Genesis and Conceptualization of the project Evolution of the Project & Impact Assessment

2. Scheme of Presentation • Genesis and Conceptualization of the project • Evolution of the Project & Impact Assessment • Monitoring Mechanism • External Audit and Incentive system • Road Ahead Project Arrow

3. Project Arrow - Genesis April 2008 Intensive Debate and Brainstorming • Consensus • Go back to the basics – Get the Core Right • Goal • Post Offices to be the window to the world for the “AamAadmi” Project Arrow

4. Project Arrow Design • Designed and supported by Minister of State and Director General Posts, bottom-up implementation initiated • Clearly focused program with two interdependent work streams • Comprehensive approach that addresses skills, process quality and look & feel • Twin objectives to ensure operational change and standardized ambience • Key performance indicators for all areas of improvement to be identified and tracked on a real time basis • Program organization down the line • Focus on communication of Objectives and implementation details to all stakeholders • Ownership at all levels Project Arrow

5. Programme Team Structure – 1/2 Steering Committee Programme sponsor MOS (C & IT) Sachin Pilot Core team Programme leader Programme office Secretary (Posts) RadhikaDoraiswamy Annie Moraes, JS&FA S. K. Sinha, DDG (CP) SalimHaque, DDG (RB) A.K. Roy, EA to Secretary (Posts) G. Natarajan, ADG (Project Arrow) Sunil Sharma, ADG (Project Arrow) Work Stream Leader “Get the Core Right” Work Stream Leader “Look and Feel” Member (Development) S. Samant Member (Operations) ManjulaParashar 1 Change agent Mail Delivery 2 Change agent Office Service Level 3 Change agent Remittances 4 Change agent Saving Bank 5 Change agent Branding 6 Change agent Technology 7 Change agent HumanResources 8 Change agent Infrastructure KalpanaTiwari CGM (MBD) Alok Sharma GM (Speed Post) ManishaSinha Director (FS) A.S Prashad DDG (FS) Pranay Sharma AGM (M) V K Gupta Director (Tech) Aruna Jain DDG (Training) MeeraHanda DDG (PO) Project Arrow

6. 5 Change Agent Branding 1 Change Agent Mail Delivery Pranay Sharma, AGM (M) KalpanaTiwari, CGM (MBD) 6 Change Agent Technology 2 Change Agent Office Service Level V. K. Gupta, Director (Tech) Alok Sharma, GM (SP) 7 Change Agent Human Resources 3 Change Agent Remittances Aruna Jain, DDG (Training) ManishaSinha, Director (FS) 8 Change Agent Infrastructure 4 Change Agent Savings Bank MeeraHanda, DDG(PO) A.S.Prashad, DDG (FS) Programme Team Structure – 1/2 Ashish Kumar, Dir. (Mails) Col D. V. Mahesh, Dir. APS G. V. Sawaleshwarkar, Dir (MB) Neeraj Kumar, Director (PO) Rishikesh, Director (Mail Project) Dinesh Sharma, ADG (RB) S. Rajinder Kr, Dir. PTC, Mysore Manju Kumar, Director, (Phil) Dr. KushalPathak, Director PMU Amrit Raj, AGM (SP) Ravi Babu, DD (Tech) Rajul Bhatt, Director (CB) SamirTuli, ASP (IT), DL Circle S. Sampath, Dir. PTC Vadodara Shipra Sharma, ADG (IMTS) L. N. Sharma, Dir. PTC, Saharanpur S. K. Gupta, DO (Cord.) V. Rajarajan, Dir. PTC Madurai ShantiPrakash, ASP (PO) B. P. Sridevi, Dir. (Estt & Trg) CE (Delhi ) Rajkumar, ADG (BS) Sr. Architect (Delhi & Bangalore) S. K. Gupta, DO (Cord.) B.S. Chopra, ADG (Bldg.) Kawaljit Singh, ASP (SB&SC) Dr. Brajesh Singh, Dir (PA) Project Arrow

7. Leadership Skills and Roles Program Office Members Work stream Leaders Change Agents Team Members • Overall Programme coordination and monitoring • Management of various meetings • Analytical support for all work streams • Young/mid level • Energetic and analytical • Strong people and communication skills • High credibility • Should have spent time in filed • Realization of defined targets • Decide on change ideas • Ensure consistency of development measures • Strong people skills • Experienced managers • Strong relations throughout organization • Management and motivation of working teams • Implementation of improvement • Developing teams • Respected and experienced in the organization • Strong change orientation • Analytical but also pragmatic • Get things done • Development of improvement ideas • Test and implementation of ideas • Rollout of ideas • Experienced knowledgeable regarding current situation • Problem solving skills • Good communication skills Responsibility Skills Project Arrow

