Choose Report Type
Publication Date
Report Upload
Download
(5.56 MB)
vertical
शासन और अनुसंधान
PDF Text
P a g e 1 | 48
A Report on implementation of
Kaizen
TM
/ Lean at NITI Aayog
(This study was carried out with the financial support of NITI Aayog,
Government of India, and conducted by
Kaizen Institute SAIN LLP – Ahmedabad, India).
Prepared by:
Gopinath Prabhu; Sourabh Satbhai & Piyush Sood
Principal Consultant:
Jayanth Murthy
KAIZEN INSTITUTE(SAIN) LLP
207 ABHIJEET - 1
NEAR MITHAKALI SIX ROAD
ELLISBRIDGE
AHMEDABAD - 380006
P a g e 2 | 48
Table of contents Page #
1. Acknowledgement & Disclaimer 3
2. What is Kaizen? 4
3. Why Kaizen in Government? 5
4. Kaizen Phase 1 journey @ Niti Aayog 7
5. Assessment – Scoping & recommendations @
a. VC’s office 8
b. S&T Vertical 10
c. Admin Vertical 11
6. Approval of projects @
a. VC’s office 12
b. S&T Vertical 13
c. Admin Vertical 14
7. Arriving at Concepts + Demonstration through POC (Proof Of Concepts) @
a. VC’s office 17
b. S&T Vertical 19
c. Admin Vertical 20
8. Implementation of concepts & projects @
a. VC’s office 22
b. S&T Vertical 38
c. Admin Vertical 39
9. Future actions 47
P a g e 3 | 48
Acknowledgement & Disclaimer
Acknowledgement:
This study was carried out with the financial support of NITI Aayog, Government of India, and
conducted by Kaizen Institute SAIN LLP – Ahmedabad, India.
Kaizen Institute SAIN LLP acknowledges the support extended all the Senior Officers & their staff in
NITI Aayog for the study & implementation of Kaizen/ Lean in NITI Aayog.
Disclaimer:
Kaizen Institute SAIN LLP – Ahmedabad, has received the financial assistance under the Research
Scheme of NITI Aayog (RSNA – 2018) to conduct the study; help the above-mentioned teams in
implementing Kaizen & prepare this report.
While due care has been exercised to prepare the report using the data from various sources, NITI
Aayog does not confirm the authenticity of data & accuracy of the methodology to prepare the report.
NITI Aayog shall not be held responsible for findings or opinions expressed in this document. This
responsibility completely rests with Kaizen Institute SAIN LLP.
P a g e 4 | 48
What is Kaizen?
Background:
It has been observed that the government organizations; from local governments, state departments,
ministries, municipalities, defence forces to big national agencies are increasingly focused on
improving their performance. Additionally, the citizens are demanding a change.
In order to improve, many Governments are turning towards Lean.
Lean is a culture, a way of thinking and a set of tools which is tried, tested and often used by businesses
to boost performance. They are doing so by cutting waste to improve service delivery and reduce
costs. At the core of Lean is the spirit of continual improvement/Kaizen®. This culture of continuous
improvement is applied on the ground (not in seminar rooms!) and is best applied by the real people
who manage and handle their daily work.
Kaizen
TM
‘Kai’ means Change and ‘Zen’ means for better (or incremental) i.e. Change for Better or
Incremental Change. Kaizen
TM
is the heart of the Lean philosophy
Lean Management or Kaizen
TM
helps to streamline processes and offices, where most of the
inefficiencies occur. This is possible only if people in the organization are given the right Lean skills &
have the right capabilities.
Kaizen® focuses on process before results and lays importance on meeting the needs of the
internal customers in order to serve and satisfy the external customers.
P a g e 5 | 48
Why Kaizen in Government Offices?
A typical office has lots of opportunity to improve, eg:
- Has a lot of hidden waste….in the form of rework, searching, double filing, duplication of efforts,
processes with long lead times, information ‘overload’ etc,
- Leading to dissatisfaction to both internal and external customers as service delivery is often not
On Time, In Full or, Error Free (OTIFEF)
- Leading to waste of all resources: People, Space, Utilities, Material & Machines
Benefits:
Better services are of more value for the taxpayer’s money! We also see that a Lean government is a
means to expand the capacity of the government to provide more services per unit of investment.
