Course: Government Process Re-engineering Day 1 Session 3: Overview of Process Re-engineering & Defining the Problem

Course: Government Process Re-engineering

Day 1

Session 3: Overview of Process Re-engineering &

Defining the Problem

Agenda

Defining Government Process Re-engineering

Illustrative examples in GPR & benefits

eGLC- Identifying the need to do GPR

GPR Framework

How to identify & define a problem statement

Elements of a good problem statement

Exercise: Define a sample problem statement

Slide 3

Defining Business Process Re-engineering (BPR)

• BPR is fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed

Michael Hammer and James Champy

− ‘Changing’/’redesigning’/’replacing’/’eliminating’ the activities and/or sub-processes and/or processes related to a service to improve service quality i.e.

• Minimize Time, Cost, Complexity

• Improve Transparency, Convenience and Experience

− GPR may address all or some of the service quality attributes

− Government Process Re-engineering (GPR) has evolved from applying Business Process Re-engineering (BPR) concepts to Government Services

Slide 4

Need for GPR in e-Governance

− IT enablement (without) GPR provides results to the stakeholders, but may not address all the attributes of service quality

− In particular, IT enablement of an inefficient business process can only lead to ‘inefficient IT enabled process’ – delivering the same results with marginal improvement

− GPR may support organizations in dramatic improvement of performance and application of IT on reengineered processes will yield better results for stakeholders

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Slide 5

BPR/GPR success stories – (1/3)

• Indian RailwaysIssuance of passenger ticket

1. Physically going to the counter2. Filling up application form3. Submission at the counter4. Confirmation of the ticket 5. Payment6. Printing of the ticket on pre-printed government stationary7. Delivery of ticket

Total time could be between 2 to 3 hours including travel and queue time

Slide 6

BPR/GPR success stories• Indian Railways ..

Fundamental rethinking Radical redesign Achieve dramatic improvements

Do we really need to be physically present at the counter?

Do we really need to submit the application form?

Do we really need to have the ticket on pre-printed railway stationary?

Can the ticket information be made more easily available to the passenger

Book tickets online

Make payment through credit / debit card

Print ticket yourself

Send SMS <PNR> to find out the status of bookingAccess to information on www.irctc.co.in

No hassle of queuing up

No hassle of traveling to the booking counter

Convenience of booking tickets anytime, and anywhere

Freedom from travel agents

Government savings on manpower, and stationary

Max 10 mins

Slide 7

Slide 8


• Passport Seva Project

Passport Application and Issuance of passport

1. Physically going to the Regional Passport Office2. Filling up and submitting form, at the counter3. Verification of documents4. Payment of requisite fee5. Sending request to jurisdictional police station for verification6. Physical verification by police at a later date7. Sending of police verification report to RPO8. Approval of passport and delivery through post office

Total time could be between 30 to 45 days from submission of application to delivery of passport

Slide 9

Problems with the passport process

− Time taken in police verification is the major contributing factor to delay in

passport issuance

− Time taken for submission of the application is more than 2 hrs

− Less number of counters for accepting the applications resulting in longer

queues

− Complex application forms and attachments required for submission, resulting

in citizens taking help from agents for filling up forms

− Large number of human touch points and lack of guidance from staff members

− No status tracking mechanism for the passport application

− No formal grievance redressal channels

Slide 10

BPR/GPR success stories• Passport Seva ..


Can we eliminate / reduce the waiting time at the RPO?

Can we provide multiple channels for verification of documents?

Can we waive off police verification in some cases / do a post verification?

How can we reduce the time involved in police verification?

