India Post Blue Book

Delhi, January 29 2008
0
Foreword
Project Arrow is about revitalizing our organization, capitalizing on our

strengths, recognizing and dealing with our weaknesses by sustained,
sincere and honest team effort. The cornerstone of our effort is the
‘’Aam Aadmi”. It is indeed a moment of great pride and happiness for me
to introduce the Blue Book for Project Arrow to all our colleagues.
The Blue Book institutionalizes the efforts of the Project management

team and codifies the ideas, mutually agreed goals and targets,
implementation details and performance measurement tools. Wide
range of discussions and serious debates have gone into the
compilation of this Blue Book and therefore, I hope this would be an
effective guide for future Project Arrow roll-outs.
I am proud to be associated with this momentous process of

transformation of India Post and wish you all success.
Jyotiraditya M. Scindia
Minister of State for Communications & IT
January 29, 2009
1
CONTENTS
Topic Pg no.
Objectives and structure of Project

2
Arrow
Blue Book objectives & guidelines 7
Blue Book by Silo – Core operations 13
Blue Book by Silo – Look & feel 66
Project monitoring 128
2
CONCEPTUALIZATION OF PROJECT ARROW
Present Scenario Potential of India Post
• 70% of India’s 1.1 • India Post has over

billion people live 1.55 lakh post offices
in rural areas Make post across India, with more
office the than 1.25 lakh in rural
• Most villages & “window to the areas
small towns do world” for ‘aam
not have enough aadmi’. • This vast network
connectivity provides a huge
/outlets to the opportunity to connect
mainstream remote areas with the
economy mainstream
Project Arrow conceived in April 2008

• Focus on improving the core operations of post offices
&
• Enhancement of “look and feel” to create a unique identity
SCOPE AND OBJECTIVES OF PROJECT ARROW
Scope Objectives
• Focused efforts to significantly improve

four core areas of the postal service
• Make a visible, tangible, and
noteworthy difference in post
– Mail delivery offices that matters to the
"Get the – Savings Bank common man
core right"
– Remittances • Verify and certify progress on
– Office service levels ongoing basis using clearly
defined Key Performance
Indicators (KPIs) for each
improvement area
• Broad approach to upgrade, enhance
capacity and quality in • Set the foundation for a
– Branding comprehensive transformation
"Modernize
of India post
the look – Technology
and feel" – Human resource
– Infrastructure
4
PROJECT COVERS 8 SILOS
“Get the core right”
1 2 3 4
Mail delivery Savings bank Office service level Remittances
• Ensure same day • Reduce transaction • Improve customer • Delivery of money
delivery of mail time at counters satisfaction along orders on the day of
received and same and for account all parameters from receipt and
day dispatch of transfer/closure and appearance to providing web-
mail collected settlement of operations enabled remittance
deceased claim services
cases
“Modernize the look and feel”

5 6 7 8
HR Infrastructure Technology Branding
• Identify roles and • Develop • Decide on required • Ensure uniform
job descriptions for standardised and hardware, software brand hierarchy as
all & design suitable consistent interior and connectivity to well as consistency
training packages to and exterior enable post offices for all products and
enhance opera- blueprint and to provide all IT services
tional and soft skills ensure uniform enabled services
of staff implementation even in rural areas
5
PROJECT ARROW - A UNIQUE APPROACH
Project Arrow
Key Elements
Holistic & Standardized Effective Capability

integrated view approach measurement building
Equal focus on Standard targets & Central On-the-ground

both core postal improvement programme office training,
operations and measures & IT-enabled tools workshops and
look and feel deployed across for reliable professional
the country measurement consultancy
Ownership at the highest levels of the organization

CONTENTS
Topic Pg no.

2
Arrow
7
PROJECT TEAM STRUCTURE (1/2) Steering Committee
Programme sponsor
MOS (C & IT)

Jyotiraditya M Scindia
Core team
Programme leader
Programme office
Secretary (Posts)
Radhika Doraiswamy
Annie Moraes, JS&FA
S. K. Sinha, DDG (CP)
Salim Haque, DDG (RB)
A.K. Roy, EA to Secretary (Posts)
Neeraj Mittal, PS to MOS(C&IT)
G. Natarajan, ADG (Project Arrow)
Sunil Sharma, ADG (Project Arrow)
Work Stream Leader

“Get the Core Right” Work Stream Leader
“Look and Feel”
Member (Development)
S. Samant Member (Personnel)
R.K. Singh
1 2 3 4 5 6 7 8
Change agent Change agent Change agent Change agent Change agent Change agent Change agent Change agent
Mail Delivery Office Service Remittances Saving Bank Branding Technology Human Infrastructure
Level Resources
M. Prasher Alok Sharma Manisha Sinha Vasumitra B. Selva Kumar V K Gupta Aruna Jain Kamlesh Chandra
CGM (MBD) GM (Speed Post) Director (FS) DDG (FS) AGM (M) Director (Tech) DDG (Training) DDG (P)
8
PROJECT TEAM STRUCTURE (2/2)
Ashish Kumar, Dir. (Mails) Col D. V. Mahesh, Dir. APS
1 5
Change Agent Change Agent
Mail Delivery G. V. Sawaleshwarkar, Dir (MB) Branding Neeraj Kumar, Director (PO)
M. Prasher, CGM (MBD) B. Selva Kumar, AGM (M)

Rishikesh, Director (Mail Project) Dinesh Sharma, ADG (RB)
S. Rajinder Kr, Dir. PTC, Mysore
Manju Kumar, Director, (Phil) 6

2 Change Agent Dr. Kushal Pathak, Director PMU
Change Agent Technology
Office Service Level Amrit Raj, AGM (P&L) Ravi Babu, DD (Tech)
V. K. Gupta, Director (Tech)
Alok Sharma, GM (PLI)
Rajul Bhatt, DGM (M) Samir Tuli, ASP (IT), DL Circle
S. Sampath, Dir. PTC Vadodara
Shipra Sharma, ADG (IMTS) 7

3 Change Agent L. N. Sharma, Dir. PTC, Saharanpur
Change Agent Human Resources
Remittances S. K. Gupta, DO (Cord.) V. Rajarajan, Dir. PTC Madurai
Aruna Jain, DDG (Training)
Manisha Sinha, Director (FS)
Shanti Prakash, ASP (PO) B. P. Sridevi, Dir. (Estt & Trg)
CE (Delhi )
Rajkumar, ADG (BS) 8

4 Change Agent Sr. Architect (Delhi & Bangalore)
Change Agent Infrastructure
Savings Bank S. K. Gupta, DO (Cord.) B.S. Chopra, ADG (Bldg.)
Kamlesh Chandra, DDG(P)
Vasumitra, DDG (FS)
Kawaljit Singh, ASP (SB&SC) Dr. Brajesh Singh, Dir (PA)
9
SCOPE AND PURPOSE OF BLUE BOOK
• CPMsG of all circles and PMsG of all regions

• All training centres of the Department of Posts
Target users • Superintendents, Postmasters, officers and staff involved with Project
Arrow
• Any other officer and staff of postal department as a ready reckoner
• To provide post offices covered under Project Arrow a structured

approach for implementation of Project Arrow objectives
Purpose • To list series of improvement initiatives that all post offices can
implement to improve their performance
• To standardize processes for roll-out of Project Arrow post offices
• The Blue Book is not an exhaustive standard operating procedure but a

set of opportunities designed to improve post office operations
Scope
• The Blue Book is not a definitive text book where no variations are
allowed
10
PROJECT ARROW – PRE-REQUISITES
• Establish a core team and a team of change agents in the circle/region

• Conduct visits to post offices to map “as is” situation
Step 1
• Understand and communicate Project Arrow objectives and expectations to staff in the
post office
• Train and prepare team for launch

• Identify gaps between expectations and the base situation
Step 2 • Sensitize the objectives of each silo to relevant teams (core/look and feel)
• Obtain commitment from all team members on roles, responsibilities and deliverables
• Conduct a formal launch of Project Arrow in the post office
• Monitor progress on each silo on a daily basis and check with implementation
milestones from the Blue Book
• Review progress on web-based monitoring system for project assessment and
Step 3 evaluation
• Conduct a formal opening of Project Arrow post offices
• Continue monitoring performance of each silo in the post-operative phase
11
CONTENTS
Topic Pg no.

2
Arrow
12
CORE AREA COMPONENTS
Key focus area
• Improve mail operations at a post office:

Mail Mail Receipt, Sorting, Delivery,
Collection and Dispatch
• Simplify account opening, closure, transfer &

Savings deceased claim processes, ensure cash
• Project Arrow Bank availability & reduce transaction times
core area
components
included for
improvement • Improve core processes such as money order
Remittances delivery and use of electronic remittances
Office • Improve customer experience in post office in

Service terms of appearance, availability of information,
Level waiting time and staff interaction
13
Mail
OVERVIEW
MAIL
• List of goals for India Post
• Mail operations are mail operations
fundamental to India Post. Goals
It is the most common
association customers have
with India Post
• Mail aspiration for India
Post is to ensure same day • List of problems observed
delivery of mail from post office visits
Issues
• However some problems
such as non compliance to
processes, inefficient
processes in some cases,
and inadequate monitoring
make achieving these
• Key performance
aspirations difficult
KPI / Targets indicators (KPI) for mail
• This segment lists activities and KPI targets
to improve mail
performance
• Postmasters/
Superintendents should
apply these activities in their • List of activities to
post offices to improve mail Activities improve mail operations
performance in post offices
14
Mail
GOALS AND ISSUES
Functional Area Goals Issues
• Punctuality in receipt of mail • All mail is not sorted for

Mail receipt & delivery on the day of
• Completion of beat sorting to include all
beat sorting receipt
mail in day’s delivery
• Same day delivery of all mail received in • All mail is not delivered
the post office on the day of arrival
Mail delivery
• Clearance of all letter boxes to connect • All letter boxes are not
with day’s dispatch cleared every day
Mail collection
• Same day dispatch of all articles booked • Mis-sorting and delay in

Sorting and and collected from letter boxes mail dispatch
dispatch
15 15
Mail
KPIs AND TARGETS

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

All mail is not sorted
for delivery on date • Per cent mail sent for delivery (Speed Post) 100%
of receipt
• Per cent mail sent for delivery (Ordinary) 100%
• Per cent mail delivered same day (Regd. Post) 100%
All mail is not • Per cent mail delivered same day (Speed Post) 100%
delivered on the day
of arrival • Per cent mail delivered same day (Ordinary) 100%
• Deviation of beat completion time 30 min
• Per cent mail correctly sorted (Regd. Post) 100%

Mis-sorting and delay
in mail dispatch
• Per cent mail correctly sorted (Speed Post) 100%
• Per cent mail correctly sorted (Ordinary) 100%
• Time from mail office to customer receipt Less than 24 Hrs

Network Issues
• Mail transit time (end-to-end) As per norms
16
Mail
ACTIVITIES FOR IMPROVEMENT

Activity
Issues Issue drivers Activities
No.
• Improper mail arrangement • Revise mail arrangements – look for alternative transport 1
• Unreliable mail arrival • Monitor mail arrival and take corrective actions 2
All mail is not • Insufficient time for beat • Estimate required manpower 3
1
sorted for sorting • Employ outsourced manpower for peak load 4
delivery on • Ensure postman multi-skilling 5
day of receipt • Implement beat sorting at mail office 6
• Arrange bulk mail delivery from mail office 7
• Inefficient sorting process • Streamline pre-delivery processes 8

• Ensure availability of equipment and accessories 9
• Improper beat planning • Carry out beat revision & reduce dead beat mileage 10
All mail is not
delivered on
2 • Postman availability • Develop beat back up 11
the day of
arrival
• Postman compliance • Strengthen monitoring of postmen performance 12
• Inadequate supervision • Strengthen monitoring of postmen performance 12

