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Post Office Bluebook II

Post Office Bluebook II. India Post – Project Arrow. Delhi, April 23, 2009. CONTENTS. Topic . Pg no. Objective & Approach of Bluebook II. 1. Identification of Issues through KPIs. 8. Detailed Interventions to Improve Service Quality. 40. Successful Project Monitoring. 103. Appendix.

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Post Office Bluebook II

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  1. Post Office Bluebook II India Post – Project Arrow Delhi, April 23, 2009

  2. CONTENTS Topic Pg no. Objective & Approach of Bluebook II 1 Identification of Issues through KPIs 8 Detailed Interventions to Improve Service Quality 40 Successful Project Monitoring 103 Appendix 109

  3. SECRETARY’S NOTE XX

  4. SCOPE AND PURPOSE OF BLUEBOOK II • To provide the staff of Project Arrow post offices a step-by-step approach for identifying operational issues in their offices • To list in detail a series of initiatives can be implemented to improve performance • To provide a post office level performance monitoring framework for ongoing performance measurement and sustainable improvement Purpose Scope • The Bluebook II details out the improvement approach, initiatives and implementation details and tools that can be used by post office staff • The Bluebook II is not an exhaustive standard operating procedure or a definitive text book where no variations are allowed • Many initiatives and tools listed in the Bluebook II may be context-specific and not all initiatives may apply to all offices Target users • Directors, superintendents, postmasters and post office staff involved in Project Arrow • All training centres of the Department of Posts • CPMsG of all circles and PMsG of all regions • Any other officer and staff of postal department as a ready reckoner

  5. NEED AND BASIS OF BLUEBOOK II Bluebook II: Post office level activities Post office level details not covered Project Arrow Launched Bluebook Released 8-week on-the-ground exercise • Project Arrow objectives defined • Organization structure, improvement ideas & targets identified • Improvement initiated • Improvement initiatives documented • Bluebook circulated among field personnel • Bluebook covered several initiatives • Focused on “what” needs to be done • Not enough coverage of “How” to execute at a post office level • On-the-ground improvement exercise undertaken at Ghaziabad HO • Issues identified, improvement ideas designed, tested & refined • Tangible improvement achieved • Initiatives along with detailed descriptions on how to execute documented • Toolkits, formats, frameworks etc. to be used by post office staff included

  6. LINK BETWEEN BLUEBOOK I AND BLUEBOOK II Bluebook I Bluebook II Initiatives spelled out in detail “What” is required to be done by me? “How” should I do all this? • Program overview and structure • High-level improvement initiatives • Standardisation of look and feel, processes and responsibilities • On the ground improvement approach • Tools that can be used by staff • Framework for performance monitoring and sustained improvement

  7. 6 4 3 2 1 5 HOW TO USE THE BLUEBOOK II Understand improvement approach thoroughly using Ghaziabad example Select relevant KPIs & sub-KPIs for the post office Understand approach Select KPIs Measure performance of all KPIs & sub-KPIs and report performance on web-based and data extraction tools Measure perform-ance Measure the value of each sub-KPI and identify low performing areas and reasons for low performance Measure baseline& identify issues Implement initiatives Identify relevant initiatives Implement identified initiatives using tools given in the bluebook II and developing new ones Select relevant initiatives from bluebook II /develop new initiatives to solve identified issues

  8. Post offices should try to discover as many initiatives as possible • These initiatives should be compiled in the format used in this bluebook • This should be submitted to program office, and good post offices will be rewarded IDEAS NOT COVERED IN THE BLUEBOOK II Bluebook may not cover all possible ideas Post offices may come up with their own ideas • The Bluebook may not cover all improvement initiatives for a particular issue • Many post offices will have various office-specific or region-specific issues • Hence post offices might discover additional ideas for improvement • Interventions to solve these issues will have to be discovered at a field-level

  9. CONTENTS Topic Pg no. Objective & Approach of Bluebook II 1 Identification of Issues through KPIs 8 Detailed Interventions to Improve Service Quality 40 Successful Project Monitoring 103 Appendix 109

  10. Understand POissues at the maximum level of depth possible, through on-ground presence and close observation atPost Office Compile a set of replicable initiatives that can be implemented at other Post Offices across the country to address similar issues AN IMPROVEMENT PROGRAM WAS LAUNCHED AT GHAZIABAD HO, WITH 3 KEY OBJECTIVES Create a Post Office that can serve as a Showcase PO forProject Arrow,by ensuring it dedicatedly achieves its performance goals, on a sustained basis Improvementprogram