Submit application online and get appointment for verification

Online payments

Get documents verified at RPO / other channels at appointed time

System alert sent to police station for verification

Post verification by police based on Business Rules

No hassle in queuing up at the RPO

Police verification delays reduced

Overall time taken for getting passport reduced considerably

Reduced workload on RPO staff

Increased citizen satisfaction

Slide 11

Some indicators of the dramatic improvement

Sl.No Item of Passport Issuance Process Existing System Proposed System

1 Time taken for Tatkaal Passport. 7 to 14 days 1 day

2 Time taken for Normal Passport. 30 to 45 days 3 days

3 No. of Passport outlets. 4877

(including 2 to 3 in each metropolitan city)

4 Waiting time to submit application 2 to 3 hours 45 minutes (anywhere submission)

IV No. of public dealing counters at passport outlets 345 1250

V Public dealing hours per working day 4 7

Source: www.passportindia.gov.inSuch dramatic changes would not have been possible without making fundamental changes in process (e.g. police verification)

Slide 12

Slide 13

Slide 14


• State Bank of India

Request for a Demand Draft1. Physically going to the branch / counter2. Filling up the application form3. Submission of form4. Verification of signature5. Preparation / printing of DD6. Signature of the official(s)7. Delivery of DD

Total time could be between 1.5 to 2.5 hours including travel and queue time

Slide 15

BPR/GPR success stories• State Bank of India


Do we really need to be physically present at the branch / counter?

Do we really need to submit the application form at the counter?

Can we do away with signature verification at the counter?

Issue DD on line

Transfer funds electronically from your own account

Verification through user id and password

Request the bank to courier the DD directly to the beneficiary

No hassle of queuing up

No hassle of traveling to the bank branch

Convenience of issuing DD anytime, and anywhere

Freedom from Babus of the bank

Government savings on manpower

Max 10 mins

Slide 16

Slide 17

Identifying the need to do GPR

e-Governance Project Lifecycle (eGLC)

1. E-Governance Strategy

Development

2. Current State Assessment

3. Future State Definition

4. Implementation approach and

sourcing

5. Develop and implement IT

system

6. Operate and sustain

Project Management Office/Unit

Change Management and Communications

Slide 18


E-Governance Strategy

Development

Current State Assessment

Future State Definition

Implementation approach and

sourcing

Develop and implement T

system

Operate and sustain

Needs Assessment

Define clear vision & objectives

Prioritization of services and projects

Incorporate domestic and global learnings

Identify institutional structures & capacities for implementation

Define funding requirements

Define monitoring and evaluation approach…

Critical assessment of current business processes and pain areas

Best practices in similar environments

Assess legal framework and current limitations

Assess current ICT systems and their ability to support future plans

Assessment of current capacities at all levels and their preparedness for e-governance..

Process reengineering & to –be process definition

Identity IT enablement opportunities & requirements

Define changes to legal & regulatory environment

Develop People change and capacity building plan

Develop project awareness and communication requirements…

Define implementation approach and phasing plan (functional and geographic)

Assess detailed funding requirements and business model

Develop vendor evaluation and selection criteria

Develop KPIs and performance levels for services and systems

Develop RFP

Bid evaluation and vendor selection

Definition of detailed functional and technical requirements

System design and development

Software quality assurance, acceptance testing and auditing

Training and capacity building

Change management and project communications

Project documentation

Project go-live

System operations and maintenance

Software change management

Rollout services and systems (functionality and geography)

Objectives and benefits evaluation and reinforcement

Sustained change, capacity building and communications..

Slide 19


Needs Assessment

Define clear vision & objectives

Prioritization of services and projects

Incorporate domestic and global learnings

Identify institutional structures & capacities for implementation

Define funding requirements

Define monitoring and evaluation approach…

Critical assessment of current business processes and pain areas

Best practices in similar environments

Assess legal framework and current limitations

Assess current ICT systems and their ability to support future plans

Assessment of current capacities at all levels and their preparedness for e-governance..

