/ procurement process

• Quality check

• Installation

• Maintenance

• Brand Review

ACTIVITIES AND STEPS TO BE TAKEN

• Become familiar with Corporate Manual of India Post• List out branding requirements for the post office

• Prepare specifications of various items• Allocate people to carry out the required work

• Consolidate requirements• Observe financial procedures required for procurement• Take necessary approvals• Place orders with approved vendors

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

• Validate brand consistency

• Define a plan for installation, including alternate working space

• Monitor installation and ensure completion before launch date

• Define maintenance plan/review frequency• Maintain/replace branding items as required

• Implement any changes to brand/signage as indicated by directorate

Branding

Pre-Operative

Post-Operative

62

IMPLEMENTATION DETAILS (1/3)

Activities Steps to be taken Details

Define post office requirements

Branding

• Become familiar with Corporate Manual of India Post

• All post offices have to meet the branding requirements

• A list of post office objects with detailed specifications (dimensions, marking, colour etc.) is included in this document and is also available in the corporate manual of the department

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

• A listing of the objects is:

• Name board (external sign board), information boards

• Standee (services board), letter boxes

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

• Detailed specifications are included in the specifications section of this document

Who

Division Head

• List out branding requirements for the post office

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

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

• The mapping of re-branded objects to post office type is available in the corporate manual and also in some preliminary form in the specification section of this document

• Consult other Project Arrow post offices to understand type ofre-branded objects

Division Head

• Allocate people to carry out the required work

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

• Clarify roles and expectations to the team• Develop an implementation timeline (Gantt chart) with milestones• Get commitment from team members on implementation timelines

• Division Head

• Consolidation of requirements and observe financial procedures

• Consolidate the requirements activity-wise from divisions/regions • Decide on the procurement process for each activity• Use circle knowledge and experience (from Project Arrow Phase I, II)• Observe financial procedures for procurement with clear terms and conditions• Conduct pre-tender assessment of vendors’ capabilities

• Circle Head

• Prepare specifications of various items

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

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

required at post office/region/circle level

• Division Head

• Take approvals and place orders

• Approval of the tender/quotation rates• In the work order, clearly list activities to be sourced from vendors, service level

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

procured with provision for pre-delivery quality check

• Circle Head


• Define a time period with selected supplier to review samples• Define what is acceptable quality of re-branded objects and failure conditions• Ensure samples provided by the supplier meet the acceptable quality threshold/

conduct site visits if required

• Circle Head

• Validate brand consistency with Circle/ Directorate Officers

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

• Circle Head

63


Set up a local team

Branding

Ensure timely development/ procurement

Quality Check

Activities Steps to be taken Details Who

• Define a plan for installation, including alternate working space

• Agree with vendor on timeline for completion of re-branding• Define time before launch when the re-branded objects would be installed (new sign

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

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

activities

• Circle Head

• Monitor installation and ensure completion before launch date

• Monitor installation and ensure smooth implementation• Closely monitor for issues/contingencies – develop alternate plans to ensure

completion of all re-branding activities before the launch date

• Circle Head

• Upkeep ofre-branded items

• Define the cleaning/maintenance process and periodicity for various items(Sign Boards, Letter boxes etc.)

• Identification of person for cleaning on daily basis and electrical maintenance• Incorporate the task allotted in the duty chart of the person(s) identified • Obtain commitment from person(s) identified

• Division Head

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

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

• Division Head

• Changes in specifications

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

64


Branding

Installation

Maintenance


Brand Review

Who

TIMELINES AND MILESTONES (1/2)

Branding

Weeks

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

1. Become familiar with Corporate Manual of India Posts

2. List out branding requirements for the post office

Set up a local team

3. Prepare specifications of various items

4. Review available capacity of resources and define team

Ensure timely development/procurementprocess

5. Consolidation of Requirements

7. Take approvals

8. Place orders

6. Observe financial procedure for procurement


Pre-operativePost-operative

65


Branding

3 1817161514

Weeks

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

10. Validate brand consistency (if required with Directorate Officers)

Installation

11. Define a plan for installation, including alternate working space

12. Monitor installation and ensure completion before launch date

Maintenance

9. Check quality of samples from vendor/ perform inbound quality check

15. Implement any changes, if any to brand/ signage as indicated by Directorate

Quality Check

Brand review

14. Maintain/replace branding items as required

13. Define maintenance plan/review frequency


66

67

SPECIFICATIONS

Branding

Vans

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

Internal branding

External branding

New India Post logo

Branding

Display

Materials

Counter signage

Information boards

Stationery

Uniforms

Postman bags

PO signage (name board, standee etc.)