Apart from this there are few other benefits like:
- Improved public service (time to delivery and quality of service)
- Improved workflow and service to internal customers
- Release of space converted for other purposes
- Saving of costly national resources
- Better organized workplaces in several offices
- Most critical – AN ENERGIZED PUBLIC SERVANT
How Kaizen Lean works in Government?
It follows learning by doing approach and focuses on improvements followed by sustenance. It
happens only at the real place (the office!), is driven by the real people (staff!) and by tackling real
issues (pain areas!).
The objective should be to build Lean & Fit public service organization.
This is done by leveraging the 4P model of Kaizen®, which is applied to public service organizations.
P a g e 6 | 48
Understanding 4 P model for improvement
The first two P aim at actual improvements while the third P focuses on people – the key is to train &
engage them.
The reason this 4P model has caught the attention of various government organization is because it
addresses the fundamental aspects of improvement within Government organizations. It is simple,
robust and action oriented. It is not about forming committees that table reports and findings!
P a g e 7 | 48
How Lean Government is different from Conventional Governments?
Conventional Govt. Lean Govt.
Principles
Controllership, Conformance,
Policy
Engagement, Continuous
Improvement, Value
Decision Making
Excessive approval gateways,
marred accountability, decision-
making by committee, difficulty
in gathering appropriate
information
Rapid & informed because of
few approval gateways,
individual accountability,
effective during crisis
Risk
Feared or dismissed, thereby
exacerbating further risk
Measured & calculated, often
anticipated using scenario
planning
Productivity
Measured by volume of input &
output (quantity), hampered by
indecisiveness & aversion to
risk.
Measured by value & efficiency
(quality), linked to strategy or
operating plans
Attitude towards change
Threaten conformance, culture,
and habits.
Creates improvement & ways of
increasing system value
Stakeholders
Dependents within the system;
confrontational relationships
Partners with the system,
enables for improving service
delivery
Source: WHO country reports
Conclusion
Waste is everywhere and the need for improvement is unlimited. Developing a formal structure to
implement Kaizen
TM
for driving a Lean Culture is a welcome step that should be taken by all
Government organizations. Excellence is a journey and not a project.
P a g e 8 | 48
Kaizen Assessment & Pilot Study at NITI Aayog
Honourable Vice Chairman along with NITI Aayog team that included CEO, Members & Advisers of
different verticals decided to implement Kaizen in 3 areas of NITI Aayog under “Research Scheme of
NITI Aayog 2018 (IRSNA2018)”, which is administrated by Governance & Research vertical in NITI
Aayog.
The Governance & Research vertical of NITI Aayog released the contract for the Research Study to
Kaizen Institute SAIN LLP – Ahmedabad under the contract No. O- 1 50 1 Z / 60 / 1.
The technical aspect of the study pertains to Administration vertical and hence Director
Administration of NITI Aayog was selected as the 'Nodal officer' for monitoring the progress of
technical part of this ‘Research study'.
The three areas selected were -
In June’19, KI Consultants were asked to study the processes in these 3 areas and recommend the
improvement projects for improvement
P a g e 9 | 48
A. Scoping – VC’s office & recommendations for improvement
In June 2019, KI Consultants did detailed study of processes followed in VC’s office and the Roles &
Responsibilities of different level of Officers & Staff in VC’s office. Based on the study of processes &
physical workplace, the following points for improvement were identified for VC’s office
1a. Observation: There is no visual status of projects that were decided by every vertical during the
off-site meeting.
1b. Recommendation: Visualization of status of every project through Project trackers with
• Traffic light system for performance status of each task in every project
• Green if meeting target & Red if not meeting target
• A summary status of all projects – for easy monitoring by VC – during monthly review
2a. Observations: Currently the tasks/ actions/ suggestions given by VC are noted & recorded during
• Regular Meetings with many in meeting rooms/ Conference halls &
• Meetings in VC’s room with one of the VC’s staff present
• Some tasks/ actions are recorded in e-office, but many points are jotted down by PS/ APS in
their notebook.
o – challenges in retrieving from manual notebooks & tracking
• Tasks/ actions/ suggestions decided during One-on-One meeting with VC are not noted/
recorded since VC’s office staff are not present in such meetings
o There are chances of these points lost unless VC remembers and orally informs PS/
APS or any of the VC’s staff or vice versa.