  11. Improve incoming mail arrangements Improve sorting process, check attendance etc. Put attendance system for postmen Monitor list generation + improve system availability Percent mail not sent for delivery = 40% Percent mail coming to office late = 20% Percent sorting complete on time = 75% Percent post- men arriving on time = 60% Percent of delivery lists generated in time = 50% Underlying reason for low performance unclear Possible Initiatives ILLUSTRATIVE AT A POST OFFICE LEVEL, THERE IS NEED TO DISCOVERAND IMPROVE SUB-KPIS FOR SUSTAINED IMPROVEMENT

  12. EACH ISSUE REPRESENTS A KPI AND EACH SUB-ISSUE REPRESENTS A SUB-KPI IN THE POST OFFICE Issue KPI All received mail is not sent out for delivery each day Percent of total received mail sent out for delivery Mail arrives late at the post office Percent mail received on time from mail office There is a delay in sorting of the mail that has arrived on time Percent sorting completed on time for delivery Postmen arrive late at the post office Percent of postmen present on time to take out mails for delivery

  13. Identification of KPIs and sub-KPIs for each process Select process Identify underlying steps Decide how to measure each step Measure each step THIS IS THE PROCESS TO BE FOLLOWED TO DISCOVER SUB-KPIs • Select the process that needs to be improved • Identify what the process is supposed to deliver • This end-product/ output/objective becomes the KPI for the process • Break the process into a sequence of granular steps that comprise the process • Steps should be broken by (a) time and (b) activities performed by different people • For each step, identify a parameter that captures the output/end-product of the step • These parameters become sub-KPIs • Parameters should either be measurable or estimated • Measure or estimate the value of each identified sub-KPI • Identify a process to measure the value of these sub-KPIs on a periodic basis Details of process • Process to be improved – inward mail operations • KPI – percent of received deliverable mail sent out for delivery • Inward mail operations depend on the following steps – timely mail arrival, availability of staff, sorting, beat sorting, departure of postmen etc. • Timely arrival of mail can be measured in terms of percent of mail received on scheduled time • Similarly, sorting can be measured in terms of percent of articles sorted by scheduled time • For measuring percent of mail received on scheduled time, the scheduled time should be fixed, total number of articles/batches counted and actual number of articles/ batches received on time counted Illustrative example

  14. Identified ~75 sub-KPIs for the post office to get an in-depth sense of issues • 30 sub-KPIs in red and 25 sub-KPIs in yellow zone help identify the problem areas MAIL DISPATCHKPI - EXAMPLE SUB-KPIS ALLOW DISCOVERY OF FOCUSED INITIATIVESAND CORRECT TARGET-SETTING Sub-KPIs Baseline Early initiatives Goal Receipt • % Received on time • <50% • Increased communication with mail office to coordinate receipt >66% (at least 2 out of 3) Mailin-sort • % sorting staff present at 6 am • ~40% • Monitor attendance; Hold APM responsible • >80% • % of beat-sorting completed by 9 am • <70% • Reallocate staff as per bottlenecks • >90% Mis-sent processing • % of articles* received (Speed and Regd.) • ~8-10% • Improved sub-PO sorting by mail office • <1-2% • % of mis-sent articles* redirected by noon • ~50% • Mechanisms for re-direction to sub-POs and mail office • >90% Dispatch through postmen • % postmen reporting by 9 am • ~60% • Improved attendance • >90% • % postmen departing by 1030 am • <20% • Faster processing; effective computer use • >80% • % of delivery beats adjusted • ~20% • Improve staff availability and use of postmen • <5% • % of received articles dispatched for delivery • ~97% • 100% • Improve sorting; align receipt time with mail office * Includes mail to be dispatched to sub-POs