Process reengineering & to –be process definition

Identity IT enablement opportunities & requirements

Define changes to legal & regulatory environment

Develop People change and capacity building plan

Develop project awareness and communication requirements…

Define implementation approach and phasing plan (functional and geographic)

Assess detailed funding requirements and business model

Develop vendor evaluation and selection criteria

Develop KPIs and performance levels for services and systems

Develop RFP

Bid evaluation and vendor selection

Definition of detailed functional and technical requirements

System design and development

Software quality assurance, acceptance testing and auditing

Training and capacity building

Change management and project communications

Project documentation

Project go-live

System operations and maintenance

Software change management

Rollout services and systems (functionality and geography)

Objectives and benefits evaluation and reinforcement

Sustained change, capacity building and communications..

The highlighted activities in EGLC are carried out as part

of the GPR exercise

E-Governance Strategy

Development

Current State Assessment

Future State Definition

Implementation approach and

sourcing

Develop and implement T

system

Operate and sustain

Slide 20

Approach to GPR

Problem Identification and

Definition

Define vision and objectives for GPR

Process Study and Documentation Process Analysis

Process Reengineering & Defining To-be

processes

Process implementati

on /IT enablement & validation

Analysis of citizen grievances & complaints and pro-active Voice of Customer surveys

Analysis of issues raised

Identification of problem and defining unambiguous problem statements

Problem Identification and Definition

Slide 21

Approach to GPR


Definition




processes


on / IT enablement & validation

Define vision for GPR, from problems identified, service priority

Analyse services portfolio and undertake service prioritisation exercise

Define measurable objectives for the GPR exercise

Define vision and objectives

for GPR

Slide 22

Approach to GPR


Definition




processes



Study process flow, actors, policies, process stages

Documenting as-is processes and creating Process Maps

Recording time and other data elements for each process step

Validation of process documentation from dept.

Identify and classify PIEs for the processes

Process Study and

Documentation

Slide 23

Approach to GPR


Definition




processes



Root cause analysis of process issues and identification of root causes

Analyzing process efficiency - Value Adding and Non Value Adding steps

Analyzing process complexity – Data entry points, Hands off points etc

Definition of key metrics and arriving at baseline indicators (TAT, error rate etc)

Process Analysis

Slide 24

Approach to GPR


Definition




processes



Elimination or automation of Non Value Adding / redundant activities

Identification of solutions (re-engineered process)

Evaluation and selection of best solution

Definition of To-be processes based on the evaluation

Finalization of To-be processes with department

Setting of target KPIs

Process Re-engineering & Defining To-be

processes

Slide 25

Approach to GPR


Definition



Process Re-engineering & Defining To-be

processes



Implementation of re-engineered processes

Implementation of IT system to handle re-engineered process flow

Putting in place mechanisms to monitor KPIs and continuous improvement

Change Management, Legal Framework changes etc

Process implementatio

n / IT enablement &

validation

Slide 26

Why Organizations do GPR/BPR?

• To address the specific concerns of the stakeholders (citizens/Businesses/ employees)

• To address the challenges and issues in the services and service delivery

• To improve the quality of the services

• To adopt best practices from similar environments

• To address the changing needs of the customers (citizens and businesses) and the government

In Summary, GPR is undertaken to address ‘problems’ or ‘needs’ of the organization or its customers with an objective to improve the overall quality of the services

Slide 27

Illustrative problems reported in Government Services

• It takes lot of time to get the service

• It calls for too many visits to the department for completion of service

• It is expensive to complete the transaction

• The welfare benefits of government are not reaching the eligible families

• Healthcare services not delivered on time

• Land records management framework not ensuring ownership of the properties

• It takes very long to get the welfare benefits…

Slide 28

How are the problems or needs identified?

• Concerns raised by customers (citizens/businesses) –

Voice of Customer

• Concerns raised by internal stakeholders – employees

• Through independent research/media

Slide 29

Proactive MethodsReactive Methods

There are two ways to gather VOC information

Voice of Customer

Information comes through customer initiative• Customer complaints and

grievances• Media…

Information comes thoughGovernment's initiative• Surveys / Questionnaires• Focus groups• Interviews• Custodian feedback• Point of Service contact..

How are the problems or needs identified?

At present most of the problems or challenges are identified through reactive methods….