8. Project Arrow- The Road Ahead Phase III Phase V Phase IV Phase II Phase I 8735 Post Offices (22 Circles) 450 Post Offices (12 Circles) 50 Post Offices (10 Circles) 500 Post Offices (22 Circles) 500 Post Offices (22 Circles) underway 15thAug 2008 31st Dec 2008 July 2009 Sept 2010 Empowering and Connecting India

9. Scope and Objectives of Project Arrow Scope Objectives "Get the core right" • Focused efforts to significantly improve four core areas of the Postal Service: • Mail delivery • Savings Bank • Remittances • Office service levels • Make a visible, tangible, and noteworthy difference in Post Offices that matters to the common man • Verify and certify progress on ongoing basis using clearly defined Key Performance Indicators (KPIs) for each improvement area • Set the foundation for a comprehensive transformation of India Post "Modernize the look and feel" • Broad approach to upgrade, enhance capacity and quality in • Branding • Technology • Human Resource • Infrastructure Project Arrow

10. Project Arrow – A Unique Approach Project Arrow Key Elements Holistic & Integrated View Equal focus on both core postal operations and look-and-feel Standardized approach Standard targets & improvement measures deployed across the country Effective measurement Central program office & IT-enabled reliable measurement tools Capability building On-the-ground training, workshops and professional consultancy Ownership at all levels of organization Project Arrow

11. Project Arrow - Silos “Get the core right” Mail delivery Savings Bank Office Service Level Remittances • Delivery on the day of receipt • Reduction in transaction time at counters • Improvement in customer satisfaction along all parameters • Delivery of Money Orders on the day of receipt “Modernize the look and feel” Technology Branding HR Infrastructure • Enhance operational and soft skills for the staff • Standardize interiors and exteriors • Enable all post offices to provide IT enabled services • Ensure uniform brand hierarchy Project Arrow

12. Scope of Presentation • Conceptualization of the project • Evolution of the project and impact achieved • Monitoring mechanism • External Audit and Incentive system • Next steps & expansion plans Project Arrow

13. The Blue Book CPMsG of all circles and PMsG of all regions All training centres of the Department of Posts Superintendents, postmasters, officers and staff involved with Project Arrow Any other officer and staff of postal department as a ready reckoner Scope Purpose Target users Project Arrow - Blue Book • To provide post offices covered under Project Arrow a structured approach for implementation of Project Arrow objectives • To list series of improvement initiatives that all post offices can implement to improve their performance • To standardize processes for roll-out of Project Arrow post offices • The Blue Book is not an exhaustive standard operating procedure but a set of opportunities designed to improve post office operations • The Blue Book is not a definitive text book where no variations are allowed Project Arrow

14. Scope of Presentation • Conceptualization of the project • Evolution of the project and impact achieved • Monitoring mechanism • External Audit and Incentive system • Roll-out plans Project Arrow

15. Lessons learnt – Evolution of the Project Initial approach Challenges faced Interventions made • Progress review meeting schedule finalized in advance • Video-conference meeting with CPMsG thrice a month • Gantt chart for activities • Email-based data collection for progress reviews • Sub-optimal data analysis due to manual nature of the tool • Insufficient appreciation of objectives at grass root level • Buy-in lacking at various levels • Lack of trained staff in the Post Office • Complicated processes obstacle in achieving the objectives • Web-based tool designed with in-built scoring logic • Workshops with wide range of participation to generate improvement measures • Field visits by change agents • Intensive training schedule designed and implemented for postmasters, postmen, system admins & superintendents • Process mapping and identification of key process deviations Continued… Project Arrow

16. Challenges faced Challenges faced Interventions made • Mis-reporting of data due to insufficient monitoring & lack of automation • Absence of handbook / reference manual for smooth rollout • Visit by Chief Post Masters General • Workshop for directors followed by directors handholding the shop floor for five days • Data verification by automation through ‘Data Extraction Tool’ • External Audit for data validation • Standardization and codification through BLUE BOOK Project Arrow

17. Workshops with wide range of participants to generate improvement measures Process mapping and identification of key process deviations Key Interventions Root-cause Analysis & Idea Generation Implementation & Capability building • Intensive training at all levels • Field visits by Change Agents & Chief Post Masters General • Directors spending time on the shop-floor for handholding Performance measurement & audits • Setting up of dedicated Program Office in each circle. • Automated tools for data collection, verification & performance measurement • External Audit for data validation Codification and Standardization through Bluebook Project Arrow