  15. Identification of improvement initiatives Identify problem areas Discover underlying issues List out potential improvement ideas Shortlist initiatives THIS IS THE PROCESS TO BE FOLLOWED TO DISCOVER IMPROVEMENT INITIATIVES • Make a list of sub-KPIs which perform badly as per the measurement done in previous step • Assign targets for each sub-KPI after improvement exercise • List out the reasons for poor performance of each sub-KPI • Discuss with various people involved in each sub-KPI to discover more reasons affecting the performance • For each identified reason, list down all possible initiatives that can be taken to improve the performance of that sub-KPI • Analyze each possible initiative based on resources required, time taken, ease of implementation & potential impact • Shortlist most useful initiatives based on input & potential output Details of process • Illustrative sub-KPI which performs badly: % mail received on time: 50% • Possible reason for non-arrival of mail on time: only 1 out of 2 batches come on time as the second batch comes through a longer route • Check with the mail office about possibility of taking the shorter route for second batch • Purchase a faster vehicle • Change scheduled time • Out of these three initiatives, the first one is most feasible as it is the most cost effective and fastest option and is the easiest to implement Illustrative example

  16. Sub-KPIs Baseline vs. Current Key driving initiative AS ON 3rd MARCH AT GHAZIABAD, MOST KPIs SHOWED IMPROVEMENTWITHIN A PERIOD OF 6 WEEKS Mail/MO Operations • Mail receipt in time ~33% > 60% • Monitoring as part of APM daily checklist • % postmen reporting by 9 am ~60% > 95% • Daily competitive postmen monitoring • % of articles sent out for delivery by 10:30 am ~60% > 90% • Beat sorting at mail office; reduction in mis-sent articles • % eMOs printed and dispatched <10% ~ 90% • Monitoring as part of DPM checklist • % of delivery lists completed in time <40% ~ 95% • Manpower adjustment and backup computer systems Mail/MO Delivery • Same day dispatch of mail office-bound returned articles <50% > 80% • Monitoring as part of DPM’s daily checklist • % of returned articles bearing clear reasons <20% > 90% • Daily competitive postmen monitoring Counter Operations • Peak hour waiting time (min) ~15 10-2 • Separate bulk booking + counter manpower adjustment • No. of eMOs booked (%) 30% 60-70% • Monitoring as part of APM’s daily checklist Infrastruc- ture • No. of IT/Systems issues resolved within 30 min. <30% 50-60% • Monitoring and action on IT issues; Assigning split system manager responsibilities to 4 identified PAs

  17. TO UNDERTAKE THIS EXERCISE, THERE ARE SOME PRE-REQUISITES 1 A strong leadership or authorised change agent owning the post office to drive improvement 2 Deep commitment from region- & circle-level management for sustainable transformation 3 Basic Project Arrow pre-operative activities completed

  18. FEEDBACK FROM GHAZIABAD STAFF INDICATES THAT THIS IMPROVEMENT EXERCISE IS VERY DOABLE AND EXCITING “The complete functioning of the PO finally seems to be under my control” – Postmaster “This post office has seen more change in the past 3 months than in the previous 30 years” – Postal Assistant “We have never seen postmen as a group displaying such levels of punctuality, discipline and delivery standards” – Postman “An opportunity of this nature has never come to me in my entire life… it feels really good and important” – Supervisor

  19. COMPLETE SET OF KPIS & SUB-KPIS • The following pages list down all the processes and corresponding KPIs and sub-KPIs discovered at Ghaziabad HO • Not all processes / KPIs may be relevant to other post offices • Post offices should therefore select the relevant KPIs and follow the described process to discover more KPIs

  20. Improved Delivery of Products/ Services Energizing People PO transformation Processes/ Operations streamlining Upkeep of Systems/ Infrastructure 1 2 3 4 ALL KPIS AND SUB-KPIS FALL UNDER FOUR DIMENSIONS * Non customer-facing or back-end operations

  21. 1 – Processes/Operations streamlining 1 1 Area Challenge Core Belief Mail Operations – Inward • How do we ensure best-in-class and efficient mail processing of inbound mail ? • Efficient mail processing is the key to ensure speedy and quality delivery of incoming mail MO Operations - Inward • How do we ensure speedy processing of inbound MOs and eMOs ? • Efficient MO processing is the key to ensure timely delivery of remittances to customers Mail Operations – Outward • How do we ensure timely processing and dispatch of outbound mail ? • Timely dispatch of preliminary sorted mail to mail office would ensure enough time for onward sorting SB Processing • How do minimise open transfer and claim cases ? • Transfer and deceased claim cases need to be resolved at the earliest possible for the customer Account consolidation • How do we ensure speedy and timely completion of daily account processing ? • Daily completion of accounts in time ensures maintenance of upto date records and balanced workload for staff PROCESSES/OPERATIONS TO BE TRACKED AND IMPROVED