Slide 30

Need for proactive methods for problem identification?

• Many successful government/private sector organizations ‘listen’ to the customers to identify and ‘address’ their problems and needs at a very early stage

− Through proactive methods

• To build confidence in the customers

• To enhance overall image of the organization

• To minimize the impact of the problems to larger segment of customers

• To improve competitiveness – applicable for government as well..

The most proactive and caring governments today are able to attract maximum investments in the country or globally

Slide 31

• The key to achieving customer satisfaction is:

− To understand the stated & unstated needs of customers, and

− To incorporate them in the service delivery

• Why do we need to capture the Voice of Customer (VoC) for this?

• We need to capture VoC data because

− Customers change

− Needs of customers change

− We must deliver what the customers want, not what we “think” / “know” they want

− Customer needs are not always spoken


Slide 32

Kano’s model^ of Customer Satisfaction allows us to understand the various types of Customers’ needs

• Based on Kano’s model, we can define customer needs into the following types− Basic− Performance, and− Delight

• It allows us to differentiate among the three needs and understand how they impact customer satisfaction levels

Dissatisfaction

Satisfaction

Requirement unfulfilled

Requirement fulfilled

Basic

Delight

Performance

^ The Kano model is a theory of product development and customer satisfaction developed in the 80's by Professor Noriaki Kano

Indifference Zone


Slide 33

Understanding how different types of needs impact customers

• Basic needs to be met (Must-Haves)− Unspoken but Expected− No satisfaction if fulfilled but can cause dissatisfaction if not fulfilled

e.g. No error in Passport Details

• Performance needs to be fulfilled− Spoken and Expected− Fulfillment leads to satisfaction and Non-fulfillment leads to dissatisfaction

e.g. Passport received within SLA of 40 – 45 days

• Delight needs (Wow effect)− Unspoken and not expected− Delighted if sensed and fulfilled proactively, Not dissatisfied if not fulfilled

e.g. Police calls on day of application submission to set up appointment for verification e.g. Passport delivered to house within 5 days op application


Slide 34

Understanding how different types of needs impact customers

• Basic needs to be met (Must-Haves)− Unspoken but Expected− No satisfaction if fulfilled but can cause dissatisfaction if not fulfilled

e.g. No error in Passport Details

• Performance needs to be fulfilled− Spoken and Expected− Fulfillment leads to satisfaction and Non-fulfillment leads to dissatisfaction

e.g. Passport received within SLA of 40 – 45 days

• Delight needs (Wow effect)− Unspoken and not expected− Delighted if sensed and fulfilled proactively, Not dissatisfied if not fulfilled

e.g. Police calls on day of application submission to set up appointment for verification e.g. Passport delivered to house within 5 days op application

Over a period of time Delight needs become Performance needs and then Basic needs. We will have to constantly sense the Delight needs and service the

customer to build a quality organization


Slide 35


We have good examples in Government – Ministry of Corporate Affairs (MCA)

• MCA has implemented e-Governance initiative i.e. MCA21 for facilitating online services to the companies / entrepreneurs

Online registration of companies

Online filing of returns …

• MCA has identified certain key benefits for its customers

Reducing the time in transacting with the Ministry

Reducing the cost in transacting with Ministry

Slide 36

Need for proactive methods for problem identification?We have good examples in Government – Ministry of Corporate Affairs (MCA)

• Post system implementation, Ministry has created framework for listening to the customers at regular intervals through proactive methods to identify:

− Benefits from the new system

− Areas of improvement in the new system

− Challenges/issues in the new processes/systems

• Ministry has worked on addressing the identified issues and challenges to strengthen the systems and processes

• MCA21 is regarded as one of the most successful e-Governance initiatives in India and industry has experienced a true service transformation

Listening to customers helps significantly……………..

Slide 37

• Using VoC, organizations can incorporate customer feedback into strategic decisions/directions:

− What customer needs exist that we are not currently meeting?