18. Customer Service Counters Information Boards Stationery Uniforms Postman Bags PO Signage (name board, standee etc.) Letter Boxes Hall and Counter Lights Customer Writing Ledges Storage Cupboards Customer Waiting Benches Counter Staff Chairs Colour Scheme for Exteriors & Interiors Internet kiosks Availability of forms Upgraded IT infrastructure .. Impact- Look and Feel – Standardized interiors and exteriors of Post Offices Project Arrow

19. Impact – Look and Feel -Standardized Exteriors Agra HO Lashkar HO Valpari PO Bhadoi PO Project Arrow

20. Infrastructure Impact – Look and Feel - Standardized Interiors Project Arrow 20

21. Project Arrow-Data Extraction Tool Post Office 95% data PTC Mysore Server Office Server DET Frontend 05% data NIC Delhi Server Web Tool • Fully automated • Track Mail, Savings Bank & Accounts KPIs • Fortnightly review of performance of Offices through Video conference • 41 Video Conference reviews from Nov 2008 • Generates reports • Enable calculation of revenues of Project Arrow Offices Empowering and Connecting India

22. New DET DET • Fully automated • Track Mail, Savings Bank & Accounts KPIs • Ensures functioning of IT enabled services in Arrow Offices • Extract data for 95 fields • Generate dashboard for 19 KPIs • Enable calculation of revenues of Project Arrow Offices • Track operational issues • Extracted data for 59 fields • Generate dashboard for 8 KPIs Project Arrow

23. Project Arrow- Key Performance Indicators Extensive discussions in the Steering Committee and Core Team KPIs evolved Measurable & Verifiable Empowering and Connecting India

24. Monitoring Tools Core Operations Look and Feel • Reports in MS Excel Template • Reports from Web Tool • Reports from Data Extraction Tool • Visits to Project Arrow Post Offices • Test letters to Project Arrow Post Offices • Customer Feedback • Post Forum Meetings • Reports in MS Excel Templates • Gantt Charts • Reports from Web Tool • Visits to Project Arrow Post Offices • Photographs of Project Arrow Offices- Pre and Post Look and Feel scenario • Customer Feedback Surveys • Post Forum Meetings Project Arrow

25. 1 2 3 4 Project Arrow Monitoring Mechanism – Key Issues • Data management across a large number of post offices • Correctness and objectivity of data • Continuous improvement in data capturing tool • Sharing of Data with field units Project Arrow

26. External Audit and Incentive System • External Audit by Ms TUV India lmt. for all 50 Phase I Offices in 10 circles • External Audit conducted in 3 consecutive months from March 09 to May 09. • All 50 Post Offices audited for five processes and 18 sub processes for identification of potential improvement areas. • The Schedule of the Audits was not informed to the Post offices to ensure objectivity and ensure an element of surprise in the process. • At the local stations, test letters were also posted to pre-selected addresses to test the delivery norm for ordinary letters. • The auditors reports, completed forms and formats cross checked by central agency of TUV for completeness and correctness. • External Audit found that in 50 Post Offices in three consecutive audits, Registered letter performances was 99 %, where as the figures for Ordinary mail varied between 94 to 100%. For Speed post it ranged between 98 to 99 %. Project Arrow

27. External Audit and Incentive System - continued • Entire staff ( 22 people) of top three Post Offices was sent on a special study tour to Asia Pacific Postal College ( APPC) Bangkok, Thailand as part of the incentive programme for Project Arrow Offices • Staff of offices ranked 2nd (Pattikonda- Andhra Pradesh) and 3rd (Perambalur - Tamil Nadu) received cash award as an incentive Project Arrow

28. Lessons Learnt – Key Elements of Successful Transformation • Set of simple, practical and robust KPIs • IT enabled MIS to reflect true performance (DET) • Frequent review process with focus on improvement – On average three reviews per month Management Framework • Process improvements (Interventions) that are easy and implementable and show definite performance improvement • Continuous assessment of interventions against results • Monitoring of implementation of process improvements through regular field visits Tools and Methods • Workshops to involve field staff with the program – get inputs on improvement processes • Training imparted to field staff through documents and involvement of officers • Post office ranking with reward for motivation Mindsets and Behaviours Project Arrow

29. Exercise 3.3 Trainer to give the trainees 20 minutes to think over & list their special achievements/ practices in the Project arrow POs in the delivery of Core services & Office service level & to share them among the class Project Arrow

30. Thanks Project Arrow