Letter boxes

Objects

68

SPECIFICATIONS

Branding

Technical Description ExampleName

External sign board (post office name board)

• Standard sign boards as shown in the diagram. The ratio of the size will always remain 1:3 (H x W)

• Specific colour combination is as

Red

Yellow

• Name of office in two/three languages will be on the strip provided for the purpose

• Order for languages for two will be Hindi First and English next. For three languages, the order is Regional language, Hindi and English

• Postal Index Number will be added on the signboard of delivery post office

(C20 M100 Y100 K0)

(C0 M5 Y100 K0)

:

:

Information board

ExampleName

69

Branding

Technical description

SPECIFICATIONS

• There are four types of information boards in a post office – Citizen’s charter– Hours of business– Public notice board– Advertisement

• Each information board should be 4 x 3’ (H x W) and should contain the Corporate Symbol and text, as shown in the diagram

• The wings of the Corporate Symbol will be painted in ‘Post Office Yellow’ over a ‘Post Office Red’ stripe on the top. The relevant text will appear on the right side of the same stripe

• Another stripe containing three shades of red will run across the bottom portion

70

Branding

Uniform materials Jacket

Bag

Technical description ExampleName

• Jacket for Counter (front office) staff

• Postman delivery bag

• The front office staff is expected to wear a post office red jacket on top of their dress

• (Red: (C20 M100 Y100 K0)

• The new India Post logo should be clearly visible around the left pocket

• The bag used by post man should be post office red in colour (as per the specifications define above)

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

SPECIFICATIONS

71

Branding

Standee Shorter standee Taller standee


• Two variants of standee (services boards) are recommended. Size of standee used depends on type of PO. GPO & HPO will use the taller standee. Other types of POs may be considered for shorter ones

• Taller Standee – Actual dimensions are 16 ft

by 4 ft (H x W)

• Shorter Standee– Actual dimensions are 8 ft

by 2 ft (H x W)

• Material for both is ACP – Aluminium Composite Panel

• Colour is Post Office Red and Yellow

• Important services available in that particular post office should be highlighted in the standee in order of priority

SPECIFICATIONS

72

Branding

Letter boxes

Hanging Standing - 1

Standing - 2


• Four variants of letter boxes may be used

– Three standing

– One hanging

• All letter boxes should have the post office red colour

• The only exceptions are Green and Blue letter boxes meant for local and Metro city letters

• Corporate symbol and Corporate name should be prominently displayed as shown

• Hour plate to show time of clearance should be in the front. No other text will appear on the letter box. The name of the post/mail office will be put at the back of the standing letter box and at the back/bottom of the hanging letter box

• ID number of the letter box will appear on both sides of the box Standing - 3

SPECIFICATIONS

73

ORGANISATION

Key Activities

Branding

Responsible Authorises Supports Consulted

• Define post office requirements Division Region Circle Directorate

Region• Set up local teams Division Division Circle

• Define procurement processes Circle Directorate DirectorateCircle

• Quality Check Circle Circle Directorate Directorate

• Ensure timely deployment Circle Circle Circle Directorate

• Maintenance Division Region Region Circle

• Brand Review Circle Directorate Directorate Experts

Pre-Operative

Post-Operative

74


Project Arrow Infrastructure area compo-nets in focus

Key focus area

Infra-structure


Technology• Identify and implement technology

components required in Project Arrow post office

Human Resource

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


through uniform and exhaustive use of brand logos and signage across all post offices

75

OVERVIEW

Technology

• Technology is a key enabler to ensure that all postal operations are carried out smoothly and less time is consumed by back end operations

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

• Key components include provision of hardware/ software and connectivity in all post offices

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

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

• Defines steps to be taken with recommended timelines


• Specifies responsibilities for various activities

• Specifies technology requirements for various class of offices

• Major activities in technology, with associated steps to be taken

Activities


Organisation

Specifications

Timelines

7676

Step No.

Activities

12

34

56

7

89

10

11

121314

15

16

Steps to be taken



• Ensure timely procurement & deployment process

• Commissioning of hardware

• Installation of software

• Maintenance

• System security


• Get post office requirements specifications• Calculate hardware, software & networking requirements

• Review available resources• Prepare blue print for site preparation

• Observe financial procedures required for procurement• Take necessary approvals & place orders with approved

vendors• Coordinate WAN deployment & supply of hardware

• Coordinate site preparation• Validate site readiness and hardware quality/quantity• Hardware commissioning

• Monitor software installation and ensure completion before launch date

• Define/review maintenance plans & contracts• Maintain/replace computer consumables & stationery• Maintain hardware record, software versions and contact

numbers• Put in place a daily check-up process

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

Technology

Pre-Operative

Post-Operative


• Gather details of each post office viz. no. of counters of each type, staff strength of supervisory staff, PA cadre and postman cadre as per acquaintance roll

• Gather data on existing number of Pentium-IV and above computers, printers, electronic weighing scale, UPS and Genset

Division Head

• Calculate hardware, software and networking requirements

• Directorate to calculate hardware requirements as per the criteria given in specification details

• Ensure broadband connection in post office.• All HOs and selected MDGs should have leased line connection

Division Head

• Review available resources

• Set up a local team for each post office, with system administrator and postmaster as a part of the team

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

Division Head

• Prepare blueprint for site preparation

• The team should prepare a blueprint for layout plan of hardware, network cabling, power cabling keeping in view local conditions and guidelines given in specification section

• The team should also define alternative working plan during site preparation

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

Division Head

77




Technology

Who

Set up a local team

78

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

Ensure timely procurement & deployment process

Technology

Who

Commission-ing of hardware

• Observe financial procedures required for procurement

• Based on the calculated requirements do financial estimate• Decide on procurement process for each activity/item• Observe financial procedures for procurement with clear terms and

conditions• Conduct pre-tender assessment of vendors’ capabilities

Directorate / Circle Head*

• Take necessary approvals and place orders

• Get approvals for tender/quotation rates• In the RFP/tender, clearly list activities to be sourced from vendors,

service level required and terms and conditions• Issue orders with clear defined time-lines and specifications of the