  22. 1 1 • ~40% • <70% Sub-KPIs Baseline Repercussions Early Initiatives Goal Receipt • % Received on time • <50% • Delay of sorting, dispatch • Increased communication with mail office to coordinate receipt • > 66%(2 out of 3) Mail In-sort • % sorting staff present at 6 am • % of beat-sorting completed by 9:00 am • Errors; Delay of sorting, dispatch • Ensure timely attendance • Reallocate staff as per bottlenecks • >80% • >90% Mis-sent processing • % of articles* received (Speed and Regd.) • % of mis-sent articles* redirected by noon • ~8-10% • ~50% • Final delivery time affected • Improved sub-PO sorting by mail office • Mechanisms for re-direction to sub-POs and mail office • <1-2% • >90% Dispatch through postmen • % postmen reporting by 9:00 am • % postmen departing by 10:30 am • % of delivery beats adjusted • % of received articles dispatched for delivery • ~60% • <20% • ~20% • ~97% • Delay in dispatch, delivery; poor delivery standards • Improved attendance • Faster processing; effective computer use • Improve staff availability and use of postmen • Improve sorting; align receipt time with mail office; use of bulk beats • >90% • >80% • <5% • 100% MAIL OPERATIONS – INWARD * Includes mail to be dispatched to sub-POs

  23. 1 1 • <50% • Delay of cash collection, dispatch • Improved attendance; faster processing • > 90% Mis-sent processing • > 95% • % of mis-sent* articles redirected by noon • % of mis-sent* articles redirected by noon • Final delivery time affected • Improved sub-PO sorting by mail office • Mechanisms for re-direction to sub-POs and mail office • < 1-2% • >90% Dispatch through postmen • % of received MOs dispatched for delivery • ~ 60% • All received MOs not delivered • ~ 1-2% • ~ 0% • % of beat-sorting completed by 9 am • Adjust staff availability; improve VPP MO processing eMO receipt • eMOs delivered next day Early Initiatives Repercussions Baseline Sub-KPIs • > 99% • Ensure timely printing and dispatch, reduce errors • Time of printing eMOs (for designated day) • ~ 0% • Dispatch of eMOs (for designated day delivery) eMO dispatch • Before 9 am • Resolve computer issues and improve staff’s usability • Received eMOs not sent out for delivery • After 12 pm Goal Sorting MO OPERATIONS – INWARD

  24. 1 1 • No. of times each letterbox is opened • Delay in collection and arrival of vans • Changing of collection plates • Once • ~ 40-60 min • Process initiated • Delay in collection and dispatch of outward mail • Revamp collection process; staff and van availability • Improved collection process and defined timetable • Creation of plates and changing schedule • Twice • < 15 min. • Twice Out-sorting • % of out-sort completed by 730 pm (ordinary) • ~ 50% • Delay in dispatch to mail office • Earlier arrival of collection vans; staff availability and quicker processing Dispatch • Delay in dispatch to mail office • ~ 15-30 min. • Delay in processing and sorting at mail office • Revamped schedule of mail van; completion of out-sorting and readying of bags in time • < 15 min Sub-KPIs Baseline Repercussions Early Initiatives Goal Collections • > 95% MAIL OPERATIONS - OUTWARD

  25. 1 1 • ~ 6-8 • ~ 4 days • Irregular • ~ 4-5 • ~ 1-2 • No. of claims open in HO books • Avg. age of open claims • Claims being actively tracked (daily report) • No. of claims pending investigation for more than 1 day • ~ 3-5 • ~ 3 days • Irregular • ~ 3 • Delay in settlement and transfer of funds to beneficiary • Daily tracking and follow-up • Tracking and follow-up for investigation • Ensure creation of daily status report • Ensure daily follow-up with investigators • Minimise* • Minimise* • Daily • Zero Transfers • No. of transfers open in HO books • Avg. age of open transfers • Claims being actively tracked (daily report) • No. of claims pending at sub-PO for more than 1 day • No. of claims pending at SBSO for more than 1 day • Delay in transfer and opening of accounts • Daily tracking and follow-up • Tracking and follow-up for investigation • Ensure creation of daily status report • Ensure daily follow-up with sub-Pos • Ensure daily follow-up with SBSO • Minimise* • Minimise* • Daily • Zero • Zero Sub-KPIs Baseline Repercussions Early Initiatives Goal Claims SB PROCESSING