2b. Recommendation: Based on the points mentioned above (under item 2), KI consultants suggested
a “Manual Visual Task Board” for VC’s office, with task cards.
3a. Observations/ Discussion points: PS to VC wanted an application for VC’s office which will have
• Organization chart with deployment up to MTS level - with photos; Roles & Responsibilities –
to include
• Link officer reference
• Distribution of work
3b. Recommendation: Based on the points mentioned above (under item 3), KI consultants suggested
a “HR deployment Tree” for VC’s office.
• The application should
o Have a master data base of all officers/ staff working in VCs office
o Data base to cover all the necessary information mentioned above
o Be easy to navigate to different levels with click of PC mouse.
P a g e 10 | 48
4a. Observations: The workplace in VC’s office esp. rooms 123 & 127 were not Organized well.
• The Workplace is cluttered- esp. in room 123
o Too many old files/ documents/ books stored every where cluttering the workspace
• The staff complained that there is no space for the storage of files/ books, the root cause-
o The staff did not have clear guidelines from seniors regarding weeding out of any
document/ file – because of which the files/ documents got accumulated over
years…
• Sample photos attached below for reference:
• Retrieval of files/ documents takes more time with the kind of file storage system. Refer
sample photos attached below:
4b. Recommendations: KI consultants suggested implementation of “Workplace Organizational tool
– Five S” for VC’s office.
• The Five S will help in
o Removal of all old & unnecessary documents + unnecessary & extra equipment in a
logical way – so that the space is decluttered.
o Arranging files & documents in an order with Standards created – for easy access &
quick retrieval by anyone in VC’s office
- Dependency on staff for file/ document retrieval is reduced
o Make the place clean & tidy so that the productivity of staff improves.
P a g e 11 | 48
B. Scoping – Science & Technology vertical & recommendations for improvement
Observations: S&T vertical of Niti Aayog supports following Departments/ Ministries
1. Department of Post
2. Department of Electronics & IT
3. Department of Telecom (DOT)
4. Department of Science & Technology
5. Department of Biotech
6. Department of Scientific & Industrial research + CSIR
For each of the above departments, S&T vertical gets involved in
Note: SFC – Standing Finance Committee (Project < Rs. 500 Cr.) &
EFC - Expenditure Finance Committee (Project > Rs. 500 Cr.)
Each report goes through various levels depending on category SFC or EFC –
Example:
1. Dy. Adviser
2. Joint Adviser
3. Adviser
4. CEO
5. Member
6. VC
7. To either PMO or respective Department/ Ministry
Through e-office one can track where the different reports for different departments are pending,
However, there is no visualization of whether every task in each project is as scheduled or is there
any delay, and if there is a delay where & how much delay is not known.
Recommendation: Preparation of Report to be considered as a “Project” with various tasks & sub
tasks. Visualization of status of every project through Project trackers with
• Traffic light system for performance status of each task in every project
• Green if meeting target & Red if not meeting target
• A summary status of all projects – for easy monitoring by S&T Vertical Adviser during weekly/
monthly review with S&T team.
P a g e 12 | 48
C. Scoping – Admin vertical & recommendations for improvement
Observations: In June’19 as advised by the Adviser of Admin Vertical, KI Consultants studied the
processes in the following Five departments/ sections
1. Admin 3, 4 & Accounts
2. General – 3, 4 & HoD
3. Admin – 1, 1B & 2
4. General – 1 & 2
5. Admin & Communication
Recommendations: Based on the study of processes & physical workplace in five sections of Admin
vertical, the following points for improvement were identified
1. Preparing a visual HR deployment Tree for overall NITI Aayog
• Advisor of Admin should be able to see the deployment in every vertical; every section in each
vertical to lowest level staff including contract staff – all with a click of icons on the computer
screen.