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


• Coordinate supply of hardware & WAN deployment

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


• Coordinate site preparation

• Monitor progress of site preparation closely• Ensure work plan is synchronized with other look and feel areas

Division Head

• Validate site readiness and H/W quality/ quantity

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

• Check the quantity and quality of various items

Division Head

• Hardware commissioning

• Agree upon a plan with vendor for commissioning of hardware• Monitor commissioning of hardware, LAN and WAN• Make history sheets of various equipment

Division Head

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

79



Installation of software

Technology

Who

Maintenance

• Monitor software installation and ensure completion before launch date

• Get authorized CDs for all required software as per specifications• Develop a plan for software installation• Plan and execute master data entries in various software• Carry out pilot run (e.g., for a week) for testing & familiarity• Switch to fully computerized environment

Division Head

• Define/review maintenance plans & contracts

• Assess need for maintenance for all hardware items• Accordingly, make a maintenance plan for all hardware items• If vendor is required for maintenance, take necessary follow-up action

Division Head

• Maintain/replace computer consumables & stationery

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

• Define optimum stock of computer consumables and computer stationery and define process to maintain required stock

Division Head

• Maintain hardware record, software versions and contact numbers

• Update history sheets of all items• Maintain records of original software CDs and various versions received• Maintain contact details of various vendors and make them available to all

concerned

Division Head

• Put in place a daily check-up process

• Make a list of all hardware & networking and check for proper working every morning. Note in error book in case of any default

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

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

Postmaster

80



Technology

Who

System security

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

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

• Ensure every person has his/her own password and train staff to not share it and change it every 15 days

• Allocate a secure location for all software CDs• Take backups everyday and keep one set of backup tapes in a physically

different secure location• Install latest versions of software, antivirus etc. immediately• Internet usage must be restricted

Division Head


Technology

12 14 15 16 17 18 19 20 4

Weeks

1 2 3 5 6 7 8 139 10 11

2. Calculate hardware, software & networking requirements

Set up a local team

3. Review available resources

4. Prepare blueprint for site preparation

Ensure timely procurement & deployment process

5. Observe financial procedures required for procurement

7. Coordinate WAN deployment & supply of hardware


1. Get post office requirements specifications

6. Take necessary approvals & place orders with approved vendors


Launch+

81


Technology

74 321

5

Weeks

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

8. Coordinate site preparation

9. Validate site readiness and hardware quality/quantity

10. Hardware commissioning

Installation of software

11. Monitor software installation and ensure completion before launch date

Maintenance

12. Define/review maintenance plans & contracts

13. Maintain/replace computer consumables & stationery

14. Maintain hardware record, software versions and contact numbers

15. Put in place a daily check-up process

System security

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

Commissioning of hardware


Launch+

82

83

SPECIFICATIONS – LAYOUT, NETWORKING & WIRING

Networking

Electrical wiring & earthing

Layout

• The layout has to be as compact as possible• Computers other than those at counters, treasury & delivery should be pooled (for redundancy & easy

maintenance)• The pool room should also be used for training• Servers should be preferably in server cabinets• Detailed layout of computers, networking cables, power cables etc. should be documented as a plan

• Switch must be used in place of Hub• Structured cabling which includes rack, switch, patch panel, I/O outlet, factory crimped patch cords, LAN

cable (CAT 6/5e) is advisable• All network equipments must be placed in a rack near to server with adequate ventilation• There should not be any joints in the cable connecting patch panel with I/O outlet• Adequate redundancy must be planned in networking. It is suggested that at least one network point may be

kept spare for every 5 counters besides making provision for network points for extra counters which may be required to operate in exigencies. Similar redundancy must be planned for other places also

• All LAN cables should have identification tags at both ends

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

• Proper wiring with good quality material has to be ensured• Adequate redundancy of power points must be provided to take care of exigencies• Network and power cable must be separated by at least a feet and must not be in same casing• Ensure that voltage between earth and neutral point can never exceed 3 volts at full load. For bigger offices,

redundant earthing provision may be kept• For kiosk, UPS power connection is not required as it has a built-in UPS with 1 hour backup. However,

Genset supply should be made available for kiosk point

Item Details

Technology

84

SPECIFICATIONS – HARDWARE & PERIPHERALS (1/2)

Sl. Name of Item Norms

1

Server • Single-handed post offices – No servers are required• Post offices with less than or equal to 25 nodes – 1 CPU server• More than 25 but less than or equal to 75 nodes – 2 CPU server• More than 75 nodes – 4 CPU server

2 (a)

Nodes • One node for every counter• 20% of the number of counters as standby to be rounded up• One node each for every supervisor and postmaster• 50% of the number of back-office staff to be provided with nodes

2 (b) Kiosk One for every post office

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

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

4136 column printer Every HO – 2

Every SO except single-handed – 1

5 Passbook printer 50% of all SB counters

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

exceeds 50

Technology

85

SPECIFICATIONS – HARDWARE & PERIPHERALS (2/2)