Mail
3a
Collection • Inefficient systems/ • Improve letter box clearance – mechanized clearance/rationalize 13
processes
• Sorting process • Retain local mail during dispatch 14

Sorting and
3b
Dispatch • Incomplete address • Popularize PIN codes 15
17
Mail Activity 1
REVISE MAIL ARRANGEMENTS – LOOK FOR ALTERNATE TRANSPORT
Why?
• 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
How? – Implementation details Who?
1.
1 Identify mail arrival mode (rail/road) and time and what is the scheduled time and identify if mail arrival 1 Postmaster/
time is ideal for completion of beat sorting in the post office before the postmen are out for delivery Superintendent
2.
2 Identify all trains that come to the nearest station. Identify if there are some trains that arrive at that 2 As follows
station earlier than the existing mail carrying train
a If a train arrives at the station earlier and has a mail section, mail can be brought earlier a Superintendent/PMG
b If a train arrives at a station, but does not have a mail section, negotiate with railways for a b PMG
weighment system or use dedicated personnel to bring mail (if justified by mail volume)
3.
3 If no train comes to the station earlier, but comes to the nearby stations, analyze if bringing mail from 3 Superintendent
nearby station by road may bring mail earlier and also be cost effective
4.
4 Also explore the possibility of bringing mail by road using state transport, private transport, private mail 4 Superintendent/PMG
motor contract or departmental mail motor
5
5. If existing mode of mail arrival is via road, explore if a train option might work 5 Superintendent/PMG
Timeline1
Sub-activity
2b
1 2a 3 4&5
Days 7
from 15
start of 30
60
activity 70
1: Steps 2 (a & b), 3,4 and 5 are to be done at the same time (and are not sequential)
18
Mail Activity 2
MONITOR MAIL ARRIVAL AND TAKE CORRECTIVE ACTIONS
Why?
• 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
1• Error Book must be maintained for recording delay in arrival of mail 1 Postmaster
2• Error extract from the Error Book should be sent to the Superintendent for review the same day 2 Postmaster
3• In case of repeated delays, the root cause of delay should be investigated by the 3 superintendent/
Superintendent and corrective actions should be taken PMG
– e.g., if delay is because of unreliable mode of transmission, consider switching modes
(rail/road). If the delay is because of departmental mail motor or because of postal staff not
collecting mail from railways/bus stand, enforce adherence to time
4• Corrective action should be taken and the results thereof should be indicated in the Error Book 4 Postmaster
Timeline
Sub-activity
1 2 3&4
Days 7
from
Ongoing
start of
activity Ongoing
19
Mail Activity 3
ESTIMATE REQUIRED MANPOWER
Why?
• To ensure that required manpower is available to sort all mail beat-wise in time for start of delivery
1• Ensure that information for mis-sent articles (count bag-wise) is recorded in the error book and sent to 1 Postmaster
superintendent ( Post office / RMS) on a daily basis
2• Take 15 day average (of mail received) to identify mail volume to be sorted beat-wise before delivery by PO 2 Postmaster
3• Determine mail arrival time in the post office 3 Postmaster/Supdt
4• Decide optimum time for start of delivery (time for delivery should take into account beat completion time and post 4 Postmaster/Supdt
office closure time)
5• Calculate number of man-hours required for beat sorting at the rate of 450 articles per hour 5 Postmaster/Supdt
6• Determine time available for sorting as the time between mail arrival and optimum delivery start time (this means 6 Postmaster/Supdt
time calculated in step 4 minus time calculated in step 3)
7• Determine number of people required for beat sorting. This means divide number of man-hours required for beat 7 Postmaster/Supdt
sorting (calculated in step 5) by time available for sorting (calculated in step 6)
8• If sufficient staff is not available for beat sorting, then the following steps may be taken: 8 As follows
a• Increase sorting capacity (postman/other PA to help in sorting) a Postmaster/Supdt
b• Look to employ outside resources such as retired postmen etc. b Supdt/PMG
Timeline
Sub-activity
1 2 3 4 5 6 7 8a & 8b
Days As per activity 1 Complete Complete Complete Complete (8a) Within 15

from with step 2 with step 3 with step 4 with step 5 days of step 7
7
start of and 4 and 5 and 6 (8b) Within 60
20
activity days of step 7
20
Mail Activity 4
EMPLOY OUTSOURCED MANPOWER FOR PEAK LOAD
Why?
• 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
1 Identify staff shortage situation - is it on certain days, certain weeks or seasonal 1 Postmaster
2 Identify shortage for each activity under peak demand – e.g., sorting (1 short), delivery (2 short) 2 Postmaster
etc.
3 Define working arrangement for outsourced staff – time required and working hours 3 Postmaster/Supdt
4 Identify a pool of potential resources (e.g., review list of recently retired postmen/SA) 4 Postmaster/Supdt
5 Select candidates and utilize them for peak load 5 Supdt /PMG
Timeline
Sub-activity
1 2 3&4 5
Days 7
from 15
30
start of
activity 50
21
Mail Activity 5
ENSURE POSTMAN MULTI-SKILLING
Why?
• To ensure mail is sent out for delivery at the scheduled start of delivery time
• To enrich the job content of postmen
1• Identify pre-delivery processes that postmen should take up (such as generating delivery slips, 1 Postmaster
beat sorting etc.)
2• Train postmen to learn new skills and assist in pre-delivery processes. Encourage staff to pick 2 Postmaster
new skills such as working on computers, sorting etc
3• Codify finalized list of activities and responsibilities 3 Postmaster
4• Define training module for postmen staff and train postmen on site or at WCTC 4 Postmaster/Supdt
5• Extra attention should be given where staff shortage is an issue 5 Superintendent
Timeline
Sub-activity
1&5 2 3 4
Days 15
from 30
start of 40
activity 60
22
Mail Activity 6
IMPLEMENT BEAT SORTING AT MAIL OFFICE
Why?
• 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
1• Identify post offices for which beat sorting in mail office will be required 1 Superintendent
2• Identify sorting assistants/postmen for beat sorting in mail office 2 Postmaster/Supdt
(Post office/RMS)
3• Make space available in the mail office for beat sorting 3 Supdt.RMS/PMG
4• Segregate post office mails (normal function in mail office). But instead of closing the post office 4 Superintendent
bag – move the mail to post office sorting desk RMS
5• Complete beat sorting for the given post office 5 Head Sorting
Assistant (in mail
office)
Timeline
Sub-activity
1 2 3 4&5
Days 30
from 45
start of 75
activity Ongoing
23
Mail Activity 7
ARRANGE BULK MAIL DELIVERY FROM MAIL OFFICE
Why?
• 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
1• Identify the major recipients of mails (bulk customers) 1• Supdt(PO/RMS)

/PMG
2• Provide a selection in the sorting case in mail office for the bulk customer •
2 Supdt.RMS
3• Select the bulk customers to be served and define a beat to service them 3• Supdt.RMS
4• Define delivery method (mechanized or bicycle/foot) for all bulk customers 4• Supdt (PO/RMS)
5• Make mail office staff responsible for delivering the mail 5• Supdt.RMS
6• Contact bulk customers to ensure availability (to maximize beat effectiveness) 6• Supdt(PO/RMS)
Timeline
Sub-activity
1 2 3, 4 & 5 6
Days 15
from 20
start of 30
activity Ongoing
24
Mail Activity 8
STREAMLINE PRE-DELIVERY PROCESSES
Why?
• 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)
1• Document all pre-delivery processes like mail receipt, bag opening, facing/stamping, sorting, sequencing, 1 Supdt (post offices)/DPS
preparing lists for accountable articles, collecting accountable articles, collecting cash for MOs from treasury and
ensure that all actions are coordinated and matched
2• Reduce total idle time during pre-delivery processes, e.g., if mail facing takes 30 minutes and requires 1 official, 2 Supdt/DPS/Postmaster
time spent by other officials during this time (waiting for mail to be faced) would be ‘idle’. This idle time can be
minimized by training staff in parallel processing or multi-tasking – e.g. postmen can prepare delivery slips. Duty
hours must be planned as per this mail flow
3• Ensure cash and regd./speed post etc. is ready by the time postmen come to collect their mail (i.e., no queuing for 3 Postmaster
this), e.g., to ensure smooth and fast collection of cash from treasury, treasury staff can keep ready cash and hand
over to postmen directly.
4• Ensure that information for mis-sent articles (count/bag-wise) is recorded in the Error Book and sent to the 4 Postmaster
Superintendent(Post offices/ RMS) on a daily basis
Timeline
Sub-activity
1 3 2 4
7
Days from 15
start of 30
activity Ongoing
25
Mail Activity 9
ENSURE AVAILABILITY OF EQUIPMENT AND ACCESSORIES
Why?
• 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
1• Identify all necessary material required for mail processing 1 Postmaster