  26. 1 1 • ~ 60-120 min • No. of days of processing pending • ~ 0 days • Delay in transfer to SBSO and daily closing • Ensure daily compliance and reporting; staff availability and process improvements • Zero Treasury • Delay in closing time of treasury accounts • Late departure of staff; delayed closing report • Ensure daily compliance; staff availability and process improvements • < 30 min. Sub-KPIs Baseline Repercussions Early Initiatives Goal SBSO ACCOUNT CONSOLIDATION

  27. 2 – Improved Delivery of Products / Services DELIVERY OF PRODUCTS/SERVICES TO BE TRACKED AND IMPROVED Area Challenge Core Belief Mail Delivery and Returns • How to ensure best mail delivery levels and efficient return processing ? • Mail delivery is a customer facing activity and best delivery performance is essential. • Return processing is key to reduce delays and delivery errors Counter operations - SB/RD/MIS • How to ensure best-in-class services for SB customers? • SB customers need to be offered convenient services that rival that of banks Counter operations – MPCM • How to ensure best-in-class services for Mail related counter bookings? • MPCM counter customers need to be delivered fast and efficient services Office service levels • How do we maintain highest levels of customer satisfaction? • Customers need to be offered best possible services at the Post Office counters – being the customer facing section of India Post

  28. 2 1 • Strict monitoring of returns • Strict monitoring of returns • Make stamping mandatory to ensure clear processing Postmen Arrival • % of postmen arriving by 5:30 pm • ~ 50% • Delay of processing returns • Reduce double beats; redistribution of beat workload; strict monitoring • > 90% Delivery and Returns • % of articles delivered (Speed and Regd.) • % of MOs delivered • % of returned articles/MOs with clearly stamped** reason • ~95% • ~95% • < 10% • Slow/incorrect processing would result in poor dispatch of returns • > 95% • > 95% • ~ 100% Deposit and returns • No. of articles held in deposit (Speed and Regd.) • Same day dispatch of return articles to mail office (Speed and Regd.) • ~ 80-100 • ~ 50% • Delayed delivery • Final delivery time affected • Strict monitoring for clear reasons of deposit • Improved sub-PO sorting by mail office • Minimise* • > 90% Sub-KPIs Baseline Repercussions Early Initiatives Goal MAIL/MO DELIVERY AND RETURNS * Needs to be clearly defined ** Designated rubber stamp

  29. 2 1 Counter functioning • % of counters operating by 10 am • 90% • Delayed start and queuing people • Strict monitoring of start of counters; Being ready 5 min before start • 100% Counter perfor-mance • Avg. time per transaction • Avg. waiting time in queues • ~ 2 min. • ~ 5-10 min. • Large queues and dissatisfied customers • < 2 min. • < 5 min. Close of accounts • Delay of closing accounts vs. prescribed time • ~ 10- 15 min. • Delay of treasury closing • Continuous monitoring; assign responsibility; encourage automatic account closing • < 10 min. Sub-KPIs Baseline Repercussions Early Initiatives Goal • Continuous monitoring COUNTER OPERATIONS – SB/RD/MIS

  30. 2 1 • < 2 min. • < 8-10 min. • % of counters operating by 10 am • 90% • Delayed start and queuing people • Strict monitoring of start of counters; Being ready 5 min before start • 100% Counter perfor-mance • Avg. time per transaction • Avg. waiting time in queues (peak hour) • ~ 2 min. • ~ 15-20 min. • Large queues and dissatisfied customers • Continuous monitoring and queue management eMO booking • % of eMOs booked out of total MOs booked • ~ 30-35 % • No push to grow popularity of eMO initiative • Ensuring staff encourages customers to use eMOs; publicize benefits of eMOs • > 80% Sub-KPIs Baseline Repercussions Early Initiatives Goal Counter functioning COUNTER OPERATIONS – MPCM

