UID (Aadhaar) Enrolment Project Innovations in Execution

1,395 views

Published on

A presentation on the many innovative things we did while executing the Aadhaar projects both for UIDAI & NPR. The skills are transferable and applicable to any customer service project and/or any field based data collection or processing project like FI (Financial Inclusion), CSC (Customer Service Centres), ESeva / MeeSeva (billng & collection) etc.

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,395
On SlideShare
0
From Embeds
0
Number of Embeds
37
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

UID (Aadhaar) Enrolment Project Innovations in Execution

  1. 1. UID Enrolment Process Innovations We walk the talk Shivram Prasad, shivram.prasad@outlook.com, +91 9866233248
  2. 2. Project Management Services for ‘UIDAI & NPR’
  3. 3. With you…through the full project life cycle  Plan the roll-out  Procure kits  Recruit & Train people  Develop software tools  Deploy people  Deploy kits  Monitor & Improve numbers  Monitor & Improve quality  Maintain Client relations  Retrench people  Get kits back Get the order Scale up Analyse & Improve Scale down Enrolments Time Project Life Cycle
  4. 4. Or if you prefer…only some parts of the project  Recruit & Train people  Monitor & Improve numbers  Monitor & Improve quality Get the order Scale up Analyse & Improve Scale down You pay us a fixed charge for every trained & certified operator we provide. You pay us a fixed charge per kit for continuous process audit and/or performance monitoring You fix quality metrics (say 1.50%) as your target error %. Anything above 1.50% is paid by us Anything below 1.50% is our profit.
  5. 5. PMO Our team monitor all field level operations from here. Each activity has its separate owner. How it works Field Level Operations The entire field level team is on the payroll of the EA and salaries are paid directly into their bank accounts. No outsourcing of enrolment operations is being done. PMO • Data packets • Operations • Tech-Support • HR • Assets Activities monitored by PMO • DMS • Software • Payroll • Expenses • MIS • Quality Audit • Process Control • Data backup • DMS • Attendance • Logistics • Operations • Asset safety • Deployment • MIS Activities at the field level Every 50 kits are treated as a separate management unit o Manager – 1 o Process Supervisor – 2 o Logistics Exec - 1 Every 10 kits are treated as a sub-unit for sharing resources o Operators – 11 o Supervisors – 2 o Tech support - 1 Field Operations Team
  6. 6. War Room Like Setup has been created at a Central Location monitoring operations A team of young MBAs continuously watch the monitors. National CUG with free calls and SMS@ 1paisa help keep the costs low. Alerts raised on a real- time basis so immediate action can be taken.
  7. 7. Our PMO will have a “Fulcrum like Impact on your Operations”. Not 20 to 30% but more like a 2000% effect.
  8. 8. This is a consulting assignment where we take full-responsibility for you achieving your pre-defined targets of profit, productivity & quality i.e. we WALK-THE-TALK. We are so confident about our ability to deliver that we are willing to offer performance guarantees & also risk penalties for under-performance. Typical metrics are  Cost per enrolment  Profit per enrolment  % of demographic errors  Cost per kit  Enrolments per Kit-Month  Profit per Kit-Month “Hedge” your risks through a “collar option” Our fees are directly linked to one or more of the above metrics. we take a Share in the Profit but Absorb any loss
  9. 9. So… you no longer need to Outsource We will handle the petty issues for you, bring a sense of control over the project and keep your expenses under control. We will be with you through the full project life cycle. Most EA’s CAN very easily manage this project Yet, most prefer to Outsource. They do this because they get tired of handling the day to day issues, expenses going haywire, fraud, poor quality, complaints from residents etc., resulting in a HUGE amount of Top-Management time being lost in handling petty issues. Outsourcing Enrolment activity is TOO RISKY • The fine of Rs. 150/- per demographic error • The fine of Rs. 500/- per willful error • The legal risks associated with lost packets • The legal risks associated with lost documents • Outsourcing is in violation of the contract The legal risks could shut down a company
  10. 10. We come in AFTER you get the order • We do NOT bid - directly or indirectly - for any project. • We just help the EA who gets the order implement the project in a smooth and hassle-free manner – on time and within budget. • In every state, areas for different Registrars and EA’s are clearly demarcated so every EA has his own clearly defined business. There is absolutely NO competition between EA’s for business and they can focus on plain and simple execution. • This demarcation allows us to work with multiple clients across different regions. And so to that extent we are client-neutral.
  11. 11. Backgrounder to our PMO services