2• Some examples of materials included are 2 Postmaster
a.
a Good quality rubber stamps
a.
b Good quality mail bags
a.
c Sealing wax & sealing wax heater
a.
d Postman bag and clip boards
a.
e Mail list, delivery slip, intimation forms
a.
f Sutli
3• Immediately procure material that is missing or of poor quality 3 Postmaster
4• Develop a register to manage inventory for key materials 4 Postmaster
5• For each material, define a lead time (time to order and procure new stock). Define a replenishment quantity equal 5 Postmaster/SSP
to lead time x average daily consumption + 30% as a safety factor
6• Indicate starting quantities; update quantity at the end of each week If the quantity is less than the replenishment 6 Postmaster
quantity, place replenishment order
7• Allow local procurement by Postmaster, if possible. And revise FSA 7 SSP
Timeline
Sub-activity
1 2&3 4, 5, 6 & 7
7
Days from
start of 15
activity
30
26
Mail Activity 10
CARRY OUT BEAT REVISION
Why?
• 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
1• Review problems with current beats through analysis of mail not delivered on different beats. Review time taken by 1 Supdt (Post Offices)
the postmen to complete their beats. Feedback from postmen will help in ascertaining the problems
2• Corroborate postmen notes with evaluation of population increase/decrease, increase/decrease in mail volume, 2 Supdt (Post Offices)
existence of new high density areas
3• Identify load assessment/balancing between beats – are all beats carrying roughly the same amount of mail to the 3 Supdt (Post Offices)
extent possible
4• If problems are found with beat planning (some beats are too long, some are too loaded etc.) conduct beat 4 Supdt (Post Offices)
rationalization exercise
5• If problems are found with postmen shortage (postmen less than prescribed beats), consider use of GDS/beat 5 Supdt (Post Offices)
combination – e.g. can 2 postmen share three low density beats
6• Take postmen into confidence 6 Supdt (Post Offices)
7• Develop new beat maps and display beat maps in the post office for all 7 Supdt (Post Offices)
Timeline
Sub-activity
1 2 3, 4 & 5 6&7
7
Days from 15
start of 30
activity
35
27
Mail Activity 11
DEVELOP BEAT BACKUP
Why?
• 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
1• Document the information regarding alternative arrangements to be made (the information is generally available 1 Postmaster
with the APM/DY PM of delivery branch)
2• Ensure that the back-up plan takes into account that the arrangement is a short-term arrangement 2 Supdt (Post Office)
3• Split the work with more than 1 back-up delivery staff in case a beat is particularly long and has heavy volumes 3 Supdt (PO) / Postmaster
4• In case the back-up plan involves a GDS staff, ensure that his local contacts (e.g., phone number) are available in 4 Postmaster
the delivery branch
5• In case the beat is split up amongst more than 1 postman, each of them must be given information on the details of 5 Postmaster
the route-list under his responsibility
6• Organize a training and a familiarization of beats for the back-up person in a gradual and phased manner. This will 6 Supdt (Post Office)
also make the job of a new supervisor convenient
Timeline
Sub-activity
1 2, 3, 4 & 5 6
7
Days from
start of 15
activity
30
28
Mail Activity 12
STRENGTHEN MONITORING OF POSTMEN PERFORMANCE
Why?
• 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
1• Act upon earlier instructions in Directorate letter no 3-39/2007-PG dated 5.10.2007 on the 1 HOC/PMG
necessity of engaging PRIs on delivery functions
2• Inspecting officers must monitor performance of postmen at the stage of postmen return and 2 Supdt/ASP/IPO
assess any special difficulties encountered by postmen on their beats
3• Take six-monthly feedback from postmen as per format already circulated earlier and develop 3 Supdt (Post Office)
actionable points on each beat
4• Implement Performance Monitoring system for postmen 4 Supdt (Post Office)
5• Monitor postmen performance and take appropriate actions 5 Supdt / Postmaster
5
Timeline
Sub-activity
1 2 3 4
Days 7
from 15
start of Ongoing
activity 30
Ongoing
29
Mail Activity 13 & 14
STRENGTHEN MONITORING OF LETTER BOX CLEARANCE & DISPATCH OF MAIL
Why?
• It is important that mail posted in the letter boxes as also collected at the counter in the post office is included in the day’s dispatch
• Further, preliminary sorting must be done in the post office before outward mail is dispatched as per the prescribed pattern
1• Review the number of letter boxes in the town/city and their clearance timings 1 Postmaster
2• Ensure that letter box clearance is done and hour plates changed as per prescribed schedule 2 Postmaster
3• Ensure that sufficient time is available for preliminary sorting of outward mail after mail collected from letter boxes 3 Postmaster
reaches post office and is sorted along with mail received at the counters
4• Preliminary sorting for outward mail should be done as per sorting plan- (1) own office (2) own BOs or SOs (in 4 Postmaster
case of HOs) (3) own HO (in case of SOs), (4) own district, (5) own state, (6) rest of India and abroad, and (7) for
offices for which the post office has cross bags or due bags. Selections 1 and 2 would be retained in the post office
for delivery and consigned to BOs or SOs in account with the PO, selection 3 should be consigned by SO to HO,
selections 4, 5 & 6 in district/state/rest of India bundles to parent mail office, and selection 7 in prescribed due bags
for other offices, if applicable
5• Dispatch mail as per prescribed timeline. Report late departure/non-availability of transport through an error extract 5 Postmaster
along with the corrective action taken
Timeline
Sub-activity
1 2 3, 4 & 5 3, 4 & 5
7
Days from 15
start of 30
activity
Ongoing
30
Mail Activity 15
POPULARIZE PIN CODES
Why?
• PIN codes enable faster processing and delivery of mail. Hence, post offices must make customers aware of PIN codes
and their importance
1• Publish Circle PIN code directory and ensure its availability in the post office for sale. A copy of 1 HOC / Supdt(PO)
the directory should also be kept in the customer hall for easy reference
2• Inform customers about availability of PIN code directory CD and the process to obtain it 2 Postmaster
3• Use local media to popularize the use and importance of PIN code 3 Supdt(PO)
4• Contact Town Planning authority for display of PIN code of each locality 4 Supdt(PO)
5• Identify special pockets that have wrong PIN code information of their area and newly 5 Postmaster/Supdt
developed areas for dissemination of PIN code information to residents of these areas (PO)
Timeline
Sub-activity
2, 3, 4 & 5 1
Days 60
from
start of
activity 75
31
Key focus area
• Improve mail operations at a post office: Mail

Mail Receipt, Sorting, Delivery, Collection and
Dispatch
• Simplify account opening, closure, transfer

Savings & deceased claim processes, ensure cash
core area
components
included for

32
SB
OVERVIEW
SAVINGS BANK
• Savings bank is an important Goals SB operations
function for India Post as it
provides financial inclusion for
un-banked masses
• Savings bank aspirations
include better customer
service using increased
electronic transactions
• List of problems observed
Issues from post office visits
• 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
• Key performance
• This document lists some KPI / Targets indicators (KPI) for
process improvement Savings Bank and KPI
opportunities along with targets
implementation details &
timelines
• These processes should be
applied at Project Arrow post
offices for performance • List of activities to
improvement Activities improve savings bank
operations in post offices
33
SB
GOALS AND ISSUES
Functional Areas Goals Issues
• Ensure one-time transactions are within • Customers need to wait

One time
acceptable norms unduly long
transactions –
account opening, • All account transfer/closure and deceased • Delay in settling deceased
closure & transfer claim cases are immediately worked on (zero claim and account transfer
and deceased pendency) requests
claim cases
• Transaction time within acceptable norms • Customers need to wait

Regular • Automated operations (e.g., passbook unduly long
transactions – printing, cash withdrawal) • Entries made manually in
cash withdrawal • No cash shortage at post office passbook
etc. • Shortage of cash delays
payment
• Automated account balances at end of day • End of day account

Back office – • Faster end of day balances between HO and balancing is time consuming
account SO
balancing etc. • No errors in end of day account balances
34 34
SB
KPIs AND TARGETS – SAVINGS BANK

Issue KPI Target
• Time to open account 10 minutes

• Time to close account 6 minutes
Delay in settling
account open, close & • Time for account transfer 1 day
transfer & deceased
claim requests • Time to settle deceased claim case 7 days
• Per cent bank accounts electronically converted 100%
• Average transaction time for deposits 5 minutes
Average transaction
• Average transaction time for withdrawals 6 minutes
time is very high for
regular transactions
• Offices with all modules of Meghdoot & Sanchay Post

100%
installed
End of day account
balancing is time
consuming
35
SB

Activity
Issue Issue Drivers Activities
No.
• Cash not available at post • Revise cash balances & withdrawal limits
Average 1
office
transaction time is
very high for
regular • Manual update of accounts • Digitize all manual records 2
transactions
• Old & complex operating • Re-engineer savings bank operating processes 3
processes
• Manual update of accounts • Digitization of all manual records 2
Delay in settling • Complex and unclear account • Streamline account transfer procedure 4
account open, transfer process
close & transfer
and deceased • Nominations are not available • Encourage depositors to register nominees 5
claim requests
• Deceased claim verification • Clarify rules for deceased claim cases 6
rules not clear in the field
• Manual processes • Digitization of all manual records 3

End of day
account balancing
is time consuming
• Complicated operating process • Re-engineer savings bank operating processes 2
36
SB Activity 1
REVISE CASH BALANCES & WITHDRAWAL LIMITS
Why?
• To ensure cash availability on demand at post offices
1 • Enhance the cash balance with adequate security arrangements like iron safe etc. 1• Head of Circle/
Region/Division
2 • Authorize postmasters to issue cheques 2• PMG / CPMG /

DTE
3 • Place post office in account with local banks 3• PMG / CPMG / DTE
4 • Forecast cash requirement to meet the seasonal demand for cash withdrawals 4• DDG(PO)
Timeline
Sub-activity
1 2&3 4
Days 30
from
60
start of
activity Ongoing
37
SB Activity 2
DIGITIZE ALL MANUAL RECORDS
Why?
• 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.
1• Ensure latest version of Sanchay Post is installed in the system 1• Divisional Head/
Postmaster
2• Update all transactions in Sanchay Post. If required, outsource the electronic data update work. 2• Divisional
Head/Postmaster
3• Authenticate the updated data 3• SBCO / Divisional
Head/Postmaster
4• Scan all specimen signatures in the database 4• Postmaster /
Divisional Head
5• Ensure that data backup is taken daily in an external hard disk 5• Postmaster /
Divisional Head
Timeline
Sub-activity
1 2, 3 & 4 5
Days 7
from
60
start of
activity Ongoing
38
SB Activity 3
RE- ENGINEER SAVINGS BANK OPERATING PROCESSES
Why?
• Complex processes at post offices increase the transaction times significantly
1 • Have multi-purpose savings bank counters at post offices 1 • Div. Superintendent/

Postmaster
2 • Empower all counters to give withdrawal of enhanced amount (Rs. 5000) to customers 2 • Div. Superintendent/
Postmaster
3 • Ensure automatic transfer of MIS interest to savings bank / recurring deposits 3 • Div. Superintendent/
Postmaster
4 • Update the negative list of the system every month 4 • Postmaster
5 • Measure transaction times to ensure that it is kept within norms 5 • Postmaster
6 • Provide new passbooks compatible for computerized printing 6 • Div. Superintendent/

Postmaster / PMG
7 • Use passbook printers for recording transactions •
7 Postmaster
8 • Display filled-up savings bank forms to enable customers to fill the forms properly 8 • Postmaster
9 • Provide necessary accessories such as cash counting & fake note detecting machines, storage for bank records etc 9 • PMG / CPMG
Timeline
Sub-activity
1&6 2 3 4&5 7, 8 & 9
60
Days from 61
start of 62
activity Ongoing
Ongoing
39
SB Activity 4
STREAMLINE ACCOUNT TRANSFER PROCEDURE
Why?
• Transfer of account from one post office to another generally takes a lot of time due to complex & unclear process
1• Application for transfer received in the post office should be immediately acknowledged & receipt given 1• Postmaster
to the customer.
2• Enter the application in the register. Maintain separate registers for each type of account • Postmaster / Div.
2
superintendent
3• Check the register daily to ensure that applications received are entered on the same day 3• Postmaster
4• Prepare the advice of transfer and send to the office to which transfer is requested within three working 4• Postmaster / Div.
days superintendent
Timeline
Sub-activity
1 2 3 3
Days Ongoing
from Ongoing
start of Daily
activity Ongoing
40
SB Activity 5
ENCOURAGE DEPOSITORS TO REGISTER NOMINEES
Why?
• Depositors do not register their nominees, which causes delays in settling deceased claims, as authentic nominee is not easy to
determine
1• Advise depositors that name of nominee may be given in SB-3 card by the depositor when new account 1• Postmaster
is opened
2• Educate all SB staff regarding need to have nominees for all SB accounts 2• Divisional Head/
Postmaster
3• Encourage staff to motivate customers to identify nominees at account opening stage 3• Postmaster
4• Identify all existing accounts where nominations are not available 4• Postmaster
5• Contact existing account holders (via mail or personal visit) and request to register nominee 5• Divisional Head/
Postmaster
6• Launch special drives (including banner/local TV/print advertisement) if required, to ensure that account 6• Postmaster/
holders are sensitized to the need to register nominees Divisional Head/
PMG
7• Monitor accounts without nominations every few days and take measures as per #5 & #6 above 7• Postmaster
Timeline
Sub-activity
1 2 3 4 5&6 7
Days Ongoing
from 7
Ongoing
start of 15
activity 40
Ongoing
41
SB Activity 6
CLARIFY RULES FOR DECEASED CLAIM CASES
Why?
• Rules for settling deceased claim cases are not well understood in the post offices, leading to long lead times for settlement
• Process for deceased claim settlement is not followed uniformly
1• Maintain a register for deceased claim cases as per the format given in the SB manual (Dureja’s book) 1• Post office
2• All deceased claims should have a date of receipt 2• Postmaster/Div. Head

3• Check the register daily to ensure that applications are entered in the register on a daily basis 3• Postmaster
4• In case of nomination, deceased claim application should be sanctioned within three working days of its receipt 4• Division Head
5• In case there is no nomination, application should be sent for verification on the day of receipt 5• Postmaster/Div. Head
6• Educate staff that as a rule, a death certificate attested by gazette/competent officer should be a reasonable proof 6• Postmaster
of death
7• Educate staff that as a rule, documents to identify deceased claimant include passport, driving license, PAN Card, 7• Postmaster
ration card/other certificates issued by competent officer
8• Pending deceased claim cases to be monitored on a daily basis 8• Postmaster
9• If number of pending deceased claim cases exceeds five, the postmaster should quickly take corrective actions 9• Postmaster/Div. Head/PMG
10• Documents relating to FAQs (frequently asked questions) on small savings schemes and the SB manual by Shri A. • CPMG/PMG/Div. Head
10
N. Dureja should be made available at the post office
Timeline
Sub-activity
1, 2, 3, 4, 5, 6, 7, 8 & 9 10
Days from 15
start of
activity 20
42
Key focus area