  31. 2 1 Customer grievances • No. of cases • Time for resolution • 8 – 10 • 10 – 15 min • Reduced satisfaction levels • Active queue management; improved display of services; ‘Forms’ counter • More effective customer care – training, key issue resolution • < 2-3 • < 10 min. Customer interaction • Quality of interaction with counter staff • Availability of PO forms • 5/10 • ~ 80-90% • Dissatisfied customers • Active monitoring; Training for handling Key Issues • Assign individual responsibility • 8/10 • ~ 100% Satisfac-tion score • 8/10 • 5/10 • Dissatisfied customers’ issues not tracked • Continuous monitoring and tracking key issues • 8/10 • 8/10 Sub-KPIs Baseline Repercussions Early Initiatives Goal Queue manage-ment • Effective senior citizen and ladies queue • Ability of staff to handle crowding around counters • In process • 3/10 • Customer inconvenience • Clearly notified queue; enforcement • Crowd handling mechanisms – glass, queue boundaries, etc. • Yes • 8/10 • Look and feel • Service delivery OFFICE SERVICE LEVELS

  32. 3 – Energizing People Area Challenge Core Belief Presence of adequate manpower • How to ensure the operations run with adequate staff and performance doesn’t suffer ? • Adequate manpower is needed to sustain operations and performance Roles & Responsi-bilities • How do we ensure accountability and distribution of responsibility in PO duties ? • DPM and APMs need to be assigned reporting responsibility and be accountable on a daily basis Discipline and attendance • How to ensure high levels of discipline, punctuality and attendance among staff ? • Timely reporting and attendance are necessary for smooth operations Training programs • How do we ensure staff comp-lete training programs and are in position to work effectively? • Well-trained manpower is needed to execute operations with speed and efficiency Employee satisfaction and morale • How do we measure employee satisfaction and address key issues? • Ensuring employee satisfaction along with quick redressal of their issues is key to run PO operations on a sustained basis PEOPLE ISSUES TO BE TRACKED AND IMPROVED

  33. 3 1 • 100% • No. of open vacancies across all positions • ~ 17 • Understaffed operations; Would suffer from poor operations and management • Attempt to re-distribute manpower effectively • < 5 Attempts to fill vacancies • No. of vacancies notified to DO • Performance and operations affected • Follow-up with DPS Office on vacancies • 100% Sub-KPIs Baseline Repercussions Early Initiatives Goal Open vacancies* ADEQUATE MANPOWER

  34. 3 1 • No • Irregular • % of employees notified of job responsibilities • 100% • . • . • 100% Reporting mecha-nisms • Presence of daily reporting mechanism for PO staff • % of employees reporting back on responsibilities • No accountability of DPM and APMs; PM has to drive and personally monitor all activities • Institute daily reporting in prescribed format • Mandatory daily reporting for DPM and APMs • Yes • DPM and APMs Sub-KPIs Baseline Repercussions Early Initiatives Goal Clearly demarked responsi-bilities ROLES AND RESPONSIBILITIES

  35. 3 1 • ~ 60% • No. of employees absent without reason • 3 • Operations suffering due to lack of replacements • Initiate action and notify DO for action • Zero Punctuality • % of staff reporting by specified time • Delayed operations • Strict monitoring; improved incentive structure • > 95% Sub-KPIs Baseline Repercussions Early Initiatives Goal Absent-eeism DISCIPLINE AND EFFICIENCY

  36. 3 1 • 100% • No. of employees who have completed designated Dept. training • ~ 100% • .. • .. • 100% Depart-ment software training • % of staff formally trained on any Dept. software • > 95% • Non-usability or slow/inefficient usage of computers • Strict monitoring of computer usage; Ensure compliance to usage Functional computer/ software operation • No. of staff unable to effectively operate computers/software on the job • > 4-5 • Slow/inefficient usage; Use of other employees to help out • Software/hardware specific training at PO level; Incentives/action to encourage use of software • Zero Sub-KPIs Baseline Repercussions Early Initiatives Goal Designated programs TRAINING

  37. 3 1 • Yes • Maxi-mize* • Employee satisfaction assessment procedure in place • Regular employee meetings • No • No • Key employee issues and concerns remain unaddressed • Institute formal assessment mechanism on a regular basis • Institute formal meetings on a fortnightly/monthly basis • Yes • Yes Perfor-mance Incentives • Incentive schemes in place • No. of job roles covered • No • Zero • Good performance not being rewarded • Institute incentive mechanism for various job roles • Institute incentive mechanism for various job roles Employee Grievance Redressal • Redressal procedure in place • Time to reply to or resolve grievance • Informal • N.A. • Employee grievances not heard and addressed • Institute incentive mechanism for various job roles • Define time to reply/ resolve and monitor • Formal mechan-ism • Minimise* Sub-KPIs Baseline Repercussions Early Initiatives Goal Satisfac-tion Level EMPLOYEE SATISFACTION