  12. 12. A chance assignment became a passion out of this passion a business was born
  13. 13. We did make many mistakes and learnt a lot from them. The learning helped us better define our methods and processes. The Innovative methods employed while executing the project won us laurels and helped build a reputation for the company that many would die for. In Oct 2010, A BIG company picked up India’s lowest priced order for Aadhaar enrolments (price was in the low twenties. ) It was an exploratory price aimed at getting an order to understand the business and develop strengths in it, rather than making money. The company was budgeting for a loss and told me that if I could help them break-even, they would be very happy. I took on this challenging assignment and… In 2-months we broke even and from the 3rd month onward we started making decent money. Made money for next 6-months with the last month showing a marginal loss.
  14. 14. 18 months Two Full-Life-Cycle Project Implementation HUGE learning, Fewer Mistakes Ready to GO
  15. 15. About Us
  16. 16. It is not the company which delivers. It is the people. It doesn't make any difference whether the product is cars or cosmetics or Aadhaar A company is only as good as the people it keeps.
  17. 17. Shivram Prasad You will find us to be simple and warm people who want to do good for you and you can rest assured that we will never betray your trust. Money is a by-product of good-work and not an end in itself. A sincere company which works “with its heart” is better than a glamorous one with flashy credentials but which betrays the trust of its customers. (a’la the Greg Manifesto) A management graduate from a Top-5 Institute. He has 20+ years of experience in the IT sector. His career path has moved in sync with the evolution of the Indian IT sector – from IT hardware to Services to Software to BPO and now to Management Consulting. Good Quality Execution, On Time & Within Budget, is his Strength.
  18. 18. We work with passion o Young Male o Unmarried o With a bike o Willing for field work o OK with temporary type of job o Preferably have an MBA We feel that the Ideal Supervisor Profile for this project is: I am supported by a wonderful team of such people. They have worked with me for the last 18-months on 2-full life-cycle UID projects and have seen it end-to-end. No fancy degrees. No fancy background. Just ordinary, sincere people who will take ownership and put their heart into the work.
  19. 19. What makes us different
  20. 20. 2-BIG MNCs had the same excellent processes – stretch targets, monthly reviews, bright people, rewards & penalties… Yet in one targets were met while in the other the CEO was fired. The difference – execution ability. PE funds look for this “ability to Execute” in the entrepreneur they decide to fund. They have learnt the hard way that “good execution” is hallmark of a successful venture. A lot of people have ideas, very good ideas, but how many people have the ability to translate these ideas into concrete execution plans and then actually get the work done. How many people can translate an idea into a “Nano”? Execution – the key differentiator It is our ability to “Execute” that sets us apart. Give us a price, a start date, some money and leave the rest to us.
  21. 21. Working Model 1 (Preferred Model) Profit Share based We share the amount left over after deducting all direct costs including a logical rental for the kits and interest for working capital. Losses – if any - are to our account. Working Model 2 Per-Enrolment based We are paid on the basis of the number of enrolments generated in a month. And the fines – if any – levied by UIDAI for bad demographic quality are paid by us. Performance Based Fees The Buck stops with us We take direct responsibility for the execution of the ENTIRE project – from recruiting, training, deployment, daily operations, project monitoring, QUALITY CONTROL ... basically all the way till closure of the project and return of the kits. Enrolments Time Project Life Cycle
  22. 22. HighQuality LowQuality High Price Low Price Premium Price Conscious Value for Money I am willing to pay more if you can justify the extra cost. Price is a consideration. I want ONLY a BIG Name, preferably an MNC. Price is secondary. I will ONLY go for the LOWEST priced offering. Come what may. Our Positioning Our Positioning
  23. 23. No Excuses, Just Results We have successfully executed the UID project for 18 months. The Aadhaar project was in its initial development stage with all the attendant problems of a project scaling up. In this ever- changing, challenging environment filled with constant surprises and moving goal- posts, we successfully executed 2-big- full life cycle projects. Both have won excellence awards and are also in the top 5. Impressive Track Record