Dispatch

core area
components
included for
improvement • Improve core processes such as money
Remittances order delivery and use of electronic
remittances

43
OVERVIEW
REMITTANCES
• Remittances is a growing • List of goals for India Post

and an important area for Goals Remittances operations
India Post. India Post
needs to ensure highly
efficient service to be able
to grow & regain market
share
• Aspiration from • List of problems observed
Issues from post office visits
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 • Key performance
cash availability, low line - KPI/Targets indicators (KPI) for
limits and delay in remittance services and
transmission KPI targets
• This document lists some

steps that can be taken to
improve Remittances
• List of activities to
• Postmasters / improve remittance
superintendents should Activities
operations in post offices
apply these activities in
their post offices
Source: Team discussions
44
Remittances
GOALS AND ISSUES
• All money orders received to be • All money orders are not

paid on the same day being paid on the same day
Payment of
Money Order
• eMOs to replace manual money • Low usage of eMOs & iMOs

orders
Booking of
Money • Increased use of iMOs
Order
45 45
Remittances
KPIs AND TARGETS – REMITTANCES

Issue KPI Target
All money orders are

not being paid on the • Percent money orders paid on the same day 100%
same day
• Percent money orders booked as eMO 100%
Low usage of eMOs &

iMOs
• Percent money orders booked as iMO 100%*
* As per demand
46
Remittances

Activity
Issues Issue drivers Improvement Measures
No.
All money • Sufficient cash is not • Review cash balances & line limits 1
orders available at the PO
are not
1 being
paid on • Insufficient postman • Supervise and monitor postmen performance 2
the same compliance
day
• Unreliable • Provide system back-up & daily monitoring of 3

connectivity/power network connectivity and error reporting
Low
usage of
2 iMOs & • Facility not available • Install required software for eMO facility 4
eMOs at post office
• Lack of staff • Supervise and monitor staff & conduct over-the- 5

compliance/ counter and local publicity
inadequate publicity
47
Remittance Activity 1
REVIEW CASH BALANCES/REVISION OF LINE LIMITS
Why?
• No money order should be kept unpaid because cash is not available in the payment post office
1• Review the authorized minimum and maximum balances as per procedures laid down 1 • Postmaster/Divisional
in rules 138 & 139 of the postal manual vol. VIII with adequate provision to take care Head
of seasonal demands
2• Ask superintendent to issue orders revising minimum and maximum balance where 2 • PMG/CPMG
justified
3• Make special arrangements for conveyance of cash to post offices during periods of 3 • Divisional Head/PMG
peak demands such as festivals etc.
4• Revise line limits on various routes 4 • Divisional Head/PMG
Timeline
Sub-activity
1 2 3 4
Days 15
from 30
start of Ongoing
activity 60
48
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
1 • Analyze percentage of money orders not delivered over the past one month 1 • Divisional Head
2 • Conduct beat-wise analyses of money orders not delivered 2 • Postmaster
3 • For each beat, identify reasons for non-delivery 3 • Postmaster
4 • Monitor postmen in delivery beats by PRI(P)s, with greater focus on beats that have 4 • Postmaster
higher percentage of non-delivery
5 • Conduct a sample cross-check from customers, where money orders have not been 5 • Divisional Head
paid for authenticity of the postman remarks
6 • Take special actions for delivery in exceptional situations such as harvesting season 6 • Divisional Head
when payee is in the field and not at home etc
Timeline
Sub-activity
1, 2 & 3 4 5 6
Days 5
from 15
start of Ongoing
activity
Ongoing
49
PROVIDE SYSTEM BACK-UP/MONITORING OF NETWORK
Why?
• To ensure that system failures and connectivity breakdown do not reduce the usage of iMO/eMO
•1 As described in the Technology silo section •1 Postmaster
50
INSTALL REQUIRED SOFTWARE FOR eMO FACILITY
Why?
• To ensure all post offices have the required facility available to book all money orders as eMOs
•1 Ensure that the post office has installed & configured the latest version of Meghdoot •1 Postmaster
(Meghdoot 6.5)
•2 Check if the latest patches released by PTC Mysore have been applied •2 Postmaster
•3 Ensure that the computer which is used for communication with the central server is •3 Postmaster
connected to the internet and all required firewalls & antivirus software is installed
Timeline
Sub-activity
1 2 3
Days 3
from 4
start of Ongoing
activity
51
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
•1 Ensure that eMOs received are printed by checking the website and that they are paid on the •1 Postmaster
same day
•2 Monitor both iMOs booked and paid to check for increase in business and to ensure that all •2 Postmaster
activities are completed within norms
•3 Ensure that the counter staff encourages the customers to use eMOs •3 Postmaster
•4 Ensure that forms for eMO are available in the post office and that regular money orders are •4 Postmaster
not booked for post offices having eMO facilities
•5 Give advertisements/notices etc. in local media about eMO facilities •5 Divisional Head/PMG/CPMG
Timeline
Sub-activity
1, 2, 3, 4 & 5
Days
from
start of
activity
Ongoing
52
Key focus area

Dispatch

core area
components
included for
• Improve customer experience in post office

Office
in terms of appearance, availability of
Service
information, waiting time and staff
Level
interaction
53
OVERVIEW
OFFICE SERVICE
LEVEL
• High Office Service Level OSL operations
(OSL) is crucial for all Goals
operations in core areas.
Customer perception about
India Post is depends on
the standard of service and
upkeep of the post office
• List of problems observed
• Aspirations entail giving the Issues
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
• Key performance
variance from the
KPI/Targets indicators (KPI) for Office
aspirations
service level and KPI
• However with some tactical targets
interventions, a major
difference can be made
• Post office staff/
superintendents are • List of activities to
encouraged to apply these Activities improve office service
interventions in their post level operations in post
offices offices
54
Office Service Level
GOALS AND ISSUES
• To keep post office neat & clean to • Present level of ambience

ensure highest customer needs major improvement
Ambience satisfaction on ambience
• To ensure consistency in quality of • Counter transactions often

service exceed the prescribed time
limits
Counter • To ensure all counter transactions
Operations are completed within the specified • There are often long queues
time norms at counters
• To reduce waiting time at counters
• Ensure friendly interaction of staff • Current staff attitude in post
with customers to enable highest offices is significantly lower
Customer customer satisfaction on staff than aspirations
Interface behaviour
55 55
KPIs AND TARGETS

Issue KPI Target
Present level of
• Customer satisfaction score on ambience (on a scale of 10) 8
ambience needs
major improvement • Per cent compliance of postmaster on the daily checklist 95%
prescribed
• Per cent of transactions that exceed the time norms as

10%
Inconsistent quality of committed in the Citizen’s Charter
counter operations
with high waiting &
transaction time • Average waiting time at counters 15 mins
Current staff attitude

in post offices is • Customer satisfaction score on quality of customer interface 8
significantly lower (on a scale of 10)
than aspirations
56
ACTIVITIES FOR IMPROVEMENTS
Activity
Issues Issue drivers Improvement Measures
No.
• Inefficiencies in the • Undertake thorough cleaning Of post office 1

Present level housekeeping arrangements
of ambience
1
needs major • Responsibilities of the • Codify & track postmasters’ compliance to the daily check list prescribed 2
improvement Postmaster not clearly
specified
• No time norms for counter • Formulate & implement local Citizen’s Charter 3
Inconsistent services
quality of
counter • Service-specific counters • Ensure adequate infrastructure & support systems in post office 4
operations
2
with high • Absence of queue • Ensure better queue management 5
waiting & management mechanism
transaction
time • Non availability of public • Ensure adequate infrastructure & support systems in post office 4
usage forms
• Duties of staff are not • Standardize the duties & responsibilities of post office staff 6
comprehensively codified
• Lack of adequate professional • Organize professional / soft skills / troubleshooting training 7

Current staff / soft skills in staff due to
attitude in inadequate training
post offices is
3
significantly • No feedback mechanism to • Implement customer satisfaction survey process 8
lower than review the service level
aspirations
• Low levels of motivation in • Train employees 7
staff
57
Office service level Activity 1
UNDERTAKE THOROUGH CLEANING OF POST OFFICE
Why?
• Improved ambience will lead to enhanced customer experience and also provide better work environment to the staff
1 Make a list of items that are required & designate a person to ensure regular supply 1 Postmaster
2 Launch a cleanliness drive across office campus, public halls, working halls, toilets etc. 2 Postmaster / Divisional Head
3 Weed out & dispose off all old records 3 Postmaster / Divisional Head
4 Condemn and dispose off all unserviceable items of furniture, hardware etc. 4 Postmaster / Divisional Head
Timeline
Sub-activity
1&2 3 4
Days from 10
start of 20
activity 30
58
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
1 Document the duties and responsibility of postmaster according to Annex A 1 Divisional Head
2 Postmaster should ‘check’ for completion each of the twenty points listed in the checklist every morning 2 Postmaster
3 Postmaster should also keep a record by making a ‘check’ under his dated signature 3 Postmaster
4 Initiate necessary action / follow up wherever remedial action/support is required from divisional office 4 Postmaster/Divisional Head
5 Send compiled set of Annex A sheets filled on a daily basis to RO / CO at the end of the week 5 Postmaster
6 Collate data received from all Project Arrow post offices and put up to the PMG / CPMG as the case
6 Designated OSL officer in CO /RO
may be, along with analysis, on a weekly basis
7 Review the performance and take appropriate action wherever considered necessary 7 PMG / CPMG
8 Conduct random visits to post offices to ensure actual compliance is happening to the checklist 8 PMG / CPMG
Timeline
Sub-activity
1 2&3 4 5, 6 & 7 8
3
Days from Daily
start of As needed
activity Weekly
As needed
59
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 Download model Citizen’s Charter (Annex C) available at India Post website •1 Divisional Head
•2 Set up a Working Group (W.G.) consisting of Divisional Head, Postmaster, APMs, Counter Assistants, •2 Divisional Head
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.
•3 Postmaster
•3 Pilot - Implement the draft Charter and keep data of time taken to provide counter and delivery
services with reference to the time norms drafted
•4 Hold a meeting of the W.G. again and finalize the Citizen’s Charter along with time norms as per the •4 Divisional Head
feedback of the Pilot
•5 Obtain the approval of PMG / CMPG for the Citizen’s Charter •5 PMG / CPMG
•6 Implement and display the Citizen’s Charter in the post office •6 Postmaster / Divisional Head
•7 Make a copy of the Citizen’s Charter in local language available with each and every employee of the •7 Postmaster / Divisional Head
office and ensure wide circulation amongst the customers
•8 Repeat the exercise (steps 2 to 8 above) after every 12 months •8 Divisional Head
Timeline
Sub-activity
1 2 3 4 5 6&7 8
3 1 daily recurring
Days from 21
51
start of 66
81
activity 96
Every 12 months
60
ENSURE ADEQUATE INFRASTRUCTURE & SUPPORT SYSTEMS
Why?
• To ensure adequate availability of required infrastructure & forms to facilitate smooth counter operations
1 Assess on the basis of traffic, the number of MPCM & SB counters required 1 Postmaster / Divisional Head
2 Change hours of business / extend counter working hours wherever required 2 Postmaster / Divisional Head
3 Plan for lunch breaks so that breaks are not concurrent for counter staff 3 Postmaster / Divisional Head
4 Provide for spare counters in case of seasonal rush 4 Postmaster
5 Provide separate facilitation / enquiry counter where feasible (also for accepting complaints / RTI appl.) 5 Postmaster
6 Devise a system for transfer of cash between counter and treasury 6 Postmaster
7 Prepare and circulate a list of telephone numbers of all support agencies 7 Postmaster
8 Have separate transaction times for savings bank agents 8 Postmaster / Divisional Head
9 Ensure that all the forms for use by customers are available in the public hall itself 9 Postmaster / Divisional Head
10 Ensure the forms are placed so that customers do not need to form a queue to obtain forms 10 Postmaster / Divisional Head
11 Make MO forms available for sale at the designated counters 11 Postmaster / Divisional Head
Timeline
Sub-activity
1, 2, 3, 4, 5, 6 & 7 8 9 10 & 11
7
Days from Ongoing
start of Daily
activity Ongoing
61
ENSURE BETTER QUEUE MANAGEMENT
Why?
• To manage the customer flow in the office and bring down the waiting time
1• Ensure that post office is provided with spare counters so that postmaster can open 1• PMG
additional counters whenever required
2• The queue monitoring and management mechanism (Annex B) is available for download at 2• Postmaster / Divisional Head
the India Post website
3• Visit the public hall at frequent intervals to see if there is a rush at any counter 3• Postmaster
4• Fill up the proforma (Annex B) every day 4• Postmaster
5• Send a copy of the filled up proforma of the week (Monday to Saturday) to the designated 5• Postmaster
(Office Service Level) officer in Circle Office every Monday for review.
6• Compile the data from POs and put up to the PMG / CPMG, as the case may be, on a weekly 6• Designated (OSL) officer in RO / CO
basis with analysis
7• Review the performance and take appropriate action wherever considered necessary 7• PMG / CPMG
Timeline
Sub-activity
1 2&3 4 5, 6 & 7
21
Days from Daily
start of
Daily
activity
Weekly
62
STANDARDIZE THE DUTIES & RESPONSIBILITIES OF POST OFFICE STAFF
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
1• For consistency of quality of service level, duties and responsibilities of officials related to counter •
1 Postmaster/Divisional Head
services be codified as per the standard Model at Annex-D available for download at India Post
website
2• This document will be prepared by the postmaster in respect each of the officials whose work relates •
2 Postmaster
to counter services.
3• Divisional Head will examine and approve. •