• The data of deployment updated in standard tables by respective sections in Admin would be
linked to the above-mentioned dashboard.
2. Simplification of DAK handling & Scanning process – in June’19 during assessment were found to
be disjointed & dislocated
• DAK (CR – Central Repository) receiving & recording in ground floor
• For scanning they are sent to 2
nd
floor
• Again, brought back to ground floor for “recording & distribution”
3. Feasibility study to optimize e-procurement & e-payment process in e-office
• Without affecting Policy/ Financial requirements & Govt. audit requirements
4. Simplification of Medical re-imbursement process
• During assessment we found few hand-offs & duplications of work
5. Making Protocol office a Well Organized and Visual Office –
• Removal of old files & moving them to record room
• Visual trackers & checklists for every major event/ meeting supported by protocol team
6. Simplification of GPF (Group Provident Fund) process
7. Simplification (esp. scanning) of PBR (Pay Bill Register) process.
Note: For Phase 1, Admin Adviser was requested to select 3 out of the 7 improvements mentioned
above
P a g e 13 | 48
Project approval – VC’s Office
Based on the discussions between VC, PS to VC & KI Consultants on 7
th
June’19, the following
projects were taken up for implementation
1. Visualization of top 2 or 3 Programs or KPIs for each of 25 Verticals. A dashboard to be
prepared.
• The programs/ KPIs would be selected from the Annual Action plan document generated
recently by NITI Aayog team.
• KI Consultants to prepare tracker for one of the verticals in XL spread sheet as Proof Of
Concept (POC).
o It should have the traffic light system for better visualization - Green if program or KPI as
per plan; Red if delayed. Once approved, the same to be replicated for all Verticals.
• VC suggested that once POC (developed by KI consultant) is approved by his office, the NIC
team in NITI Aayog to also convert the above-mentioned project tracker into the Digital
platform.
2. Preparation of VC staff deployment Tree – KI Consultants agreed to develop the deployment
tree & master database using MS Office.
• VC suggested that the same to be converted into Digital App by NIC team of Niti Aayog. – An
App., easily navigable with click of a button and
• Review the current “Distribution of Work”
3. Training and hand-holding VC’s Staff to make their workplace (esp. Room Nos. 123 & 126) – a
Well Organized & Visual Office.
• KI Consultants to train VC’s office staff on Five S methodology
• Files/ documents that need to be discarded – to be identified, sorted & kept separately for
review & weed-out decision by APS & PPS
• KI Consultants to identify methods to MUDA (Waste) of movement, transport, piling of News
Papers, Magazines, Books, etc.
4. A real time Digital dashboard/ Message board to cover “Close Looping” of the following.
• Notes/ written instructions
• Oral inputs during one-on-one meetings
• Regular meeting minutes
• Email/ DAK with VC’s comments
It was agreed that KI Consultants along with Officers of VC’s office shall prepare a “Block diagram”
covering the above points under item 4 and NIC team shall convert the same to a Digital Task/
Message Board.
P a g e 14 | 48
Project approval – S & T vertical
Based on the discussions between Adviser S & T; Joint Adviser S & T and KI Consultants, project
tracker in the form of “Gantt chart” to track status of various tasks in each of the projects/ programs
has been finalised.
1. KI Consultants to develop the project tracker format (for every report they generate- as
mentioned in page 8) in Excel Spread sheet as Proof Of Concept (POC).
• It should have the
o Data entry formats – project name, main task & sub task
o Traffic light system for better visualization - Green if task or sub-tasks are completed
as per plan; Red if delayed.
o Summary of status of all projects/ reports in one page for S & T Vertical – which
helps the reviewer(s) (Adviser/ CEO/ Member/ VC) in visualizing the status without
going into details.
2. NIC team of NITI Aayog to do Digitization so that the same can be incorporated in NIC platform
• Once approved, the Project tracker to be replicated for all Verticals.