Sl. Name of the Item Norms

7 Laser printer One laser printer to every delivery post office

8 Barcode scanner One barcode scanner each for all counters except SB counters and also one each for each standby node + one for every 15 postmen

9 Signature scanner One for every 10 SB counters

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

11 10 kg weighing scale One 10 kg weighing scale is required for every MPCM Counter. If there are more than one MPCM counters, one of the weighing scales could be of 50 Kg category. One weighing scale of 10 Kg may be supplied if there is a full time treasury posted in the post office. A separate weighing scale of 20 Kg category may be provided at delivery branch if there are more than 20 postmen

12 20 kg weighing scale

13 50 kg weighing scale

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

15 Genset Twice the capacity of the UPS supplied

Technology

Key Activities


86

ORGANIZATION

Pre-Operative

Post-Operative

Division Region Circle Directorate• Define post office requirements

Division Circle CircleRegion• Set up a local team

Directorate

Circle

Directorate

Circle

Directorate

Circle

Directorate

Directorate

• Ensure timely procurement & deployment process

– Servers, nodes, printers, kiosk, barcode scanner, OS and RDBMS

– UPS, genset, signature scanner, weighing scales

Circle Circle Circle Directorate• Commissioning of hardware

Division Region Circle Circle• Installation of software

Division Region Circle Circle• Maintenance

Division Region Circle Circle• System security

Technology

87



Key focus area


through uniform and exhaustive use of brand logos and signage's across all post offices

Human Resource

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

Infra-structure



components required in Project Arrow post office – such as WAN, internet kiosk etc.

88

OVERVIEW

Human Resource

• HR training is key to ensure that the post office staff is trained and motivated to conduct his/her daily tasks

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

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

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


HR

• Defines steps to be taken with recommended timelines



• Specifies details about training requirements for staff

• Major activities in HR, with associated steps to be taken

Activities


Organisation

Specifications

Timelines

Step No.

Activities

123

45

678

9101112

13141516

1718

Steps to be taken

• Awareness programmes and workshops

• Fill up staff gaps

• Preparation for training programmes

• Identification & preparation of trainers

• Training programmes

• Rewarding high performance


• Awareness for change agents• Awareness for divisional heads and postmasters• Awareness for post office staff

• Fill up vacancies in staff• Complete posting of staff in post offices

• Create database for training• Prepare action plan for training• Monitor implementation of training plan

• Selection of WCTC and field trainers• Selection of agency for soft-skills training• Selection of retired persons for training of delivery staff• Training/preparation of trainers

• Training for departmental software & troubleshooting• Training for soft-skills• Training for delivery staff• On-time reimbursements for trainers

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

HR

89

Pre-Operative

Post-Operative

90


Awareness programmes and workshops

HR

Who

Fill up staff gaps

• Awareness for change agents

• Get a copy of the Project Arrow bluebook and understand objectives, requirements etc. thoroughly

• Schedule two days with change agents & circle programme officers in the first week of programme

• Conduct training

PSCI for Circlesnew to Project Arrow

• Awareness for divisional heads and postmasters

• Directorate should ensure circles/regions understand the objectives & requirements of the programme thoroughly

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

• Get training material from change agent HR• Conduct training

Circles/Regions

• Awareness for post office staff

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

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

• Get training material from change agent HR• Conduct training

Post-masters / Field Trainers

• Fill up vacancies in staff

• Indicate actual number of vacancies in Training Form A• Take action to fill up postman vacancies through GDS• Engage outside people for service during peak hours• If required, outsource data entry and specimen signature scanning• Refer to revised duties of postmen for data entry in postman module etc

Circles / Regions

91


HR

Who

Fill up staff gaps

Preparation for training programmes

• Complete posting of staff in post offices

Circles/Regions

• For PM/SPM, post regular staff as far as possible• Post SPMs in LSG Offices• Do not post PAs who are about to retire on counters or in jobs relating

to core areas• Ensure minimum of two years continuity for postings• Ensure all postings are completed by third week of the project

• Create database for training

Circles/Regions

• Postmasters should prepare database of training requirements in Training Form A and send to Change Agent HR – Circle

• Change Agent HR – Circle should compile information in Training Form B and send to PTC/WCTC

• Prepare action plan for training

Circles/Regions

• WCTC/PTC/PSCI should prepare a training schedule based on number of seats for training and send to each Change Agent HR – Circle.

• Change Agent HR – Circle should distribute training seats for each post office to divisional heads

• Each staff should know of the programme dates to attend at PTC/PSCI three weeks before commencement of the training

• Monitor implementation of training plan

Circles/Regions

• WCTC/PTC/PSCI should inform Change Agent HR – Circle about the status of attendance of all participants

• Postmaster should monitor completion of all trainings for all staff personnel and report untrained persons to Change Agent HR – Circle.