3 Divisional Head
4• Postmaster will issue the Memo of Duties and Responsibilities to each of the officials. •
4 Postmaster
5• A copy will be given to the concerned supervisor •

5 Postmaster
Timeline
Sub-activity
1 2 3 4 5
3
Days from
15
start of
activity 21
30
30
63
ORGANIZE PROFESSIONAL/SOFT SKILLS/TROUBLESHOOTING TRAINING
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.
How? – Implementation details
1• Please refer the HR silo in the Look-and-feel section.
64
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
1• Download the Customer Feedback Form (Annex E) from the India Post website & print with •1 PMG / CPMG
consecutive serial numbers for each post office separately
2• Display the availability of customer feedback forms prominently on the notice board •2 Postmaster
3• Hand over the feedback forms to the customers in the public hall after the customer completes the •3 Postmaster
transaction at the counter
4• Ensure at least 5 feedback forms are filled up every day and at least 15 forms each for MPCM and • Postmaster
4
Savings Bank counters / web based services are filled up every week
5• Tabulate the customer feedback forms as per Annex F in a register to be maintained for the purpose •5 Postmaster
and at the end of the week send it to the designated (Office Service Level) officer in the RO / CO for
collating
6• Collate data from all the Project Arrow post offices and work out the weekly score of KPIs as per 6• Designated (OSL) officer in RO/CO
Annex G in respect of each of the post office and put up to PMG / CPMG for review
7• Review the performance and take appropriate action wherever considered necessary • PMG / CPMG
7
Timeline
Sub-activity
1 2 3&4 5, 6 & 7
30
Days from
35
start of
activity Daily
Weekly
65
CONTENTS
Topic Pg no.

2
Arrow
66
LOOK & FEEL AREA COMPONENTS
Key focus area
• Ensure consistent brand image for India Post

Branding through uniform and exhaustive use of brand
logos and signage across all post offices
• Identify and implement technology

Technology components required in Project Arrow post
Project Arrow office – such as WAN, internet kiosk etc.
Infrastructure
area compo-
nents in focus • Identify training requirements for post office
Human
staff to sensitize them to Project Arrow
Resource
requirements. Implement training modules.
• Identify and complete all infrastructure

Infra-
requirements in post offices to change post
structure
office “look & feel” to Project Arrow standard
67
OVERVIEW
Branding
• To ensure that the brand • List of branding

logo and identity of India Activities activities along with
Post is consistent across associated steps to be
all post offices taken
• The aspiration is to build a • Implementation steps

unique brand identity of Implementation to be taken along with
India Post across the Details details
country
• To achieve this aspiration,

all post offices need to be • Recommended
compliant with the new timelines and
Timelines
branding guidelines milestones
developed by the
Directorate
• This document lists steps • List of specifications of

to be taken and timelines Specifications internal and external
and also preliminary set of branded objects
specifications
• Postmasters/
Superintendents should
• List of resources that
Organisation will be involved in the
undertake these activities
implementation
in their post offices
68
Branding
ACTIVITIES AND STEPS TO BE TAKEN

Step
Activities Steps to be taken
No.
• Define post office • Become familiar with Corporate Manual of India Post 1
requirements • List out branding requirements for the post office 2
• Set up a local team • Prepare specifications of various items 3

• Allocate people to carry out the required work 4
• Ensure timely • Consolidate requirements 5

development/ • Observe financial procedures required for procurement 6
Pre- procurement process • Take necessary approvals 7
Operative • Place orders with approved vendors 8
• Quality check • Check quality of samples from vendor/perform inbound 9

quality check
• Validate brand consistency 10
• Installation • Define a plan for installation, including alternate working 11

space
• Monitor installation and ensure completion before launch 12
date
• Maintenance • Define maintenance plan/review frequency 13

• Maintain/replace branding items as required 14
Post-
Operative • Brand Review • Implement any changes to brand/signage as indicated by 15
directorate
69
Branding
IMPLEMENTATION DETAILS (1/3)

Activities Steps to be taken Details Who
Define post • Become familiar with • All post offices have to meet the branding requirements Division
office Corporate Manual of • A list of post office objects with detailed specifications (dimensions, Head
requirements India Post marking, colour etc.) is included in this document and is also available
in the corporate manual of the department
• All specified objects should be re-branded as per specifications.
• A listing of the objects is:
• Name board (external sign board), information boards
• Standee (services board), letter boxes
• PO stationary, postman bag, staff jacket for front line staff
• Detailed specifications are included in the specifications section of
this document
• List out branding • Identify the category of post office. A post office categorization Division
requirements for the includes type – GPO, HPO, MDG, SO Head
post office • Define which of the re-branded objects would apply to the post office
given the post office type
• The mapping of re-branded objects to post office type is available in
the corporate manual and also in some preliminary form in the
specification section of this document
• Consult other Project Arrow post offices to understand type of
re-branded objects
70
Branding

• Prepare specifications of • Decide which of the re-branded objects can be outsourced or developed within the • Division
various items post office (e.g., painting letter boxes could be done internally) Head
• 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
Set up a local
team
• Allocate people to carry • Based on the list of work required, allocate team members and the time they will • Division
out the required work spend on doing this work Head
• Clarify roles and expectations to the team
• Develop an implementation timeline (Gantt chart) with milestones
• Get commitment from team members on implementation timelines
• Consolidation of • Consolidate the requirements activity-wise from divisions/regions • Circle

requirements and • Decide on the procurement process for each activity Head
observe financial • Use circle knowledge and experience (from Project Arrow Phase I, II)
procedures • Observe financial procedures for procurement with clear terms and conditions
Ensure timely • Conduct pre-tender assessment of vendors’ capabilities
development/
procurement • Take approvals and • Approval of the tender/quotation rates • Circle
place orders • In the work order, clearly list activities to be sourced from vendors, service level Head
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
• Check quality of samples • Define a time period with selected supplier to review samples • Circle
from vendor/perform • Define what is acceptable quality of re-branded objects and failure conditions Head
inbound quality check • Ensure samples provided by the supplier meet the acceptable quality threshold/
conduct site visits if required
Quality Check
• Validate brand • If required, validate samples with Directorate to ensure that the quality of all re- • Circle
consistency with Circle/ branded objects is as per specifications Head
Directorate Officers
71
Branding

• Define a plan for • Agree with vendor on timeline for completion of re-branding • Circle Head
installation, • Define time before launch when the re-branded objects would be installed (new sign
including alternate boards etc.)
working space • 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
Installation activities
• Monitor installation • Monitor installation and ensure smooth implementation • Circle Head
and ensure • Closely monitor for issues/contingencies – develop alternate plans to ensure
completion before completion of all re-branding activities before the launch date
launch date
• Upkeep of • Define the cleaning/maintenance process and periodicity for various items • Division Head
re-branded 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
Maintenance
• Monitor • Monitor the items for cleanliness, proper functioning of electrical appliances etc. on • Division Head
weekly basis
• Discuss with staff on the process of maintenance and keep evolving better
procedures
• Changes in • Apply at once any change in specifications or designs communicated by Directorate • Circle Head
specifications
Brand Review
72
Branding
TIMELINES AND MILESTONES (1/2)

Post-
Pre-operative
operative
Weeks
Define post office requirements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1. Become familiar with Corporate Manual of

India Posts
2. List out branding requirements for the

post office
Set up a local team
3. Prepare specifications of various items
4. Review available capacity of resources and

define team
Ensure timely development/procurement

process
5. Consolidation of Requirements
6. Observe financial procedure for

procurement
7. Take approvals
8. Place orders
73
Branding

Post-
Pre-operative
operative
Weeks
Quality Check 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
9. Check quality of samples from vendor/

perform inbound quality check
10. Validate brand consistency (if required

with Directorate Officers)
Installation
11. Define a plan for installation, including

alternate working space
12. Monitor installation and ensure completion

before launch date
Maintenance
13. Define maintenance plan/review frequency
14. Maintain/replace branding items

as required
Brand review
15. Implement any changes, if any to brand/

signage as indicated by Directorate
74
Branding
SPECIFICATIONS
The following Post Office objects need to be re-branded as per new India Post
Corporate Manual
Objects
New India Post logo
Counter signage
Display
Information boards
Branding Internal branding

Stationery
Materials Uniforms
Postman bags
PO signage (name
board, standee etc.)
External branding Letter boxes
Vans
75
Branding
SPECIFICATIONS
Name Technical Description Example
External sign • Standard sign boards as

board (post office shown in the diagram. The
name board) ratio of the size will always
remain 1:3 (H x W)
• Specific colour combination is
as
Red : (C20 M100 Y100 K0)
Yellow : (C0 M5 Y100 K0)
• Name of office in two/three

languages will be on the strip
provided for the purpose
• Order for languages for two

will be Hindi First and English
next. For three languages,
the order is Regional
language, Hindi and English
• Postal Index Number will be

added on the signboard of
delivery post office
76
Branding
SPECIFICATIONS
Name Technical description Example
Information board • 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
77
Branding
SPECIFICATIONS
Uniform materials • Jacket for Counter (front Jacket

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
Bag
• 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
78
Branding
SPECIFICATIONS
Standee • Two variants of standee Shorter standee Taller 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
79
Branding
SPECIFICATIONS
Letter boxes • 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 Hanging Standing - 1
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 - 2 Standing - 3
80
Branding
ORGANISATION
Key Activities Responsible Authorises Supports Consulted
• Define post office requirements Division Region Circle Directorate
• Set up local teams Division Division Region Circle
Pre- • Define procurement processes Circle Circle Directorate Directorate