  24. 24. This is a consulting assignment where we take full-responsibility for you achieving your pre-defined targets of profit, productivity & quality i.e. we WALK-THE-TALK. We are so confident about our ability to deliver that we are willing to offer performance guarantees & also risk penalties for under-performance. Typical metrics are  Cost per enrolment  Profit per enrolment  % of demographic errors  Cost per kit  Enrolments per Kit-Month  Profit per Kit-Month “Hedge” your risks through a “collar option” Our fees are directly linked to one or more of the above metrics. we take a Share in the Profit but Absorb any loss
  25. 25. Nobody in India does things the way do An EGOTISTIC statement. No, Far from it. We genuinely believe this to be true. We hope you will also agree after seeing the remaining slides.
  26. 26. The next slides are examples of our work culled from our projects. If you like them, feel free to copy them. That's OK. However, if you want an “execution partner” call us. Because if you can translate an idea into a “Nano”, you don’t need us.
  27. 27. “Lean” concepts drive anything & everything we do
  28. 28. We are modeling ourselves on the philosophy of the “Ginger Hotels”, a Tata group company and its “Smart Basics” concept. Our Role Model We want to redefine service- delivery in the e-governance space using the same “Smart Basics” and Lean concepts.
  29. 29. We addressed the PAIN POINTS  Tools for EID packet reconciliation.  Minimize packet losses  Minimize lost profits  SLA for demographic errors = 0.00%  Tools to enable daily completion of DMS  Processes to ensure minimal equipment losses Data Packets Quality Metrics DMS Documents Equipment Safety  Tools to track attendance  Tools to track hour to hour performance  Tools to get enrolment data seamlessly People Management  Continuous 2-way data flow for better planning Planning  Online training module (CBT) to allow scalability Training  Profits are directly proportional to OUTPUT. Our infrastructure, processes & tools ensure very high output with low errors. (output > 9,000 in a 6-months period) High Profits
  30. 30. Industrial Engineering Concepts Time & Motion Study o Ergonomics o Work Area Layout o One best way o Work Methods o Standards o Controls o Etc. Etc.
  31. 31. Identification of Focus Areas Family Size: 6 Category Average in Sec Average as % Category Waiting for next Family General 32 53 17% 10% 17% Time for Family to Settle down 21 7% Search for Info in KYR+ KYR+ 2 46 15% 0% 15% Filling initial details in KYR+ 6 2% Filling Member info. in KYR+ 34 11% Click on Update data in KYR+ 4 1% Import data in Aadhaar Aadhaar Demo 2 45 15% 0% 54% Filling Demographic Details 44 14% Facial Photo Photo 13 13 4% 4% Left IRIS IRIS 12 20 6% 4% Right IRIS 8 3% Left Hand Finger Print Finger 34 74 24% 11% Right Hand Finger Print 23 8% Thumb Finger Print 17 5% Review Review 10 16 5% 3% Time to Print Confirmation 6 2% Updating Enrolment-Id in KYR+ KYR+ 33 42 14% 11% 14% Time to give Family receipt 9 3% Total time (Sec) 308 308 100% 100% Total time (Min) 5.14
  32. 32. Controllable Factors o Ergonomics o Workstation layout o Work Methods
  33. 33. Our ability to think out-of-the-box and design innovative but cost-effective solutions was appreciated by one and all. Innovative solutions This Aadhaar Enrolment Station design helped the company generate a 30% higher average. The extra cost was recovered in a few weeks. Nobody to learn from, nobody to copy from. Aadhaar is a “first-to-the-world” type of project. No one had ever done this kind of project. Used 2-Monitors with an external keyboard and mouse on a laptop, 17” square monitors, 27” high Keyboard Handrest, 22” high Fingerprint Scanner stool, Comfortable Operator Chair and overall good ergonomics helps in fast enrolments. An Individual Workstation (Ergonomics)
  34. 34. Continuous Innovation – Our Success Mantra We kept improving the design of the workstation to reduce costs and to make it easily transportable so that it could also be used in remote villages. Just fold it and transport it. Or just un-assemble it.
  35. 35. Continuous Innovation – Our Success Mantra Low Cost & Easily Transportable
  36. 36. Continuous Innovation – Our Success Mantra Stackable & Easily Transportable The work-top design is such that the fingerprint scanner is at the thigh-level making it convenient for the resident to apply the correct pressure.
  37. 37. Continuous Innovation – Our Success Mantra The work-top design aids in easy operator sign-off
  38. 38. Continuous Innovation – Our Success Mantra Low Cost & Easily Transportable The tube light and stand has been further improved to make it much smaller and easily transportable while still getting quality photographs (Most pass on the first attempt with > 85% rating)
  39. 39. With operations spread across India and in remote villages it is very easy to loose control of the operations. Hence the emphasis on software tools to manage operations.
  40. 40. • Which station has not started by 10am?.....Which station is down for more than 2 hours? • Why is the gap between enrolments more than 42min and it is not a normal lunch hour? • Why are the enrolments between 3pm and 4pm below the hourly target of 12? We give you answers to these kind of questions - and many more - on a real-time basis, so you can take immediate corrective action. Open the enrolment operations black box