• Change Agent HR Circle should review reports and make required changes in training

92


HR

Who

Identification and preparation of trainers

• Selection of WCTC & field trainers

Circles/Regions

• Circles should identify WCTC trainers and field trainers along with one back-up trainer for each WCTC trainer

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

• The WCTC trainers will impart training in departmental software & trouble shooting while the field trainers in departmental rules

• Selection of agency for soft-skills training

Circles/Regions

• Circles should select a training organization (e.g. a management institute) for training of soft-skills as per the criteria annexed

• Selection of retired persons for training delivery staff

Circles/Regions

• Issue a call for volunteers (e.g. using ads, past contacts etc.)• Form a selection committee comprising of DPS & Director, PTC along

with personnel from local training institute• Select people to conduct training• Trainers can be reimbursed @ Rs. 200/75 mins. & TA/DA as admissible

• Training/ preparation of trainers

Circles/Regions

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

agency

93


HR

Who

Rewarding High Performance

• Identify and reward high performing post offices

Circles/Regions

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

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

• Identify high performing people and award recharge cards

Circles/Regions

• Decide on an award package depending on available budget and number of trainers (e.g., postmasters, system administrators, field trainers etc.)

• Award trainers as per the decided package

• Ensure on-time reimbursement for trainers

Circles/Regions

• Instruct the divisional heads to ensure settlement of reimbursements (e.g. travelling bills) of trainers on-time for smooth training operations

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

Training Programmes

• Departmental software & troubleshooting

Circles/Regions

• Soft skills Circles/Regions

• Delivery staff Circles/Regions

• Make necessary arrangement for logistics for the training programme• Remind all participants about the details of the training• If required, do a dry run of the training with the trainers• Conduct the training & gather feedback• Details of training location, duration & participants are available in

specifications section

TIMELINES (1/2)

HR

20 15 16 17 184 19

Weeks

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

1. Awareness programmes and workshops

2. Awareness for divisional heads and postmasters

3. Awareness for post office staff

Fill up staff gaps

4. Fill up vacancies in staff

8. Monitor implementation of training plan

Awareness programs and workshops

7. Prepare action plan for training

6. Create database for training

Preparation for training programs

5. Complete posting of staff in post offices


Launch+

94

TIMELINES (2/2)

HR

12 13 14 15 20193 1817

Weeks

1 2 164 5 6 7 8 9 10 11

9. Selection of WCTC trainers

10. Selection of agency for soft-skills training

11. Selection of retired persons for training delivery staff

12. Training/preparation of trainers

Training Programs

13. Training for departmental software & troubleshooting

15. Training for delivery staff

16. On-time reimbursement for trainers

Rewarding High Performance

18. Award recharge cards to trainers

Identification and preparation of trainers

17. Identify and reward high performing post offices

14. Training for soft-skills


Launch+

95

96

• Basis for selection of the high performing post office

• Reward high performing post office

1st PrizeOne week foreign training to PM, PA, Postmen, System Administrator and Field Trainer

2nd and 3rd PrizeCash awards for the entire staff of the Post Office

Please refer to criteria for excelling in each Core Area which is available with the change agents and also on the India Post website for download

Award Details

SPECIFICATIONS FOR AWARDS

HR

97

SPECIFICATIONS – TRAINING PACKAGES

• Soft skills

• Training for delivery staff

• Departmental software

• Troubleshooting

Duration

12 days

12 days

2 days

Location

WCTC

PTC

WCTC

Who will be trained

Postal assistants

PMs/Supervisors

System administrators

Two PAs from each post office

Duration

3-4 days

6 days

Location

On site

PSCI/PTC

Who will be trained

Postal assistants Delivery staff

PMs of gazetted offices/Other PMs

Duration

6 sessions (75 minutes each)

6 days

Location

On site

WCTC/Localcomputer training centre

Who will be trained

Delivery staff

Delivery staff

Training Details

HR

9898

ORGANIZATION

Key Activities

Pre-Operative


PSCI/Circle NotApplicable

Circle NotApplicable

Conduct training programmes

Awareness programs and workshops

Division Circle Circle Directorate

Reward high performance(Recharge cards)

PSCI, PTC,WCTC

PTC DirectorateRegion

Directorate/Circle/Division

Circle for recharge cards

Circle Directorate

Filling up of HR gaps

Post-Operative

Reward high performance(Rewards to high performing post offices)

Directorate Directorate Directorate Directorate

HR

99



Key focus area


through uniform and exhaustive use of brand logos and signage's across all post offices

Infra-structure



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

100

OVERVIEW

Infrastructure

• Right infrastructure is essential to give a uniform look-and-feel to post offices and facilitate smooth operations.

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

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

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


• Major infrastructure activities along with associated steps to be taken

• Details out each step to be taken


• List of specifications of internal and external items


Activities


Organisation

Specifications

Timelines

101101

Step No.