Operative
• Quality Check Circle Circle Directorate Directorate
• Ensure timely deployment Circle Circle Circle Directorate
• Maintenance Division Region Region Circle
Post-
Operative
• Brand Review Circle Directorate Directorate Experts
81
Key focus area

logos and signage across all post offices

Project Arrow office
Infrastructure
area compo-nets
in focus • Identify training requirements for post office
Human
Resource

Infra-
structure
82
OVERVIEW
Technology
• Major activities in
• Technology is a key enabler Activities technology, with
to ensure that all postal associated steps to
operations are carried out be taken
smoothly and less time is
consumed by back end • Defines steps to be
operations Implementation taken with
• Technology aspiration for Details recommended
India Post is to achieve total timelines
computerization and
facilitation of web-enabled
services • Recommended
Timelines timelines and
• Key components include milestones
provision of hardware/
software and connectivity in
all post offices
• Specifies technology
• This document lists steps to requirements for
be taken and timelines and Specifications various class of
a set of specifications offices
• Postmasters/
superintendents should
undertake these activities in • Specifies
their post offices Organisation responsibilities for
various activities
83
Technology

Step
No.
• Define post office • Get post office requirements specifications 1
requirements • Calculate hardware, software & networking requirements 2
• Set up a local team • Review available resources 3

• Prepare blue print for site preparation 4
• Ensure timely • Observe financial procedures required for procurement 5

procurement & • Take necessary approvals & place orders with approved 6
Pre- deployment process vendors
Operative • Coordinate WAN deployment & supply of hardware 7
• Commissioning of • Coordinate site preparation 8

hardware • Validate site readiness and hardware quality/quantity 9
• Hardware commissioning 10
• Installation of software • Monitor software installation and ensure completion before 11

launch date
• Maintenance • Define/review maintenance plans & contracts 12

• Maintain/replace computer consumables & stationery 13
• Maintain hardware record, software versions and contact 14
numbers
Post- • Put in place a daily check-up process 15
Operative
• System security • Update the software & antivirus, apply system upgrades and 16
backup data
84
Technology

• Define post office • Gather details of each post office viz. no. of counters of each type, Division
requirements staff strength of supervisory staff, PA cadre and postman cadre as per Head
acquaintance roll
• Gather data on existing number of Pentium-IV and above computers,
Define post printers, electronic weighing scale, UPS and Genset
office
requirements • Calculate hardware, • Directorate to calculate hardware requirements as per the criteria Division
software and given in specification details Head
networking • Ensure broadband connection in post office.
requirements
• All HOs and selected MDGs should have leased line connection
• Review available • Set up a local team for each post office, with system administrator Division
resources and postmaster as a part of the team Head
• The team should compile a list of existing hardware and manpower
• Prepare blueprint • The team should prepare a blueprint for layout plan of hardware, Division
Set up a local for site preparation network cabling, power cabling keeping in view local conditions and Head
team
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
85
Technology

• Observe financial • Based on the calculated requirements do financial estimate Director

procedures required • Decide on procurement process for each activity/item ate /
for procurement Circle
• Observe financial procedures for procurement with clear terms and Head*
conditions
• Conduct pre-tender assessment of vendors’ capabilities
Ensure timely • Take necessary • Get approvals for tender/quotation rates Director
procurement approvals and place • In the RFP/tender, clearly list activities to be sourced from vendors, ate /
& deployment orders Circle
process service level required and terms and conditions
Head*
• Issue orders with clear defined time-lines and specifications of the
items to be procured with provision for pre-delivery quality check
• Coordinate supply • Initiate procurement process with the vendors Director

of hardware & WAN • Coordinate with vendors for timely supply of hardware ate /
deployment Circle
Head*
• Coordinate site • Monitor progress of site preparation closely Division

preparation • Ensure work plan is synchronized with other look and feel areas Head
• Validate site • Inspect every item specified in the site readiness blueprint to validate Division
Commission- readiness and H/W completion of site readiness Head
ing of quality/ quantity • Check the quantity and quality of various items
hardware
• Hardware • Agree upon a plan with vendor for commissioning of hardware Division
commissioning • Monitor commissioning of hardware, LAN and WAN Head
• Make history sheets of various equipment
* Responsibility for procurement of specific items is divided between directorate & circles. Please refer to organization page for details
86
Technology

• Monitor software • Get authorized CDs for all required software as per specifications Division
installation and • Develop a plan for software installation Head
Installation of
software
ensure completion • Plan and execute master data entries in various software
before launch date • Carry out pilot run (e.g., for a week) for testing & familiarity
• Switch to fully computerized environment
• Define/review • Assess need for maintenance for all hardware items Division
maintenance plans & • Accordingly, make a maintenance plan for all hardware items Head
contracts • If vendor is required for maintenance, take necessary follow-up action
• Maintain/replace • Keep some specified spare systems (nodes, printers etc.) at a central place Division
computer for use during breakdowns Head
consumables & • Define optimum stock of computer consumables and computer stationery
stationery and define process to maintain required stock
• Maintain hardware • Update history sheets of all items Division

Maintenance record, software • Maintain records of original software CDs and various versions received Head
versions and contact • Maintain contact details of various vendors and make them available to all
numbers concerned
• Put in place a daily • Make a list of all hardware & networking and check for proper working every Postmast
check-up process morning. Note in error book in case of any default er
• 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
87
Technology

• Update the software • Ensure all software is installed in domain environment and keep the domain Division
& antivirus, apply password secret Head
system upgrades and • Ensure every person has his/her own password and train staff to not share
backup data it and change it every 15 days
System • Allocate a secure location for all software CDs
security
• 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
88
Technology

Post-
Pre-operative
operative
Weeks
Define post office requirements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Launch+
1. Get post office requirements specifications
2. Calculate hardware, software & networking

requirements
Set up a local team
3. Review available resources
4. Prepare blueprint for site preparation
Ensure timely procurement & deployment

process
5. Observe financial procedures required

for procurement
6. Take necessary approvals & place orders

with approved vendors
7. Coordinate WAN deployment & supply of

hardware
89
Technology

Post-
Pre-operative
operative
Weeks
Commissioning of hardware 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Launch+
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
90
Technology
SPECIFICATIONS – LAYOUT, NETWORKING & WIRING

Item Details
• The layout has to be as compact as possible

• Computers other than those at counters, treasury & delivery should be pooled (for redundancy & easy
maintenance)
Layout • 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
Networking • 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
Electrical wiring & • Network and power cable must be separated by at least a feet and must not be in same casing
earthing • 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
91
Technology
SPECIFICATIONS – HARDWARE & PERIPHERALS (1/2)

Sl. Name of Item Norms
Server • Single-handed post offices – No servers are required

• Post offices with less than or equal to 25 nodes – 1 CPU server
1 • More than 25 but less than or equal to 75 nodes – 2 CPU server
• More than 75 nodes – 4 CPU server
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
2 (a)
• 50% of the number of back-office staff to be provided with nodes
2 (b) Kiosk One for every post office
80 column printer One 80 column printer each for all counters except SB counters and also one
3 each for each standby node + 50% of back-office nodes
136 column printer Every HO – 2

4 Every SO except single-handed – 1
5 Passbook printer 50% of all SB counters
High-speed printer One for every HO + one for those post offices where the number of postmen
6
exceeds 50
92
Technology
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
12 20 kg weighing scale 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
13 50 kg weighing scale
14 UPS 0.4 KVA x (No. of nodes + servers)
15 Genset Twice the capacity of the UPS supplied
93
Technology
ORGANIZATION
• Define post office requirements Division Region Circle Directorate
• Set up a local team Division Region Circle Circle
• Ensure timely procurement & deployment

Pre-
process
Operative
– Servers, nodes, printers, kiosk, barcode Directorate Directorate Directorate Directorate
scanner, OS and RDBMS
– UPS, genset, signature scanner, weighing Circle Circle Circle Directorate

scales
• Commissioning of hardware Circle Circle Circle Directorate
• Installation of software Division Region Circle Circle
• Maintenance Division Region Circle Circle

Post-
Operative
• System security Division Region Circle Circle
94
Key focus area

logos and signage's across all post offices

Infrastructure
area compo-
nents in focus • Identify training needs for post office staff
Human
and sensitize them to Project Arrow
Resource

Infra-
structure
95
HR
OVERVIEW
Human Resource
• Major activities in
Activities HR, with associated
• HR training is key to ensure steps to be taken
that the post office staff is
trained and motivated to
conduct his/her daily tasks
• Defines steps to be
• The aspiration for India Post Implementation taken with
is to identify and fulfil all Details recommended
training requirements and timelines
sensitize staff to project
objectives & requirements
• Recommended
• Key components include Timelines timelines and
identification of training milestones
needs, preparation of
trainers and complete the
training
• Specifies details
• This document lists steps to Specifications about training
be taken and timelines and requirements for
also set of specifications staff
• Postmasters/ • Specifies
superintendents should Organisation responsibilities for
undertake these activities in various activities
their post offices
96
HR

Step
No.
• Awareness programmes • Awareness for change agents 1
and workshops • Awareness for divisional heads and postmasters 2
• Awareness for post office staff 3
• Fill up staff gaps • Fill up vacancies in staff 4

• Complete posting of staff in post offices 5
Pre- • Preparation for training • Create database for training 6

Operative programmes • Prepare action plan for training 7
• Monitor implementation of training plan 8
• Identification & • Selection of WCTC and field trainers 9

preparation of trainers • Selection of agency for soft-skills training 10
• Selection of retired persons for training of delivery staff 11
• Training/preparation of trainers 12
• Training programmes • Training for departmental software & troubleshooting 13

• Training for soft-skills 14
• Training for delivery staff 15
• On-time reimbursements for trainers 16
Post-
• Rewarding high • Identify and reward high performing post offices 17
Operative
performance • Award recharge cards to trainers 18
97
HR

• Awareness for • Get a copy of the Project Arrow bluebook and understand objectives, PSCI for
change agents requirements etc. thoroughly Circles
• Schedule two days with change agents & circle programme officers in new to
the first week of programme Project
• Conduct training Arrow
• Awareness for • Directorate should ensure circles/regions understand the objectives & Circles/
divisional heads requirements of the programme thoroughly Regions
Awareness and postmasters • Schedule two days with divisional heads & postmasters in the second
programmes week of programme
and • Get training material from change agent HR
workshops • Conduct training
• Awareness for • Circles should ensure postmasters are trained in Project objectives & Post-
post office staff requirements masters
• Schedule a weekend training with post office staff in the third week of / Field
programme Trainers
• Get training material from change agent HR
• Conduct training
• Fill up vacancies • Indicate actual number of vacancies in Training Form A Circles /

in staff • Take action to fill up postman vacancies through GDS Regions
Fill up staff • Engage outside people for service during peak hours
gaps • If required, outsource data entry and specimen signature scanning
• Refer to revised duties of postmen for data entry in postman module etc
98
HR

• Complete • For PM/SPM, post regular staff as far as possible Circles/

posting of staff in • Post SPMs in LSG Offices Regions
Fill up staff post offices • Do not post PAs who are about to retire on counters or in jobs relating to
gaps core areas
• Ensure minimum of two years continuity for postings
• Ensure all postings are completed by third week of the project
• Create database • Postmasters should prepare database of training requirements in Circles/

for training Training Form A and send to Change Agent HR – Circle Regions
• Change Agent HR – Circle should compile information in Training Form
B and send to PTC/WCTC
• Prepare action • WCTC/PTC/PSCI should prepare a training schedule based on number Circles/
plan for training of seats for training and send to each Change Agent HR – Circle. Regions
• Change Agent HR – Circle should distribute training seats for each post
Preparation office to divisional heads
for training • Each staff should know of the programme dates to attend at PTC/PSCI
programmes three weeks before commencement of the training
• Monitor • WCTC/PTC/PSCI should inform Change Agent HR – Circle about the Circles/
implementation status of attendance of all participants Regions
of training plan • 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
99
HR