  38. 4 – Upkeep of Systems/Infrastructure IT Systems • How do we ensure functional IT systems with minimal working issues disturbing operations ? • IT systems are necessary to ensure speedy and efficient PO transaction, both at counters and at back-end processes Interior/ exteriors and branding • How to ensure upkeep and maintenance of interiors and exteriors, as well as designated branding ? • Upkeep of Interiors/Exteriors as well as Branding is necessary to ensure a quality customer experience Challenge Core Belief Area SYSTEMS/INFRASTRUCTURE TO BE TRACKED AND IMPROVED

  39. 4 1 • Minimise* • Minimise* • Availability of Dept. software • No. of systems not functioning (daily) • ~ 100% • ~ 1-2 • Non-availability of IT resources and systems hamper functioning • Improved systems management; higher vigilance and reporting • 100% • Zero IT downtime/ issues • No. of incidents reported (daily) • Avg. no. of man-hours lost (daily) • ~ 1-2 • ~ 2-3 • Non-usability of IT resources, leading to interruptions in operations • Daily monitoring by system manager; dedicated repair resource – AMC contract • Increase response time to resolve issues – AMC contract Time for Issue Resolution • No. of issues resolved within 30 min. • ~ 33% • Man-hours lost; counter operations affected and customer unhappy • Increase tracking and resolution by systems manager • > 80% Sub-KPIs Baseline Repercussions Early Initiatives Goal Availability IT SYSTEMS

  40. 4 1 • Yes • Regular maintenance of Project Arrow Infrastructure • ~ 100% • . • Periodic tracking and reporting; assign responsibility, to ensure sustainability • 100% Branding • Upkeep of all elements of branding under Project Arrow • Yes • . • Periodic tracking and reporting; assign responsibility, to ensure sustainability Cleanliness and Mainte-nance • Periodic daily cleanliness of PO Infrastructure • Yes • .. • Periodic tracking and reporting; assign responsibility, to ensure sustainability • Yes Sub-KPIs Baseline Repercussions Early Initiatives Goal Customer Infrastruc-ture INTERIORS AND EXTERIORS

  41. CONTENTS Topic Pg no. Objective & Approach of Bluebook II 1 Identification of Issues through KPIs 8 Detailed Interventions to Improve Service Quality 40 Successful Project Monitoring 103 Appendix 109

  42. Process effective-ness* NOT EXHAUSTIVE MOST ISSUES IN A POST OFFICE FALL INTO THREE CATEGORIES Type of issue Description KPIs affected • Customer booking >5 articles at counters increases wait times • Public counters remain unmanned in peak hours and lunch hours • Mis-sent articles delays sorting process • Avg. customer waiting time • Customer satisfaction score • % of mail articles gone out for delivery • Departure time of Postmen 1 Execution and compliance • eMOs not printed/dispatched regularly • Speed Post/Regd. Delivery lists delayed or not generated • IT issues not being resolved • No. of eMOs gone out for delivery • % of mail articles gone out for delivery • No. of counter hours lost due to IT issues 2 Mindsets and behaviours • APM/DPMs not taking ownership • Employee grievances are not assessed • Employees unable to effectively use computers on a daily basis • Postmen displaying poor discipline and performance • Avg. customer waiting time • Employee satisfaction score • Customer satisfaction score • Percent of employees unable to effectively use computers • Percent of articles delivered 3 * Ensuring existing processes work well, rather than the bigger issue of process efficiency and re-design

  43. 1 2 4 3 THIS SECTION LISTS A SET OF INTERVENTIONS THAT CAN BE TAKEN FOR SPECIFIC ISSUES Look up the identified issue in the table of contents on the following page If identified issue is listed, and suggested intervention is relevant to the post office, implement the intervention Achieve improvement If identified issue is not listed, then identify new improvement idea as described in section 3 Identify the focus area / issue at the post office using KPI/sub-KPI method

