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
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
Low
Performance Measure
High
− GPR may support organizations in dramatic improvement of performance and application of
IT on reengineered processes will yield better results for stakeholders
Time
Slide 5
BPR/GPR success stories – (1/3)
• Indian Railways
Issuance of passenger ticket
1.
2.
3.
4.
5.
6.
7.
Physically going to the counter
Filling up application form
Submission at the counter
Confirmation of the ticket
Payment
Printing of the ticket on pre-printed government stationary
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
Do we really need to be
physically present at the
counter?
Book tickets online
Do we really need to submit the
application form?
Make payment through
credit / debit card
Do we really need to have the
ticket on pre-printed railway
stationary?
Print ticket yourself
Can the ticket information be
made more easily available to
the passenger
Send SMS <PNR> to find
out the status of booking
Access to information on
www.irctc.co.in
Achieve dramatic improvements
No hassle of queuing up
No hassle of traveling to the
booking counter
Convenience of booking
tickets anytime, and
anywhere
Freedom from travel agents
Slide 7
Government savings on
manpower, and stationary
Max 10
mins
Slide 8
BPR/GPR success stories – (2/3)
• Passport Seva Project
Passport Application and Issuance of passport
1.
2.
3.
4.
5.
6.
7.
8.
Physically going to the Regional Passport Office
Filling up and submitting form, at the counter
Verification of documents
Payment of requisite fee
Sending request to jurisdictional police station for verification
Physical verification by police at a later date
Sending of police verification report to RPO
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 ..
Fundamental rethinking
Radical redesign
Can we eliminate / reduce the
waiting time at the RPO?
Submit application online
and get appointment for
verification
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?
Achieve dramatic improvements
No hassle in queuing up at
the RPO
Online payments
Police verification delays
reduced
Get documents verified at
RPO / other channels at
appointed time
Overall time taken for
getting passport reduced
considerably
System alert sent to police
station for verification
Reduced workload on RPO
staff
Post verification by police
based on Business Rules
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
48
77
(including 2 to 3 in each
metropolitan city)
3
No. of Passport outlets.
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
Such dramatic changes would not have been
possible without making fundamental changes
in process (e.g. police verification)
Slide 12
Source: www.passportindia.gov.in
Slide 13
Slide 14
BPR/GPR success stories – (3/3)
• State Bank of India
Request for a Demand Draft
1. Physically going to the branch / counter
2. Filling up the application form
3. Submission of form
4. Verification of signature
5. Preparation / printing of DD
6. 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
Fundamental rethinking
Radical redesign
Do we really need to be
physically present at the branch
/ counter?
Issue DD on line
Do we really need to submit the
application form at the counter?
Transfer funds electronically
from your own account
Can we do away with signature
verification at the counter?
Verification through user id
and password
Achieve dramatic improvements
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
Request the bank to courier
the DD directly to the
Government savings on
beneficiary
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
Project Management Office/Unit
Change Management and Communications
Slide 18
5. Develop and
implement IT
system
6. Operate and
sustain
e-Governance Project Lifecycle (eGLC)
E-Governance
Strategy
Development
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…
Current State
Assessment
Future State
Definition
Implementation
approach and
sourcing
Critical assessment of
current business
processes and pain
areas
Process reengineering Define implementation
& to –be process
approach and phasing
definition
plan (functional and
geographic)
Identity IT enablement
Best practices in similar opportunities &
Assess detailed
environments
requirements
funding requirements
and business model
Assess legal
Define changes to legal
framework and current & regulatory
Develop vendor
limitations
environment
evaluation and
selection criteria
Assess current ICT
Develop People
systems and their
change and capacity Develop KPIs and
ability to support future building plan
performance levels for
plans
services and systems
Develop project
Assessment of current awareness and
capacities at all levels communication
and their preparedness requirements…
for e-governance..
Develop and
implement T
system
Definition of detailed
System operations and
functional and technical maintenance
requirements
Software change
System design and
management
development
Rollout services and
Software quality
systems (functionality
assurance, acceptance and geography)
testing and auditing
Objectives and benefits
Training and capacity evaluation and
building
reinforcement
Change management
and project
communications
Develop RFP
Project documentation
Bid evaluation and
vendor selection
Slide 19
Operate and
sustain
Project go-live
Sustained change,
capacity building and
communications..