• Selection of • Circles should identify WCTC trainers and field trainers along with one Circles/
WCTC & field back-up trainer for each WCTC trainer Regions
trainers • 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 • Circles should select a training organization (e.g. a management Circles/

Identification agency for soft- institute) for training of soft-skills as per the criteria annexed Regions
and skills training
preparation of
trainers • Selection of • Issue a call for volunteers (e.g. using ads, past contacts etc.) Circles/
retired persons • Form a selection committee comprising of DPS & Director, PTC along Regions
for training with personnel from local training institute
delivery staff • Select people to conduct training
• Trainers can be reimbursed @ Rs. 200/75 mins. & TA/DA as admissible
• Training/ • Organize one week training by PTC to train WCTC trainers Circles/
preparation of • Give relevant training material to all the trainers, including external Regions
trainers agency
100
HR

• Departmental Circles/
software & • Make necessary arrangement for logistics for the training programme Regions
troubleshooting • Remind all participants about the details of the training
• Soft skills • If required, do a dry run of the training with the trainers Circles/
• Conduct the training & gather feedback Regions
Training • Details of training location, duration & participants are available in
• Delivery staff specifications section Circles/
Programmes
Regions
• Ensure on-time • Instruct the divisional heads to ensure settlement of reimbursements Circles/
reimbursement (e.g. travelling bills) of trainers on-time for smooth training operations Regions
for trainers • Divisional heads should monitor and either settle claims or inform the
decision to regional heads
• Identify and • Obtain a copy of the external audit report of post office in the region/ Circles/
reward high circle Regions
performing post • Award post office staff according to award specifications as detailed in
Rewarding offices the specifications
High
Performance • Identify high • Decide on an award package depending on available budget and Circles/
performing number of trainers (e.g., postmasters, system administrators, field Regions
people and award trainers etc.)
recharge cards • Award trainers as per the decided package
101
HR
TIMELINES (1/2)
Post-
Pre-operative
operative
Weeks Launch+
Awareness programs and workshops 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
1. Awareness programmes and workshops
2. Awareness for divisional heads and

postmasters
3. Awareness for post office staff
Fill up staff gaps
4. Fill up vacancies in staff
5. Complete posting of staff in post offices
Preparation for training programs
6. Create database for training
7. Prepare action plan for training
8. Monitor implementation of training plan
102
HR
TIMELINES (2/2)
Post-
Pre-operative
operative
Weeks Launch+
Identification and preparation of trainers 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
9. Selection of WCTC trainers
10. Selection of agency for soft-skills training
11. Selection of retired persons for training

delivery staff
12. Training/preparation of trainers
Training Programs
13. Training for departmental software &

troubleshooting
14. Training for soft-skills
15. Training for delivery staff
16. On-time reimbursement for trainers
Rewarding High Performance
17. Identify and reward high performing

post offices
18. Award recharge cards to trainers
103
HR
SPECIFICATIONS FOR AWARDS
Award Details
• Reward high 1st Prize 2nd and 3rd Prize

performing post office One week foreign training Cash awards for the
to PM, PA, Postmen, entire staff of the
System Administrator and Post Office
Field Trainer
• Basis for selection of Please refer to criteria for excelling in each Core Area
the high performing which is available with the change agents and also on the
post office India Post website for download
104
HR
SPECIFICATIONS – TRAINING PACKAGES

Training Details
• Departmental software Duration Location Who will be trained

12 days WCTC Postal assistants
12 days PTC PMs/Supervisors
• Troubleshooting
System administrators
2 days WCTC Two PAs from each post office
• Soft skills Duration Location Who will be trained
3-4 days On site Postal assistants

Delivery staff
6 days PSCI/PTC PMs of gazetted offices/Other PMs
• Training for delivery staff Duration Location Who will be trained
6 sessions (75 On site Delivery staff

minutes each)
6 days WCTC/Local Delivery staff

computer
training centre
105
HR
ORGANIZATION
Awareness programs and workshops PSCI/Circle Not Circle Not

Applicable Applicable
Filling up of HR gaps Division Circle Circle Directorate
Pre- Conduct training programmes PSCI, PTC, Region PTC Directorate

Operative WCTC
Reward high performance Directorate/ Circle for Circle Directorate

(Recharge cards) Circle/ recharge
Division cards
Reward high performance Directorate Directorate Directorate Directorate

(Rewards to high performing post offices)
Post-
Operative
106
Key focus area

logos and signage's across all post offices

Infrastructure
area compo-
nents in focus • Identify training requirements for post office
Human
Resource
requirements. Implement training modules

Infra-
structure
107
OVERVIEW
Infrastructure
• Major infrastructure
• Right infrastructure is activities along with
essential to give a uniform Activities associated steps to be
look-and-feel to post taken
offices and facilitate
smooth operations.
• Details out each step to
Implementation be taken
• The aspiration for India
Post is to standardize all
Details
required infrastructure
across all post offices in
India.
• Recommended timelines
Timelines and milestones
• Key components include
standard exterior and
interior looks, required
fixtures and furniture.
• List of specifications of
• This document lists steps Specifications internal and external
to be taken and timelines items
and also set of
specifications
• Specifies responsibilities
• Postmasters/ Organisation for various activities
superintendents should
undertake these activities
in their post offices
108
Infrastructure

Step
No.
• Define post office • Become familiar with this document to understand 1
requirements requirements
• Collect field data, analyze gaps and finalize scope of work 2
• Set up a local team • Prepare specifications of required work & items needed 3
• Allocate people to carry out the required work 4
• Ensure timely • Consolidate requirements and prepare & submit estimates 5

development/ • Observe prescribed financial procedures 6
Pre-
procurement process • Take necessary approvals 7
Operative
• Place orders with approved vendors/contractors 8
• Quality check • Check quality of samples from vendor/perform inbound 9

quality check
• Check alignment with branding silo for consistency 10
• Installation • Define a plan for installation, including alternate working 11

space arrangements
• Monitor installation and ensure completion of all work before 12
launch date
• Maintenance • Define maintenance plan/review frequency 13

Post- • Maintain/replace infrastructure as required 14
Operative
109
Infrastructure

Define post • Become • Go through the list of post office infrastructure requirements with Division
office familiar with detailed specifications (colour schemes, numbers, object details etc.) Head
requirements this document which is included in the specifications section of this document
to understand • All existing infrastructure to be replaced/repaired to conform with the
requirements specifications and any gaps to be filled by fresh installation/ purchase
• Collect field • Identify the category of post office. A post office categorization Division
data, analyze includes type – GPO, HPO, MDG, SO Head
gaps and • Define what infrastructure requirements would apply to the post office
finalize scope given the post office type & its traffic volume
of work • Determine the gaps in the required infrastructure vis-à-vis the current
state of infrastructure
• Consult other Project Arrow post offices to understand type of
infrastructure
110
Infrastructure

• Prepare specifications • Determine what items need to be purchased and what can be repaired • Division
of required works & • Then, determine which work can be done within the post office and which Head
items needed 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
Set up a local
team
• Allocate people to • Based on the list of work required, allocate team members and the time they • Division
carry out the required will spend on doing this work Head
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 • Consolidate the requirements for civil/electrical works & furniture/fixture • Circle
requirements & works separately Head
observe standard • Decide on the tendering process for each activity
procedures for • Use circle knowledge and experience (from Project Arrow Phase I, II)
procurement/ • Observe financial procedures for procurement with clear terms and
Ensure timely contractor selection conditions
development/ • Conduct pre-tender assessment of vendors’/contractors’ capabilities
procurement
• Take approvals and • Get approvals for the tender/quotation rates • Circle
place orders with • In the work orders, clearly list activities & items to be sourced from vendors, Head
approved vendors/ service level required and terms and conditions
contractors • Issue work orders with clear defined time-lines and specifications of the
activities & items to be provided with provision for pre-delivery quality check
111
Infrastructure

• Check quality of samples • Define a time period with selected supplier to review samples • Circle
from vendor/perform • Define what is acceptable quality & failure conditions for each piece of infrastructure Head
inbound quality check • Ensure samples provided by the supplier meet the acceptable quality
Quality Check threshold/conduct site visits if required
• Check alignment with • If required, validate samples with Directorate to ensure that the design, colour & • Circle
branding by validating with quality of all infrastructure is in line with branding requirements Head
Circle/Directorate Officers
• Define a plan for the • Agree with vendor on timeline for completion of various parts of the total work • Circle
required works to be done, • Define time before launch when the infrastructure will be installed Head
including alternate working • Ensure work plan is synchronized with other “look & feel” areas such as branding etc.
Infrastructure space arrangements • Define alternate working arrangements for post office operations for the time period
works/ of civil activities
Installation
• Monitor progress and • Monitor progress of works and ensure smooth implementation • Circle
ensure completion of all • Closely monitor for issues/contingencies – develop alternate plans to ensure Head
work before launch date completion of all activities before the launch date
• Define maintenance plan/ • Define the cleaning/maintenance process for various areas & items • Division
review frequency • Identify a person for cleaning on a daily basis and for electrical maintenance Head
• 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
Maintenance
• Maintain/repair • Monitor post office infrastructure for cleanliness, proper functioning of electrical • Division
infrastructure as required appliances etc on weekly basis Head
• Discuss with staff on the process of maintenance and keep evolving better
procedures
112
Infrastructure

Post-
Pre-operative
operative
Weeks
Define post office requirements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
1. Become familiar with this document to
understand requirements
2. Collect field data, analyze gaps and finalize
scope of work
Set up a local team
3. Prepare specifications of required work &
items needed
4. Review available capacity of resources and
define team
Ensure timely development/procurement
process
5. Consolidate requirements & prepare and
submit estimates
6. Observe standard procedures required
for tendering
7. Take necessary approvals
8. Place orders with approved vendors /
contractors
113
Infrastructure

Post-
Pre-operative
operative
Weeks
Quality Check 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
9. Check quality of samples from vendor/

perform inbound quality check
10. Check alignment with branding silo for

consistency
Infrastructure works/Installation
11. Define a plan for the required works to be

done, including alternate working space
arrangements
12. Monitor progress and ensure completion of

all work before launch date
Maintenance
13. Define maintenance plan/review frequency
14. Maintain/repair infrastructure as required
114
Infrastructure
SPECIFICATIONS
The following parameters need to be standardized for post offices
Objects
Exterior Colour scheme for walls
Colour scheme for walls and floor

Display
Information boards & signage
Infrastructure Interior
Customer service counters
Furniture Customer writing ledges
Storage cupboards
Customer waiting benches
Accessories Counter staff chairs

Hall and counter lights
115
Infrastructure
SPECIFICATIONS – COLOUR SCHEME FOR EXTERIORS
Name Name Example
Exterior Colour scheme
Colour scheme is • Walls

white background
with red coloured • Wall highlights – edges
Walls Wall highlights Windows and
highlighted edges
• Windows and doors - edges doors
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
116
Infrastructure
SPECIFICATIONS – COLOUR SCHEME FOR INTERIORS
Name Name Example
Interior Colour scheme
Inner walls of the • Walls WALLS

post office are
white to reflect the • Floors
light and to make FLOORS
the public space
• Wall facing the writing
ledge
look bigger than
what it is. • Counters Wall facing the
writing ledge
Floor is suede • Benches and chairs
coloured to match
the walls.
The wall facing

writing ledge is
coloured yellow to
provide a bright
Counters Benches/
spot on otherwise
all white back- Chairs
ground and will
protect the wall
from getting spoilt
by gum, ink etc.
117
Infrastructure
SPECIFICATIONS – FLOOR / WALL FACING THE WRITING LEDGE
Name Name Example
Interior Floor
The wall facing Wall facing the writing ledge

