I

Project proposal - Process improvement and

mea$urement for Administrative Processes
While re-engineering is the way to go to revamp our archaic administrative proeesses and
structures, what with the arrival of the 2l't Century, eGov, Internet, Cloud computing,
Smart phones, Tablets (very affordable even for the Indian economy), and the penetration
of ICT across the whole of India, a new dimension is available. This allows us to think
out of the box and design a new; or re-engineered administrative structure which will see
India thrive into thg new cEntury
While re-engineering can make dramatic leaps into better governance, esp when designed
innovatively, it is fraught with risk, needs superb management skills, strong will and
support of the existing power structure.. Even when this environment is there, reengineering can be effective when the organization (the Civil Service, in this case), has
an open culture, trust, respect etc., This has to be nurtured, takes time and patience. With
process improvement (called various names by different practioners), we need a
"thermometer" to measure the change and its ir. ract. 'r4rile there can be various
measures, as sophisticated as ABC (Activity b:r c Accounting), Lean etc.. a simple ,
easy to understand and implement is suggested t . start with. This system essentially
measures the elapsed time for completing a pro( ;s, from the start of the process tiII its
end. The system is explained below:
*:
1. The system is triggered off by the arrival, or submission of an application, or input.
Typically there will be an "Inward", Receipt etc register, where the date, serial
number, applicant details, time, received by, etc are given. practically all Govt
departments have this register.
2. The application (or document), is then assigned to the person who performs the first
task on the document, there may be an inspection, or check step, or approval step etc.

3.

4.

5.
6.

thereafter.
Then it goes to the next step and so on till all the steps needed are completed
At this point the resultant document, (output) a finished ration Card, Permit, license
etc is made.
The output, is verified etc, as per existing processes and is entered in a Dispatch
register, and dispatched to the applicant.
The dispatch register would typically have, the dispatch serial number, date, time,
dispatcher, mode of dispatch etc. as also the Inward serial number of the original

application.
For our Process improvement measurement project, the process may be very simple or
complex, we donot go into tracking each step, but only focus on the Receipt and dispatch
Registers. The rest of the process is considered as a black box.
The Receipt and Despatch register information is entered into a Database (using a PC,
Notebook, a Tablet or even a Smart Phone). This can be done in realtirne or as a batch at
the end of the day, and loaded onto a computer database.

t
[( \

At the end of a period, which could be defined for the particular process, department etc.,
depending upon the volume of transactions/applications etc. From the Database reports
are made to help analyse typically the following: Each Input type will be in a separate
database

1. A serially

2.
3.

listed inputs, with serial number, received date, time

Serial number of the Output document/license, permission whatever, i.e. the
output name and serial -number, data given etc
The computer will also compute if the queue discipline was followed, of first in
first out, exceptions etc.

From this daily report the Head of the departmenVSection which is processing the Inputs
will see the daily and also cumulative performance of the Department. Exception reports
and MIS reports can be made by the computer for conditions like:
1. Delayed applications, with suitable follow-up by the Head of department
2. Surprisingly quick processing for some applications, possibly with further
analysis by the applicants names etc., to highlight if any exceptions or favours

3.

have been made.

Incase the process is long or complex and there are many delays, or the load is too
much, and the applicant wants things urgently, we could think at some sort of a
Tatkal system (aka railway tickets booking), in which there is a premium to be
paid for the fast service. You imagination can be free to improve the system. I
would suggest that the Tatkal fee be collected by the department and distributed
to the better performers or some sort of an incentive to open receive the Tatkal
premium and to disburse it to the better teams/workers. Imaginative ideas for
making a responsive system are needed, and would vary by situation.

The above system may, in keeping with the RTI guidelines be put up on the departmental
website, s0 the applicants can search the positions etc., and also point out delays or undue
favours. Bringing transparency into the process.

Further analysis could be done like:

1. Interdepartmental comparisons, like if similar work is done by different RTO's,
then a RTO-wise performance comparison.
2. If targets are set for the elapsed time of the application processes then the average,
minimum,.maximum time taken.
3. This analysis can be expanded to inter-district, or even-interstate basis etc, These,
esp. the Interstate comparisons would be a very transparent way to judge the
performance of each state, by state ruling party etc.
4. Analyzing the front runners, to reward those teams, or make them give them
recognition for their better performance, i.e. have a friendly competitive
environment.
5. Use the better departments to study the way they work, and let others emulate
them. So eventually we see (and can with this system), measure the status of each
unit, and also set performance improvement measures (metrics!).
6. Start a "Suggestion Scheme" where people can give suggestions to improve the
working, and use such talented people to train others. This would improve the