e-Governance Project Lifecycle (eGLC)
E-Governance
Strategy
Development
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…
Current State
Assessment
Future State
Definition
Critical assessment of
current business
processes and pain
areas
Implementation
approach and
sourcing
Develop and
implement T
system
Operate and
sustain
Process reengineering Define implementation
Definition of detailed
System operations and
& to –be process
approach and phasing
functional and technical maintenance
definition
plan (functional and
requirements
Software change
geographic)
Identity IT enablement
System design and
management
Best practices in similar opportunities &
Assess detailed
development
Rollout services and
environments
requirements
funding requirements
Software quality
systems (functionality
and business model
Assess legal
Define changes to legal
assurance, acceptance and geography)
framework and current & regulatory
Develop vendor
testing and auditing
Objectives and benefits
limitations
environment
evaluation and
Training and capacity evaluation and
selection criteria
Assess current ICT
building activities in
reinforcement
The highlighted
Develop People
systems and their
and
change and capacity Develop KPIs
EGLC
out as part
Change management
Sustained change,
ability to support future building plan
performance levels are
for carried
and project
plans
services and systems
of the GPR
exercise capacity building and
communications
communications..
Develop project
Assessment of current awareness and
Develop RFP
Project documentation
capacities at all levels communication
Bid evaluation and
and their preparedness requirements…
Project go-live
vendor selection
for e-governance..
Slide 20
Approach to GPR
Problem
Problem Identification
Identification
and Definition
and Definition
Define vision and
objectives for GPR
Process Study and
Documentation
Analysis of citizen grievances
& complaints and pro-active
Voice of Customer surveys
Analysis of issues raised
Identification of problem and
defining unambiguous problem
statements
Slide 21
Process Analysis
Process Reengineering
& Defining To-be
processes
Process
implementation
/IT enablement
& validation
Approach to GPR
Problem Identification
and Definition
Define vision
Define vision and
and
objectives
objectives
for GPR
for GPR
Process Study and
Documentation
Define vision for GPR, from
problems identified, service
priority
Analyse services portfolio and
undertake service prioritisation
exercise
Define measurable objectives
for the GPR exercise
Slide 22
Process Analysis
Process Reengineering
& Defining To-be
processes
Process
implementation
/ IT enablement
& validation
Approach to GPR
Problem Identification
and Definition
Define vision and
objectives for GPR
Process Study
Process Study and
and
Documentation
Documentation
Process Analysis
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
Slide 23
Process Reengineering
& Defining To-be
processes
Process
implementation
/ IT enablement
& validation
Approach to GPR
Problem Identification
and Definition
Define vision and
objectives for GPR
Process Study and
Documentation
Process
Analysis
Process Analysis
Process Reengineering
& Defining To-be
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)
Slide 24
Process
implementation
/ IT enablement
& validation
Approach to GPR
Problem Identification
and Definition
Define vision and
objectives for GPR
Process Study and
Documentation
Process Analysis
Process ReProcess
Reengineering
engineering
&
& Defining To-be
processes
Defining
To-be
processes
Process
implementation
/ IT enablement
& validation
Elimination or automation of
Non Value Adding / redundant
activities
Identification of solutions (reengineered process)
Evaluation and selection of
best solution
Definition of To-be processes
based on the evaluation
Finalization of To-be processes
with department
Slide 25
Setting of target KPIs
Approach to GPR
Process
Problem Identification
and Definition
Define vision and
objectives for GPR
Process Study and
Documentation
Process Analysis
Process Re-engineering
& Defining To-be
processes
Process
implementatio
implementation
n / IT
/ IT enablement
enablement
& validation&
validation
Implementation of reengineered 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
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
How are the problems or needs identified?
There are two ways to gather VOC information
Voice of
Customer
Proactive Methods
Reactive Methods
Information comes though
Government's initiative
• Surveys / Questionnaires
• Focus groups
• Interviews
• Custodian feedback
• Point of Service contact..
Information comes through
customer initiative
• Customer complaints and
grievances
• Media…
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
Need for proactive methods for problem identification?
•
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
Need for proactive methods for problem identification?
Kano’s model^ of Customer Satisfaction allows us to understand the various types of Customers’
needs
Satisfaction
•
Delight
Based on Kano’s model, we can define
customer needs into the following types
− Basic
− Performance, and
− Delight
Performance
Indifference Zone
Requirement
fulfilled
Requirement
unfulfilled
•
Basic
It allows us to differentiate among the
three needs and understand how they
impact customer satisfaction levels
^ The Kano model is a theory of product development and customer satisfaction
developed in the 80's by Professor Noriaki Kano
Dissatisfaction
Slide 33
Need for proactive methods for problem identification?
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
Need for proactive methods for problem identification?
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
a period of
time to
Delight
needs become Performance needs and then Basic
• Over
Performance
needs
be fulfilled
needs. We
have to constantly sense the Delight needs and service the
− Spoken
andwill
Expected
customer to build a quality organization
− 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 35
Need for proactive methods for problem identification?
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
Need for proactive methods for problem identification?
•
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
How can we get inputs from Customer Experience
•
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
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
Slide 48