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.
118
Infrastructure
SPECIFICATIONS – COUNTERS
Name Name Example
Interior Furniture
• Counters are Customer service counter

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
119
Infrastructure
Name Name Example
• Interior counters Furniture Front view

are designed
ergonomically Customer service counter
keeping the work
of counter
• 19 mm block board finished
with combination of PO red
operations in
shade lamination and steel
mind
shade lamination
• Lights are
provided on the
top to give
enough lighting
at the working Rear view
space
• Front of the
counter has an
elevation to
provide some
space to the
customer for
keeping his bag,
papers etc. while
waiting
120
Infrastructure
Name Name Example
Interior branding Furniture View – multiple counters

signage on the top
of the counter has Customer service counter
provision for
lighting and also a
• 19 mm block board finished
with combination of PO red
provision for
shade lamination and steel
counter display
shade lamination
board
121
Infrastructure
SPECIFICATIONS – CUSTOMER WRITING LEDGE
Name Name Example
Interior Furniture View
The writing ledge Customer writing ledge

is red and steel
grey in colour. It • 19 mm block board finished
has shelves for with combination of PO red
keeping forms shade lamination and steel
shade lamination
The writing ledge

also has a
wastepaper basket
attached to it
Customers can use
it for throwing the
wasted paper and
other material
122
Infrastructure
SPECIFICATIONS – STORAGE CUPBOARDS
Name Name Example
Interior Furniture
Cupboards behind Storage cupboards

the counter for
keeping records • 19 mm block board finished
are coloured red with combination of PO red
and steel grey. shade lamination and steel
shade lamination
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
123
Infrastructure
SPECIFICATIONS – VISITOR BENCH
Name Name Example
Accessories Furniture
Benches are made Visitor bench

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
124
Infrastructure
SPECIFICATIONS – COUNTER STAFF CHAIRS
Name Name Example
Accessories Furniture
Chairs are grey in Counter staff chairs

colour so that
they match with
the counters and
the flooring. They
are comfortable
and ergonomically
designed
125
Infrastructure
SPECIFICATIONS – HALL AND COUNTER LIGHTS
Name Name Example
Accessories Lighting
Bright white fibre Hall and counter lights

lights to provide
appropriate
lighting in the
public hall
and on the
counters
126
Infrastructure
ORGANISATION
Activities Responsible Authorises Supports Consulted
Define post office requirements Civil / Electrical / RO / Civil / CO / SE (Civil / CO / CE Office

Postal Division Electrical Division Electrical) Office
Set up local teams Divisions Divisions Region / Circle Circle
Define procurement processes Civil / Electrical Civil / Electrical CO / SE / Civil / Circle

Division Division Electrical Division
Pre-
Operative
Quality Check Civil / Electrical Civil / Electrical CO / SE / Civil / Circle
Ensure timely deployments Civil / Electrical Civil / Electrical CO / SE / Civil / Circle

Maintenance Divisions Division / Region Region / Circle Circle
Post -
Operative
127
CONTENTS
Agenda Item Pg no.

2
Arrow
128
FOR PERFORMANCE MONITORING, AN AUTOMATED REPORTING
MECHANISM HAS BEEN PUT IN PLACE AT INDIA POST
• Linked to priorities and scope of organization / department

Aligned with • Structured approach to choose selected areas and KPIs based
strategic objectives on overall corporate strategy
• Focused number to direct employee priorities
Focused on driving • Internal and external benchmarks selected to stretch performance

performance • Variances clearly highlighted and tracked
improvement • Metrics and targets created with employee input to ensure buy-in
• Layout designed to facilitate quick assessment of performance

Designed to along a number of dimensions
provide snapshot
of performance
• Use of visual clues (e.g., colours, graphics) to guide user
• Ability for user to quickly drill down
Integrated into
• Post-office level KPIs along with aggregation at every level to
larger performance
ensure integration with directorate-level framework
management
framework • Input to regularly scheduled performance dialogues
129
DATA FROM POST OFFICE DATA BASE AND WEB-ENTERED DATA WILL BE
USED TO CREATE A KPI-BASED PERFORMANCE DASHBOARD
2 Data extracted from PO
databases – verifiable data Example Data
• Number of Regd
articles received
1 Data Repository Meghdoot • Number of Regd
articles not
100% = all data delivered
required for KPIs Sanchay • Age of MO not
Post delivered
• Number of Regd
Operational Reporting 40% articles mis-sorted
dashboard reports Engine • Number of banking
transactions
100%
3 Data manually entered
60% through web based
Example Data
system
• Number of Ord
articles received
• Number of Ord
• Data repository articles not
would store data delivered
collected from • Time of mail arrival
individual PO • Customer
satisfaction score
• Staff satisfaction
score
Online web-based tool • Average waiting
time
130
KPIs WOULD BE TRACKED ON A WEEKLY BASIS KPI below tolerance
AT A NATIONAL LEVEL KPI within tolerance
ILLUSTRATIVE
KPI DASHBOARD – National roll up1 (Week ending Dec 13)
Units Tolerance Last Week This Week Status
KPI Mail & MO delivery

• Per cent mail not sent for delivery (Ord) Per cent 0.00% 0.00% 0.16%
• Per cent mail not sent for delivery (Regd) Per cent 0.00% 0.00% 0.46%
• Per cent mail not sent for delivery (Speed) Per cent 0.00% 0.01% 0.39%
• Per cent mail not delivered same day (Ord) Per cent 0.00% 0.00% 0.01%
• Per cent mail not delivered same day (Regd) Per cent 5.00% 5.67% 5.02%
• Per cent mail not delivered same day (Speed) Per cent 3.00% 2.41% 3.04%
• Per cent MO delivered same day Per cent 95% 97.0% 95.0%
• Beat Deviation Time Minutes 30 12 8
KPI Office Service Level
• Average wait time Minutes 15 3.4 3.4
• Customer satisfaction score on quality of Number 8 9.7 9.7
customer interface (out of 10)
• Customer satisfaction score on ambience and Number 8 9.8 9.8
support system (out of 10)
• Staff satisfaction score (out of 10) Number 8 9.9 9.9
• Per cent transactions that exceed time Per cent 10% 0.1% 0.1%
• Per cent compliance by postmaster on the Per cent 95% 100.0% 100.0%
prescribed daily check list
1: National roll up is average of all Phase I PO performance
131
TREND LINE CAN ALSO BE DRAWN TO SEE IMPROVEMENT OR DECLINE
IN PERFORMANCE
Trend for KPI from Aug 22 to Dec 13 in weekly buckets1 ILLUSTRATIVE
% Ordinary mail delivered % Registered mail delivered

Ordinary mail target Registered mail delivered target
105 Ordinary mail actual 120 Registered mail delivered actual
100 100 100 110

99
100 98 97
97 100 94 95
88 89
90
95
80
90 70
% Speed Post mail delivered % MO delivered

Speed Post mail delivered target MO delivered target
120 Speed Post mail delivered actual 120 MO delivered actual
110 110
98 96 97 97
99 98 98 97 100 94 94 95
100 95 97
94
90 84 85
90 80
80 70
1: Calculated based on reported days in the week (sometimes less than six)
132
NATIONAL LEVEL KPIS WOULD BE BROKEN INTO CIRCLE- ILLUSTRATIVE
WISE AND EVEN POST OFFICE-WISE PERFORMANCE REPORT KPI below
tolerance
KPI Dashboard – Circle roll up1 (Week ending Dec 13)

Maharas- Tamil Uttara-
Units Tolerance AP Jharkhand MP htra NE Orissa Rajasthan Nadu UP khand
KPI Mail & MO delivery

• Per cent mail not sent for delivery Per cent 0.0% 0.0% 0.0% 0.0% 0.3% 0.0% 0.0% 1.2% 0.0% 0.0% 0.0%
(Ord)
(Regd)
(Speed)
• Per cent mail not delivered same Per cent 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
day (Ord)
day (Regd)
day (Speed)
• Per cent MO delivered same day Per cent 95% 96.0% 99.7% 86.3.2% 92.0% 100.0% 93.3% 98.7% 98.8% 98.2% 89.7%
• Beat Deviation Time Minutes 30 5.8 5.8 23.7 3.7 17.5 5.3 12.2 2.2 8.3 6.7
KPI Office Service Level

• Average wait time Minutes 15 1.80 2.00 3.17 2.20 0.00 15.20 0.80 1.11 2.40 1.5
• Customer satisfaction score on Number 8 10.0 6.8 8.2 7.4 9.0 8.0 10.0 9.8 9.8 7.3
quality of customer interface (out of
10)
• Customer satisfaction score on Number 8 10.0 7.0 8.2 7.4 9.5 8.0 10.0 9.8 10.0 7.3
ambience and support system (out
of 10)
• Staff satisfaction score (out of 10) Number 8 10.0 7.3 8.3 7.6 9.5 8.0 9.8 10.0 10.0 7.3
• Per cent transactions that exceed Per cent 10% 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
time
• Per cent compliance by postmaster Per cent 95% 100% 75% 83% 80% 100% 80% 100% 100% 100% 75%
on the prescribed daily check list
1: Circle roll up is average of PO performance in the Circle
133
134

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India Post Blue Book

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Delhi, January 29 2008

Project Arrow is about revitalizing our organization, capitalizing on our

The Blue Book institutionalizes the efforts of the Project management

I am proud to be associated with this momentous process of

Objectives and structure of Project

Blue Book objectives & guidelines 7

Blue Book by Silo – Core operations 13

Blue Book by Silo – Look & feel 66

Project monitoring 128

Present Scenario Potential of India Post

• 70% of India’s 1.1 • India Post has over

Project Arrow conceived in April 2008

• Focused efforts to significantly improve

“Modernize the look and feel”

Holistic & Standardized Effective Capability

Equal focus on Standard targets & Central On-the-ground

Ownership at the highest levels of the organization

Objectives and structure of Project

Blue Book objectives & guidelines 7

Blue Book by Silo – Core operations 13

Blue Book by Silo – Look & feel 66

Project monitoring 128

MOS (C & IT)

Work Stream Leader

M. Prasher, CGM (MBD) B. Selva Kumar, AGM (M)

S. Rajinder Kr, Dir. PTC, Mysore

Manju Kumar, Director, (Phil) 6

S. Sampath, Dir. PTC Vadodara

Shipra Sharma, ADG (IMTS) 7

Rajkumar, ADG (BS) 8

• CPMsG of all circles and PMsG of all regions

• To provide post offices covered under Project Arrow a structured

• The Blue Book is not an exhaustive standard operating procedure but a

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

• Train and prepare team for launch

Objectives and structure of Project

Blue Book objectives & guidelines 7

Blue Book by Silo – Core operations 13

Blue Book by Silo – Look & feel 66

Project monitoring 128

• Improve mail operations at a post office:

• Simplify account opening, closure, transfer &

Office • Improve customer experience in post office in

GOALS AND ISSUES

Functional Area Goals Issues

• Punctuality in receipt of mail • All mail is not sorted for

• Same day dispatch of all articles booked • Mis-sorting and delay in

KPIs AND TARGETS

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

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

• Deviation of beat completion time 30 min

• 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

ACTIVITIES FOR IMPROVEMENT

• Inefficient sorting process • Streamline pre-delivery processes 8

• Inadequate supervision • Strengthen monitoring of postmen performance 12

• Sorting process • Retain local mail during dispatch 14

How? – Implementation details Who?

How? – Implementation details Who?

How? – Implementation details Who?

Days As per activity 1 Complete Complete Complete Complete (8a) Within 15

How? – Implementation details Who?