• Separate log in page for every Vertical
• Summary sheet for every Vertical
P a g e 15 | 48
Project approval – Admin vertical
Based on one-on-one discussions between Adviser Admin & KI Consultants, following 3 projects
were selected by Admin Adviser for the implementation of Phase 1 from the list of 7 improvements
identified earlier.
1. Preparing a visual HR deployment Tree for overall NITI Aayog & for every Vertical
• Currently most of the points suggested by KI Consultants is available in e-office but some
changes are required to incorporate the requirements
• KI Consultants to prepare HR deployment tree format in MS Office - Excel spread sheet.
• As informed by VC, the same to be replicated in Digital form by NIC team of Niti Aayog.
• The application should
o Have a master data base of all officers/ staff working in Niti Aayog.
o Data base to cover all the necessary information like for Eg: Employee name, ID
number (Central Govt); Cadre/ Grade/ Category; Photo, Roles & Responsibilities;
distribution of work; link officer system, etc.
▪ If the above-mentioned information is already available in the form of MS
Office platform, NIC team to link the same to the HR Deployment Tree so
that the work of duplicating data entry is eliminated.
• HR Deployment tree to be replicated to every senior level (VC, CEO, Members, Adviser, etc.) &
every Vertical.
• Be easy to navigate at different levels & different Verticals with click of PC mouse.
2. Simplification of DAK handling & Scanning process
3. Making Protocol office a Well Organized and Visual Office
P a g e 16 | 48
VC’s Office – Concept of Project tracker
Project tracker in Gantt chart format
Project tracker details:
For every project of every vertical, there would be a Master database to input the tasks in each
project/ program with
• Planned start date
• Actual start date
• Planned completion date
• Actual completion date
During Digitization, NIC team to ensure the following user-friendly features
• Selection of vertical
• Selection of a project/ program under that vertical
• Visualizing the status of every task in each project/ program
VC can monitor the progress of
each project/ program in this
format once a month
P a g e 17 | 48
VC’s office – Concept of Digital Message/ Task Board:
Block diagram with flow is shown
The Digital message/ task board cuts across all levels who are respondents to the task assigned by
VC.
The summary of status of all tasks to be visualized in one page – the status in Traffic light system –
• Green if task completed as planned & Red if there is a delay.
P a g e 18 | 48
VC’s office – Concept of Manpower deployment Tree (sample):
Position as on 1
st
July 2019
Database structure (sample) for Manpower deployment tree – VC’s office:
Physical Workplace improvement – VC’s Office
What is Five S & Why Five S? Organogram for VC's office
APS to Vice Chairman 2
Sr. PPS1
PS3
ASO1
Asst. PS 1
LDC1
1st PA2
LPA1
MTS5
Attendant 2
Driver3
Ravinder Kumar, MTS Manish Kumar, Attendant
VK Suman, Sr. PPS
Bhura Singh, MTS Vijay Bahadur Yadav, MTS Prem Pal, MTSSuresh Kumar, MTS
Padmavathi Ravi, PS Sonia Motwani, PSR.P. Singh, PSSanjay Vasnik, ASO Manoj Saxena, Asst. PS Ramagya Maurya, 1st PA
Raghvendra Pandey
Pushpa Rawat, LPA
Salim Ahmad, LDC
Shivam, APSNeera Bali, APS
Dr. Rajiv Kumar
Photo
of PS
P a g e 19 | 48
P a g e 20 | 48
S & T Vertical – Concept of Project tracker
Project tracker – weekly tracking by CEO/ Member/ Adviser
Project tracker details:
For every project of S & T vertical (report that they prepare), there should be a Master database to
input the tasks & sub-tasks in each project/ report with
• Planned start date
• Actual start date
• Planned completion date
• Actual completion date
During Digitization, NIC team to ensure the following user-friendly features
• Selection of Vertical (in this case S & T)
• Selection of a project/ report under that vertical
• Visualizing the status of every task in each project/ program
• A summary page to show the status of every project/ report.
P a g e 21 | 48
Admin Vertical – Concepts
A. Process mapping of DAK process – as on July’19
Legend
1. Details of process mapping:
• KI Consultants with DAK team listed down every activity (step) of the process - right from
receiving DAK/ Courier/ Hand -delivered items to distribution of the same to different
Verticals/ officers/ sections.