Activities

1

2

34

5678

9

10

11

12

1314

Steps to be taken



• Ensure timely development/ procurement process

• Quality check

• Installation

• Maintenance


• Become familiar with this document to understand requirements

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

• Prepare specifications of required work & items needed• Allocate people to carry out the required work

• Consolidate requirements and prepare & submit estimates• Observe prescribed financial procedures• Take necessary approvals• Place orders with approved vendors/contractors


• Check alignment with branding silo for consistency

• Define a plan for installation, including alternate working space arrangements

• Monitor installation and ensure completion of all work before launch date

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

Infrastructure

Pre-Operative

Post-Operative

102


ActivitiesSteps to be taken

Details


Infrastructure

• Become familiar with this document to understand requirements

• Go through the list of post office infrastructure requirements with detailed specifications (colour schemes, numbers, object details etc.) which is included in the specifications section of this document

• All existing infrastructure to be replaced/repaired to conform with the specifications and any gaps to be filled by fresh installation/ purchase

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

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

• Define what infrastructure requirements would apply to the post office given the post office type & its traffic volume

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

• Consult other Project Arrow post offices to understand type ofinfrastructure

Who

Division Head

Division Head


Set up a local team

Infrastructure

Ensure timely development/ procurement

Activities Steps to be taken Details Who

111

• Allocate people to carry out the required work

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

• Prepare specifications of required works & items needed

• Determine what items need to be purchased and what can be repaired• Then, determine which work can be done within the post office and which

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

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

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

• Clarify roles and expectations to the team• Develop an implementation timeline (Gantt chart) with milestones• Get commitment from team members on implementation timelines

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

• Decide on the tendering process for each activity• Use circle knowledge and experience (from Project Arrow Phase I, II)• Observe financial procedures for procurement with clear terms and

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

• Take approvals and place orders with approved vendors/ contractors

• Get approvals for the tender/quotation rates• In the work orders, clearly list activities & items to be sourced from vendors,

service level required and terms and conditions• Issue work orders with clear defined time-lines and specifications of the

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

• Division Head

• Circle Head

• Division Head

• Circle Head

104


Infrastructure


Quality Check

Who

• Check alignment with branding by validating with Circle/Directorate Officers

• If required, validate samples with Directorate to ensure that the design, colour & quality of all infrastructure is in line with branding requirements

• Circle Head

• Define a plan for the required works to be done, including alternate working space arrangements

• Agree with vendor on timeline for completion of various parts of the total work• Define time before launch when the infrastructure will be installed• Ensure work plan is synchronized with other “look & feel” areas such as branding etc.• Define alternate working arrangements for post office operations for the time period

of civil activities

• Circle Head


• Define a time period with selected supplier to review samples• Define what is acceptable quality & failure conditions for each piece of infrastructure• Ensure samples provided by the supplier meet the acceptable quality

threshold/conduct site visits if required

• Circle Head

• Monitor progress and ensure completion of all work before launch date

• Monitor progress of works and ensure smooth implementation• Closely monitor for issues/contingencies – develop alternate plans to ensure

completion of all activities before the launch date

• Circle Head

• Define maintenance plan/ review frequency

• Define the cleaning/maintenance process for various areas & items• Identify a person for cleaning on a daily basis and for electrical maintenance• Incorporate the task allotted in the duty chart of the person(s) identified• Obtain commitment from person(s) identified• Maintain a log sheet where all responsible person(s) will record maintenance/

cleaning activities

• Division Head

• Maintain/repair infrastructure as required

• Monitor post office infrastructure for cleanliness, proper functioning of electrical appliances etc on weekly basis

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

• Division Head

Infrastructure works/ Installation

Maintenance


Infrastructure

2 3 204 85 6 7 191817161514131211109

Weeks

1

3. Prepare specifications of required work & items needed

Set up a local team

2. Collect field data, analyze gaps and finalize scope of work

1. Become familiar with this document to understand requirements


8 .Place orders with approved vendors / contractors

7. Take necessary approvals

6. Observe standard procedures required for tendering

5. Consolidate requirements & prepare and submit estimates

Ensure timely development/procurementprocess

4. Review available capacity of resources and define team


105


Infrastructure

17 18 19 203

Weeks

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

9. Check quality of samples from vendor/ perform inbound quality check

10. Check alignment with branding silo for consistency

Infrastructure works/Installation

11. Define a plan for the required works to be done, including alternate working space arrangements

14. Maintain/repair infrastructure as required

Quality Check

13. Define maintenance plan/review frequency

Maintenance

12. Monitor progress and ensure completion of all work before launch date


106

107

Infrastructure

The following parameters need to be standardized for post offices

Interior

Accessories

Exterior

Infrastructure

Display

Furniture

Hall and counter lights

Colour scheme for walls and floor

Information boards & signage

Customer service counters

Customer writing ledges

Storage cupboards

Customer waiting benches

Counter staff chairs

Objects

Colour scheme for walls

SPECIFICATIONS

108

Infrastructure

Exterior

Colour scheme is white background with red coloured highlighted edges

The white coloured building stands out in any surroundings and red colour gives it an identity associated with Post office since time immemorial

This will give a corporate identity to post office and will enhance its corporate image

ExampleName

Walls Wall highlights - edges

Windows and doors

Name

Colour scheme

• Walls

• Wall highlights – edges

• Windows and doors

SPECIFICATIONS – COLOUR SCHEME FOR EXTERIORS

109109109

Infrastructure

Colour scheme

• Walls

• Floors

• Wall facing the writing ledge

• Counters

• Benches and chairs

Interior

Inner walls of the post office are white to reflect the light and to make the public space look bigger than what it is.

Floor is suede coloured to match the walls.

The wall facing writing ledge is coloured yellow to provide a bright spot on otherwise all white back-ground and will protect the wall from getting spoilt by gum, ink etc.