− What services customers feel are unnecessary?

− What services customers feel are painful?

− What services customers feel are complex?

− How does our service compare to other (state) governments?

− What are the current world class levels of performance?

• Organizations can use this to identify problems and needs, incorporate the findings into product/process/service design

• This VOC data can also be used to drive process improvements


Slide 38

• At the point of service delivery

Filling up of questionnaires/forms by citizens during or upon completion of the service/Transaction

• Focused surveys on identified stakeholder groups through questionnaires, workshops, group discussions, one to one interviews..

• Independent market research/Survey by professional organizations

• Experience it your self

• Feedback mechanisms/helpdesks/call centers for receiving feedback..

• Online polls

• Observe the service delivery points/environments to identify the problems/challenges encountered by the customers

How can we get inputs from Customer Experience

Slide 39

Need for identifying or defining the ‘problem’ right?

To find right answers/right solutions, it is important to understand/ define the

problems or needs right…

Slide 40

Common challenges with Needs/Problems reported/identified..

• The services are of very poor quality

• There is no transparency in government services

• I am not satisfied with the services

• We need to computerize this process/workflow (problems don’t define solutions)

• It is too expensive to deal with government

None of these problem statements hint at the real ‘problems’ – they don’t

identify the specific problems or specific needs with a specific service/specific

task or specific output…

Such problems are difficult to resolve….

Slide 41

Understanding Problem Statements

• What is a Problem Statement?

− A Problem Statement is a specific description of the current situation

of the problem that will be addressed by the organization in

measurable terms

• Why develop a problem statement?

− To develop a shared understanding of the problem that the

organization is trying to address

Slide 42

Understanding Problem Statements

• Example of good problem statements (illustrative only)

− Only 40% of the ration items distributed through PDS are reaching eligible families

− It takes approximately two months to obtain death certificate

− It requires minimum of ten visits to get the pension amount sanctioned….

− Process for Passport Issuance on Turn Around Time metric is operating at only 38% within SLA

− It takes 2-4 hours to get the railway reservation done in Metro cities in India for reservations across the counter…

Slide 43

So what makes a good Problem Statement?

• A good Problem Statement

− States the effect and not the cause (What is wrong & not Why it is wrong)

− Focuses on the gap (between “What Is” & “What should be”)

− Is measurable (How often, How much, When)

− Is specific (avoids broad & ambiguous categories)

− Is a statement, not a question

− Focuses on the “Pain Area” (How Customers / Citizens, Employees and the

Government are affected)

Slide 44

So how do you write good Problem Statements?

• Focus on the following questions

− Which outputs don’t meet expectations?

− When and where do the problems occur?

− How big is the problem?

− What is the impact of the problem?

• Things to be careful of / avoid

− Avoid pre-determined solutions

− Do not blame people

− Ensure that the problem statement is easily understandable by all

− Avoid including “Why”, “lack of”, “due to” since they may imply solutions and thus mislead team members

Slide 45

Exercise: Define a Problem Statement

Rules

− Discuss and develop a suitable problem statement based on the current situation− Present your Problem Statement to the workshop participants and get feedback

Time Frame− 10 Minutes for the exercise− 15 Minutes for discussion

Slide 46

When are the Problems identified in e-Governance Project Lifecycle?

1. e-Governance Strategy

Development

2. Current State Assessment

3. Future State Definition

4. Implementation approach and

sourcing

5. Develop and implement IT

system

6. Operate and sustain

• The business level challenges/problems are identified and analyzed at e-Governance Strategy level

• The strategy should clearly identify the business problems and should focus on addressing or solving the business issues confronted by the organization

• The goals and objectives defined under e-Governance strategy shall be based on the problems/challenges or priority areas of the business

• These goals and objectives defined in e-Governance strategy shall form the key inputs for GPR

Slide 47

End of Session

Documents

Course: Government Process Re-engineering Day 1 Session 3: Overview of Process Re-engineering & Defining the Problem