• Each activity was written on “Post-it” (Sticky Notes)
• The current process handler for every activity (process step) was identified & written on
Post-it (Sticky Notes)
• On a large chart paper, the post-its with “Handlers” was pasted on Left and against each
handler the activities they handle was pasted – as per the sequence they are processed.
• The linkage between the process steps was established through arrow marks
• KI Consultants along with DAK team discussed every activity/ step in the process – “whether
the activity/ step is VA (Value Adding) or NVA (Non-Value Adding). If it is NVA, Kaizen ideas/
Kaizen bursts were identified to mitigate/ reduce the NVA.
2. From the Kaizen Bursts, it was identified that the Muda of movement & transportation can be
eliminated by shifting “Scanning activity” from 2
nd
floor to the DAK Room.
P a g e 22 | 48
B. Process improvement - Concept – Protocol office
KI Consultants suggested a Visual tracker (Manual) for all the events managed by Protocol office
1. Details of Visual Task Tracker Board:
• The event(s)/ tasks that are repetitive in nature that are handled by Protocol office are listed
on the Left (1
st
Column) of the Board.
• There are 31 columns – representing maximum 31 days in a month.
• Small task cards were printed – which has space to write Task name, date & time and the
officer/ staff responsible to execute the task.
• Daily morning, the protocol; office will have 10 minutes standing meeting in front of this
Task Tracker Board.
o They discuss & check whether all the tasks have been executed previous day as per
the schedule. If yes, the task is removed. If it is NO then the task is rescheduled as
per User department’s request, the task card is moved to revised date column.
o Any new task that is requested by User departments is added to the Board as soon
as the request with necessary approval is received by the Protocol office.
2. Advantages of Visual Task Tracker Board:
• Everyone in Protocol office is aware about every task and who is responsible to complete &
when.
• It is visual reminder – for everyone
• If any officer/ staff in Protocol office is on leave/ absent due to personal emergency, other’s
aware about the task can execute without any delay or any unnecessary follow-up from the
user department.
P a g e 23 | 48
Implementation @ VC’s Office:
1. Project Monitoring System & Dashboard for VC’s office – developed by NIC team
a. Project input form for all the verticals
b. Project/ task updation form
P a g e 24 | 48
c. Project input form for all the verticals
d. Login Page
P a g e 25 | 48
e. Monitoring page for VC’s office
f. Monitoring by VC’s office – The status of every task of each Project is in Traffic light color
system
P a g e 26 | 48
2. Implementation of Digital Message Board for VC’s office – developed by NIC team
a. Login Page
b. Message input page
P a g e 27 | 48
c. Summary page of the Dashboard for VC & his officers to monitor
d. Easy search by Category/ Designation/ Name/ Priority/ Delays
P a g e 28 | 48
e. Respondents (CEO, Members, Advisers, VC’s office staff, etc.) can add remarks
f. One more page to add remarks by respondents
P a g e 29 | 48
Implementation of Five S for Physical workplace improvement – VC’s office
Workplace organization activity in room 123
Under the guidance of PS & APS to VC, the VC’s office staff weeded out old documents & records.
Old documents, duplicate books, duplicate records etc. weighing more than 600 Kgs were moved to
record room/ Library.
Staff busy in sorting and removing
excess/ unnecessary items
P a g e 30 | 48
Physical workplace improvement – VC’s office
Space creation
Removed excess Printer and Photo copier in room 123
Workplace decluttered in room 123
Before After
Before After
P a g e 31 | 48
Physical workplace improvement – VC’s office
Space utilized in room 123 which was used for storing important Books that were lying on tables/
sofa because of non-availability of space.
Lose wires tagged and safety improved in room 123
Unsafe work area
Before After
Before After
P a g e 32 | 48
Physical workplace improvement – VC’s office
Arranging cabinets and cupboards in room 127
Arranging files for easy retrieval in room 123
Before After
Before After
P a g e 33 | 48
Physical workplace improvement – VC’s office
Arranging and indexing of files in room number 123
Indexing of every file for quick retrieval
P a g e 34 | 48
Physical workplace improvement – VC’s office
Arranging cabinets in 127 & 123
Well Organized & better lit workplace in room 123
Before After
P a g e 35 | 48
Disposing Unnecessary/ Not important papers/ documents
Limited Authority as per RULES to front end staff
Currently all papers/ documents (irrespective of its relevance/ importance) are marked as “File”.