WALLS

FLOORS

Wall facing thewriting ledge

Counters Benches/Chairs

ExampleName Name

SPECIFICATIONS – COLOUR SCHEME FOR INTERIORS

110110110

Infrastructure

Interior

The wall facing writing ledge is coloured yellow to provide a bright spot on otherwise all white background and will protect the wall from getting spoilt by gum, ink etc.

ExampleName Name

Floor

Wall facing the writing ledge

SPECIFICATIONS – FLOOR / WALL FACING THE WRITING LEDGE

111111111

Infrastructure

Interior

• Counters are coloured red and steel grey.

• This is to provide brightness in otherwise white interiors. Red is also the post office colour

• Chairs are grey in colour so that they match with the counters and the flooring

Furniture

Customer service counter

ExampleName Name

SPECIFICATIONS – COUNTERS

112112112

Infrastructure

Furniture


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

• Interior counters are designed ergonomically keeping the work of counter operations in mind

• Lights are provided on the top to give enough lighting at the working space

• Front of the counter has an elevation to provide some space to the customer for keeping his bag, papers etc. while waiting

Front view

Rear view

ExampleName Name


113113113

Infrastructure

Furniture



Interior branding signage on the top of the counter has provision for lighting and also a provision for counter display board

View – multiple counters

ExampleName Name


114114114

Infrastructure

Furniture

Customer writing ledge


Interior

The writing ledge is red and steel grey in colour. It has shelves for keeping forms

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

View

ExampleName Name

SPECIFICATIONS – CUSTOMER WRITING LEDGE

115115115

Infrastructure

Furniture

Storage cupboards


Interior

Cupboards behind the counter for keeping records are coloured red and steel grey.

The cupboards are lined behind the counter and will be in front of white coloured walls.

They will match with counters in front of them and will brighten the otherwise white back-ground

ExampleName Name

SPECIFICATIONS – STORAGE CUPBOARDS

116116116

Infrastructure

Furniture

Visitor bench

Accessories

Benches are made of steel and are steel grey in colour. The steel provides strength and longevity to bench. Steel grey colour matches with floor as well as with the counters

ExampleName Name

SPECIFICATIONS – VISITOR BENCH

117117117

Infrastructure

Furniture

Counter staff chairs

Accessories

Chairs are grey in colour so that they match with the counters and the flooring. They are comfortable and ergonomically designed

ExampleName Name

SPECIFICATIONS – COUNTER STAFF CHAIRS

118118118

Infrastructure

Lighting

Hall and counter lights

Accessories

Bright white fibre lights to provide appropriate lighting in the public halland on the counters

ExampleName Name

SPECIFICATIONS – HALL AND COUNTER LIGHTS

119

ORGANISATIONActivities

Pre-Operative

Post - Operative

Infrastructure


RO / Civil / Electrical Division

CO / SE (Civil / Electrical) Office

CO / CE Office

Set up local teams


Define procurement processes

Ensure timely deployments

Circle

CircleQuality Check

Circle

Maintenance Divisions Division / Region Region / Circle Circle

Divisions Divisions Region / Circle Circle

Civil / Electrical Division


CO / SE / Civil / Electrical Division







Civil / Electrical / Postal Division

120

CONTENTS

Objectives and structure of Project Arrow

Blue Book objectives & guidelines

Blue Book by Silo – Core operations

Blue Book by Silo – Look & feel

Project monitoring

Agenda Item Pg no.

2

7

13

66

128

121

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

Aligned with strategic objectives

• Linked to priorities and scope of organization / department

• Structured approach to choose selected areas and KPIs based on overall corporate strategy

• Focused number to direct employee priorities

Focused on driving performance improvement

• Internal and external benchmarks selected to stretch performance

• Variances clearly highlighted and tracked

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

Designed to provide snapshot of performance

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

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

• Ability for user to quickly drill down

Integrated into larger performance management framework

• Post-office level KPIs along with aggregation at every level to ensure integration with directorate-level framework

• Input to regularly scheduled performance dialogues

122

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

Operational dashboard reports

Data Repository

Data extracted from PO databases – verifiable data

Meghdoot

Sanchay Post

Data manually entered through web based system

Online web-based tool

100%

40%

60%

Example Data

• Number of Regd articles received

• Number of Regd articles not delivered

• Age of MO not delivered

• Number of Regd articles mis-sorted

• Number of banking transactions

Example Data

• Number of Ord articles received

• Number of Ord articles not delivered

• Time of mail arrival• Customer

satisfaction score• Staff satisfaction

score• Average waiting

time

2

3

Reporting Engine

• Data repository would store data collected from individual PO

1

100% = all data required for KPIs

123

KPIs WOULD BE TRACKED ON A WEEKLY BASISAT A NATIONAL LEVEL

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

KPI Mail & MO delivery• Per cent mail not sent for delivery (Ord)

• Per cent mail not sent for delivery (Regd)

• Per cent mail not sent for delivery (Speed)

• Per cent mail not delivered same day (Ord)

• Per cent mail not delivered same day (Regd)

• Per cent mail not delivered same day (Speed)