  44. Type of issue Focus Area Activities ID Pg Process effective-ness Improving customer experience and service at counters • Provision for bulk booking of articles • 1 • 47 • Staggered lunch hours and manning of night PO counter • 2 • 50 • All-service counters + active floor management • 3 • 51 1 Streamlining mail processes • Optimized beat sorting at mail office • 4 • 53 • Return stamp for non-delivered mail articles • 5 • 55 • Same day dispatch of returned articles to mail office • 6 • 58 Execution and compliance Quicker SB claims and transfer processing • Daily monitoring of claims and transfer cases • 7 • 61 Ensuring rapid tracking and actioning of IT issues • Monitoring of IT issues and resolution • 8 • 63 2 Ensuring key PO activities are driven by supervisors • Daily checklists for all supervisors • 9 • 65 Getting PM to be aware of the high-priority action areas on a daily basis • PM’s daily PO review report • 10 • 67 NOT EXHAUSTIVE TABLE OF INTERVENTIONS (1/2)

  45. Type of issue Focus Area Activities ID Pg Mindsets and behaviours Driving supervisors to take up ownership of responsibilities and take requisite action • Initial supervisor workshop • 11 • 71 • Daily supervisor coaching and evaluation • 12 • 72 • Weekly discussion with each supervisor • 13 • 74 • Weekly meeting of supervisor team with Sr. PM • 14 • 76 Improve Postal Assistants’ overall capability, discipline and effectiveness at work • Typing/data entry speed – competition + training • 15 • 78 • Personalized Software training • 16 • 81 3 • Daily Performance monitoring by APMs • 17 • 88 • Weekly branch-level discussion with supervisors • 18 • 90 Motivate Postmen to display the ideal set of behaviours that would help improve delivery • Daily competitive performance monitoring • 19 • 92 • Weekly discussion/coaching with APM • 20 • 94 Open new channels of communication with all Staff and create momentum for change • Monthly Staff grievance assessment • 21 • 96 • Monthly townhall with DPS/SSP • 22 • 99 • Staff Notice board • 23 • 101 NOT EXHAUSTIVE TABLE OF INTERVENTIONS (2/2)

  46. SUGGESTED INITIATIVES Process Effective-ness • Improve performance by tweaking the existing processes to make them more effective • Improve compliance to processes and ensure accountability Execution & Compliance • Gain buy-in at various levels of organization and motivate staff to perform at their best Mindsets & Behaviours Key focus area Key Categories of Improvement Initiatives

  47. Provision for bulk booking of articles 1 47 • Staggered lunch hours and manning of night PO counter 2 50 • All-service counters + active floor management 3 51 • Optimized beat sorting at mail office 4 53 • Return stamp for non-delivered mail articles 5 55 • Same day dispatch of returned articles to mail office 6 58 INTERVENTIONS TO IMPROVE PROCESS EFFECTIVENESS Focus area Activities ID Page nos. Improving customer experience and service at counters Streamlining mail processes

  48. 1 10-15days Need/Purpose Description Implementation PROVISION FOR BULK BOOKING OF ARTICLES • Booking of more than 5 articles by a customer accounts for >10-12 min of counter time • As a result, the next person in queue is held up and waiting times as a whole increase • Create a separate mechanism to handle customers with >5 articles • Customers are offered a dedicated booking mechanism away from general counters including seating • Step 1 – Find a suitable location for booking of bulk articles • Activity 1: Choose location that is easily accessible to public and in proximity of the public hall • Activity 2: Set-up computer, scanner, printer etc. + provision for customers to sit (as per xx A) • Step 2 – Communicate process change to staff, Find a suitable location for booking of bulk articles • Activity 1: Communicate to counter staff the need for such a change i.e. customer waiting time reduction, even in situations where public crowds are less • Activity 2: Designate job of bulk booking to a PA, who also handles other duties but is not loaded for entire 8 hours e.g., Complaint handling PA, IMTS PA etc. • Step 3 – Inform customers • Activity 1: Prominent notices in public hall to intimate customers (as per xx B) • Activity 2: Counter assistants guide public to new location/provision in case any customer reaches the counter • Step 4 – Monitor compliance for article booking and corrective action • Activity 1: Monitor daily and test through dummy customers, for compliance • Activity 2: Initiate further dialogue with counter staff in case on non-compliance

  49. 1A Bulk Bookings at Mail Business Centre Booking process at MBC Mail Business Centre – location for Bulk Bookings Counters and Public Hall Bulk booking customer being seated while articles are booked Requisite infrastructure in place to handle >5 articles LOCATION OF BULK BOOKING MECHANISM

  50. 1B Public notice affixed to pillar in Public Hall NOTICES IN PUBLIC HALL

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