Staff in room 123 they file them accordingly and it gets accumulated.
Suggestion:
1. 3 categories of marking by Officers– “NI -1”; “NI-3” & “File”. The staff in room 123 will
create 2 folders – “NI-1” & “NI-3”. They will put the marked papers/ documents in these
folders.
2. All papers/ docs of “NI-1” folder created in “October” would be disposed/ shredded by room
123 staff on 1
st
of December. They need not wait for Orders/ decisions. Similarly, papers/
docs of “NI-1” folder created in November to be disposed on 1
st
January.
3. From “NI-3” folders, staff from room 123 can follow FIFO (First in First Out) and ensure 3
months old papers/ docs are destroyed/ shredded.
4. All papers/ documents marked “File” needs a review by “Officers” – may be once in six
months. – the amount of time spent on this bundle would be much less.
Disposing off Unnecessary/ Not important e-mails
Limited Authority as per RULES to front end staff
Staff in Room 127 receive lots of e-mails addressed to VC, which they take a decision after reading &
understanding the content “Important” & “Not important”. The staff are not marking copy of such
“Not important” mails to VC/ PS to VC/ APS to VC. Such e-mails get accumulated in “Inbox” and
occupy “e-mail Server space”.
Suggestion:
1. Creation of folders in e-mail box and transferring Un-important e-mails to “NI-1 Month” &
“NI-3 Months” folders.
2. Beginning of every month staff in Room 127 can take decision to delete e-mails in folders
which have crossed the “Retention” period.
Suggestion given above can be implemented in
all Verticals through an Office Order.
P a g e 36 | 48
Cleaning calendar- to sustain cleanliness in office #What to Clean FrequencyWhen How to Clean Who will CleanRemarks
1
Workstation/ Table top -
occupied by staff
once a Day
Beginning of
Daily work Dusting by a Clean clothIndividuals
2
PCs/ Laptops/ Desk top
Printers
once a Day
Beginning of
Daily work Dusting by a Clean clothIndividuals
3
Workstation chairs, Sofa,
Common chairs
once a Day
Before Staff
enter Office
Dusting by a Clean cloth
House-keeping
staff
4
Table tops of common
areas
once a DayDuring the day Dusting by a Clean cloth
House-keeping
staff
5once a DayDuring the day Dusting by a Clean cloth
House-keeping
staff
6Once a weekSaturdays
Cleaning by using Colin or
with a wet cloth dipped &
squeezed in soap solution. All
stains to be removed
House-keeping
staff
7
Below the workstation/
Table & Foot rest
once a Day
Before Staff
enter OfficeDusting by a Clean cloth
House-keeping
staff
8Floor once a Day
Before Staff
enter OfficeDry mop
House-keeping
staff
9Floor once a Day
Before Staff
enter Office
Wet mop
House-keeping
staff
10
Floor - difficult to reach
area around Workstation
once a Day
Before Staff
enter Office
Vacuum cleaner with proper
accessories
House-keeping
staff
11Window Panes once a DayDuring the day Dry & Wet cloth
House-keeping
staff
12
Cupboards/ Main Doors/
Racks/ Shelves
once a DayDuring the day Dry & Wet cloth
House-keeping
staff
13Fans/ Light fittings/ AC Once a weekSaturdays
Cleaning by using Colin or
with a wet cloth dipped &
squeezed in soap solution. All
stains to be removed
House-keeping
staff
14Curtains Once a weekSaturdays
Vacuum cleaner with proper
accessories
House-keeping
staff
15
Top of Cabinets/
Cupboards
Once a weekSaturdays
Vacuum cleaner with proper
accessories
House-keeping
staff
16
Floor - difficult to reach
area behind the
cupboard/ Sofa/ below
the cupboard - where
Gaps available between
wall & the furniture/
equipment
Once a weekSaturdays
Vacuum cleaner with proper
accessories
House-keeping
staff
17
Roof -removing any
cobwebs
Once a month1st Saturday
Vacuum cleaner with proper
accessories