  41. 41. Act in Haste, Repent at Leisure 6-day Moving Average (Outputm + Outputm-1 + ... + Outputm-5) / 6 Intra-Week fluctuations o Some days more people turn up. o Unforeseen Events like disturbances o Equipment failures o Operator Issues o Power Outages o Etc. Etc.
  42. 42. War Room Like Setup has been created at a Central Location monitoring operations A team of young MBAs continuously watch the monitors. National CUG with free calls and SMS@ 1paisa help keep the costs low. Alerts raised on a real- time basis so immediate action can be taken.
  43. 43. This graph shows up in the client machine (Sample)
  44. 44. This tool captures enrolments as they happen – LIVE (all over INDIA) (Its syncs with the station every hour.)
  45. 45. This tool captures enrolments as they happen – LIVE (all over INDIA) (Its syncs with the station every hour and analyses the EID data) State xxxxxxxxxx District xxxxxxxxxx BE Name xxxxxxxxxx Station ID 25031 1st Enrolment Time 10.39 AM Last Enrolment Time 5.37 PM No of Hours Worked 6hr 57 min Total Enrolments Done 75 Average Enrolments per Hour 12 Average Enrolment time 5 min Min Enrolments/Hour 3 Max Enrolments/Hour 13 Min Gap Between Enrolment 3 min Max Gap Between Enrolment 40 min Break Down > 1 Hour No Work Started by 10 AM No Work Started by 10.30 AM Yes Work Started After 10.30 AM - Work Ended Before 5 PM No Work Ended between 5 PM to 6 PM Yes Work Ended between 6 PM to 7 PM - Work Ended After 7 PM - Operator daily report SNo Enrolment ID End Time Gap 1 xxxxxxxxxxxx 09:43:25 2 xxxxxxxxxxxx 09:46:54 00:03:29 3 xxxxxxxxxxxx 09:52:16 00:05:22 Station ID 98023 94528 Ttl Enrl 70 53 < 9a 0 0 9-10 0 6 10-11 9 11 11-12 12 11 12-1 14 10 1-2 13 8 2-3 12 1 3-4 6 6 4-5 4 5-6 > 6 1st Enrl 10:04a 09: 16a Last Enrl 16:13p 15:40p Enrl Time 6h 09m 6h 24m
  46. 46. This screen analyses the synced data for comparison across different days.
  47. 47. This screen drills down into what happened at the kit level - minute to minute
  48. 48. Analysis of the daily performance of a Manager
  49. 49. How to reduce the variability in output. Good People IN, Good Output OUT (GIGO)
  50. 50. Overview of the Onboarding process 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Recruitment Job Portal Search & Mails Walkin Schedule Mail Selection Offer Letters Sent Out Pay Challans Training Sify Certification (1st Attempt) Sify Certification (2nd Attempt) Documents upload Employee Joining OperatrActivation Candidate Enrolment Send EID Packets Upload EID Packets to CIDR Priority Processing UID Generation Client ID Creation & Activation
  51. 51. The BIG Differentiator – Communication Skills 30%to50% Communication Skills ....... IQ....... Social Skills
  52. 52. BPO-Style Recruiting – Focus on Communication Skills
  53. 53. Tight control over the recruitment process
  54. 54. Apply Online (ONLY)
  55. 55. Online Recruitment (Operator)
  56. 56. Online Recruitment (Manager)
  57. 57. Analysis of the the daily performance of a managerRecruitment “Walk-In” Management
  58. 58. Shortlisted Candidate Database
  59. 59. Offer letter issued online
  60. 60. Assets Safety Agreement AGREEMENT CUM UNDERTAKING FOR ASSETS GIVEN BY THE COMPANY TO THE EMPLOYEE This agreement is made and signed on ………. Day of …………… BY AND BETWEEN XXXXXXXXXXXXXXXX, a company having its registered office at XXXXXXXXXXXXXXXXXXXXXXXXXX (hereinafter referred to as “Company”) AND Mr/Ms/Mrs.………………………………………………………..… Son / Daughter of …………………….……………………………. Residing at ..……………………………..……………… ….………………………………………………. (hereinafter referred to as an “Employee” or as “Individual”). Whereas the company is providing the assets described in Annexure A to the Employee for official use. Now, in consideration of the use of the assets, the employee covenants as under;  I undertake to use the asset only for the business of the Company and shall not use it for any unlawful or prohibited purpose.  I undertake to take proper and reasonable care of the asset at all the times, and shall take all necessary care to safeguard/protect the assets of the Company……………………………
  61. 61. Own Automated Training Module (Duplicates Sify). It analyzes scores and helps the candidate by hinting at the correct answer thereby forcing him to learn.
  62. 62. How to ensure Quality at the Operator Level EA Code Name(Spelling) Gender Relationship(s) CompleteAddress DataAesthetics Age DocumentsGiven NoofDocuments TeluguSpelling TeluguMissingWords FullPhoto ClearPhoto PhotoBackground MatchingData ClearPrintoutofEID Sign Stn_ ID Year Month Day Emp_ID Ration Card Y N Number Count Op Hour Min Su Sec QC Ration Card Y N Number Count Op Hour Min Su Sec QC Hour Min Su Sec QC
  63. 63. Employee First, Everyone else Second
  64. 64. The Result
  65. 65. Higher Quality
  66. 66. Higher Output
  67. 67. Higher Profits
  68. 68. Nobody in India does things the way do We hope you NOW agree with us.
  69. 69. Primary Contact Name: Shivram Prasad, Role: Head of Operations Email: shivram.prasad@outlook.com Mobile: 09866233248

×