• Per cent MO delivered same day

• Beat Deviation Time

Units

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Minutes

Tolerance

0.00%

0.00%

0.00%

0.00%

5.00%

3.00%

95%

30

Last Week

0.00%

0.00%

0.01%

0.00%

5.67%

2.41%

97.0%

12

This Week

0.16%

0.46%

0.39%

0.01%

5.02%

3.04%

95.0%

8

Status

KPI Office Service Level• Average wait time

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

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

• Staff satisfaction score (out of 10)

• Per cent transactions that exceed time

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

Minutes

Number

Number

Number

Per cent

Per cent

15

8

8

8

10%

95%

3.4

9.7

9.8

9.9

0.1%

100.0%

3.4

9.7

9.8

9.9

0.1%

100.0%

KPI below tolerance

KPI within tolerance

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

ILLUSTRATIVE

124

TREND LINE CAN ALSO BE DRAWN TO SEE IMPROVEMENT OR DECLINE IN PERFORMANCETrend for KPI from Aug 22 to Dec 13 in weekly buckets1

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

% Ordinary mail delivered % Registered mail delivered

% Speed Post mail delivered % MO delivered

10010010099

90

95

100

105

97

Ordinary mail target

Ordinary mail actual

26-D

ec

19-D

ec

12-D

ec

5-Dec

28-N

ov

21-N

ov

14-N

ov

7-Nov

31-O

ct

24-O

ct

17-O

ct

10-O

ct

3-O

ct

26-S

ep

19-S

ep

12-S

ep

5-Sep

29-A

ug

22-A

ug

9798

8988

70

80

90

100

110

120

94 95

Registered mail delivered target

Registered mail delivered actual

26-D

ec

19-D

ec

12-D

ec

5-Dec

28-N

ov

21-N

ov

14-N

ov

7-Nov

31-O

ct

24-O

ct

17-O

ct

10-O

ct

3-O

ct

26-S

ep

19-S

ep

12-S

ep

5-Sep

29-A

ug

22-A

ug989899

80

90

100

110

120

95 9497 97

Speed Post mail delivered target

Speed Post mail delivered actual

26-D

ec

19-D

ec

12-D

ec

5-Dec

28-N

ov

21-N

ov

14-N

ov

7-Nov

31-O

ct

24-O

ct

17-O

ct

10-O

ct

3-O

ct

26-S

ep

19-S

ep

12-S

ep

5-Sep

29-A

ug

22-A

ug

98

8584

70

80

90

100

110

120

9594 9694 97 97

MO delivered target

MO delivered actual

26-D

ec

19-D

ec

12-D

ec

5-Dec

28-N

ov

21-N

ov

14-N

ov

7-Nov

31-O

ct

24-O

ct

17-O

ct

10-O

ct

3-O

ct

26-S

ep

19-S

ep

12-S

ep

5-Sep

29-A

ug

22-A

ug

ILLUSTRATIVE

125

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

KPI Mail & MO delivery

• Per cent mail not sent for delivery (Ord)

• Per cent mail not sent for delivery (Regd)

• Per cent mail not sent for delivery (Speed)

• Per cent mail not delivered same day (Ord)

• Per cent mail not delivered same day (Regd)

• Per cent mail not delivered same day (Speed)

• Per cent MO delivered same day

• Beat Deviation Time

Units

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Per cent

Minutes

KPI Office Service Level

• Average wait time

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

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

• Staff satisfaction score (out of 10)

• Per cent transactions that exceed time

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

Tolerance

0.0%

0.0%

0.0%

0.0%

5.0%

3.0%

95%

30

AP

0.0%

0.0%

0.0%

0.0%

1.8%

0.3%

96.0%

5.8

Jharkhand

0.0%

0.0%

0.0%

0.1%

1.6%

1.5%

99.7%

5.8

MP

0.0%

0.6%

0.5%

0.0%

10.5%

8.7%

86.3.2%

23.7

Maharas-htra

0.3%

0.7%

0.5%

0.0%

9.3%

6.0%

92.0%

3.7

NE

0.0%

0.0%

0.0%

0.0%

0.0%

5.6%

100.0%

17.5

Orissa

0.0%

0.0%

0.0%

0.0%

7.8%

4.0%

93.3%

5.3

Rajasthan

1.2%

3.1%

2.8%

0.0%

4.5%

1.9%

98.7%

12.2

Tamil Nadu

0.0%

0.0%

0.0%

0.0%

5.0%

1.1%

98.8%

2.2

UP

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

98.2%

8.3

Uttara-khand

0.0%

0.0%

0.0%

0.0%

4.8%

2.5%

89.7%

6.7

Minutes

Number

Number

Number

Per cent

Per cent

15

8

8

8

10%

95%

1.80

10.0

10.0

10.0

0.0

100%

2.00

6.8

7.0

7.3

0.0

75%

3.17

8.2

8.2

8.3

0.0

83%

2.20

7.4

7.4

7.6

0.0

80%

0.00

9.0

9.5

9.5

0.0

100%

15.20

8.0

8.0

8.0

0.0

80%

0.80

10.0

10.0

9.8

0.0

100%

1.11

9.8

9.8

10.0

0.0

100%

2.40

9.8

10.0

10.0

0.0

100%

1.5

7.3

7.3

7.3

0.0

75%

KPI below tolerance

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

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

ILLUSTRATIVE

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