House-keeping
staff
18
Window area - between
window pane & Pigeon
Net
Once a month1st Saturday
Vacuum cleaner with proper
accessories
House-keeping
staff
House keeping staff may be
afraid to move papers/ files or
touch PCs/ Laptops & hence the
workstation may not get cleaned
properly
CLEANING SCHEDULE - ALL OFFICES/ SECTIONS, NITI Aayog
Network Printers,
Refrigerators,
It is suggested in each office someone to
monitor the frequency on regular basis with
supervisor of cleaning agency
P a g e 37 | 48
HR Deployment Tree for VC’s office –
developed by NIC team
P a g e 38 | 48
Profile, job description for every employee in Niti Aayog with a click of P C mouse
Job
description
P a g e 39 | 48
Implementation of Kaizen concepts in S & T Vertical
Project Tracker at Adviser’s level – developed by NIC team
a. Project/ task updation form
P a g e 40 | 48
Implementation of Kaizen concepts in Admin Vertical
Process improvement in DAK (CR- Central Repository) section
Before Kaizen –
Scanning in 2
nd
floor
After Kaizen
- Scanning in same DAK room
P a g e 41 | 48
Physical workplace improvement – DAK (CR) section
Unnecessary items were removed
Old records were shifted record room
Before After
After Before
P a g e 42 | 48
Physical workplace improvement – DAK (CR) section
Workplace arrangement
P a g e 43 | 48
Draft SOP for DAK (CR) section
Sequence of steps to be followed for scanning and Diary in E- Office
8. Note ‘Receipt Number’
1. Open Letter, read Name,
Subject and Vertical
2. Open Google and type
niti.eoffice.gov.in to open
window and login
3. Click on ‘File Management System’
4. Click on ‘Receipt’ and then
‘Physical’
5. Insert letter in the paper tray click
on scan icon and save to folder
SOP for E-office Scanning of DAK
7. Upload scanned file & Fill the
necessary fields in ‘Diary Details’
click on ‘Generate and Send’
9. ‘Send’ it to concern authority
P a g e 44 | 48
Disposing papers/ documents after scanning by DAK (CR)
Limited Authority as per RULES to front end staff
Currently all papers/ documents after Scanning & Dairy in e-office are stored in DAK (CR) room. They
have accumulated papers of the last 2 years.
Suggestion:
• Every evening the docs/ papers which have been scanned & Diary in e-office? to be
distributed to respective Verticals.
• All verticals to follow the “Disposal procedure” mentioned in slide 61.
This step would ensure the disposal by the appropriate section staff & authority, instead of
accumulating at DAK/ Record room.
P a g e 45 | 48
Physical workplace improvement – Protocol office
The protocol office staff & officers sorted all unnecessary items and disposed them.
All unnecessary items after Sorting action by Staff
P a g e 46 | 48
Physical workplace improvement – Protocol office
Post implementation of Five S
File arrangement within available space & category wise….
Protocol office is a better organized workplace…
After Before
Old records were bundled
and moved to record room
After Before
After Before
P a g e 47 | 48
Proposed future actions in the next Phase of intervention by Kaizen Institute @ NITI Aayog
1. Simplification of 4 Admin related processes (already identified in Phase 1) using Process
Mapping technique, identifying NVA (Non-Value Added) activities and removing/ reducing them.
2. Converting every section office room – like Room 123 (with respect Document/ Files/ Folder
arrangement)
3. Converting every Section Office into “Visual Office” – tracking/ Monitoring Boards – to enable
“Front-end staff to SEE PROBLEMS & SOLVE PROBLEMS” under the guidance of respective
Officers.
P a g e 48 | 48
Thank you
KAIZEN INSTITUTE(SAIN) LLP
207 ABHIJEET - 1
NEAR MITHAKALI SIX ROAD
ELLISBRIDGE
AHMEDABAD - 380006