Definitely,
the Department have to introduce new technology/software in the Postal
department to meet with the new challenges in the market and to cater the needs
of the customer to provide best services. In any way the objective is to
strengthen the Indiapost base and its credibility/viability. Whereas the CSI
has been rolled out in many circles but it has been rolled out in Himachal
Pradesh Punjab and Haryana Circle. The rollout was executed nearly on the dates
fixed by the competent authority. The ground reality at the operational level
is far from the requirements required for such rollout. The post rollout
situation is not explainable because of:
1. The
training schedule to the End users and User champions were arbitrarily fixed to
3 days and 8 days respectively.
2. Even
during the training due to non-availability of connectivity for days together
the training was deemed to have been completed within the scheduled.
Surprisingly, no material in the form of a uniform procedure to work was
provided during the training to the trainees. Nearly a demonstration was given
and the most shocking was, the TCS trainer had no knowledge about Indiapost
except the SAP, POS and BO modules. He couldn’t elaborate as to how to tally
the accounts in live environment. There was none to answer the needs of the
staff.
3. The
rollout was done without pre-plan, providing adequate staff, enhancing of
bandwidth, new computers replacing of old ones, providing UPS and gensets.
4. The
Postal services were switched off for four days before rollout and it took
weeks together to restore the services partially. Causing avoidable loss to the
Department.
The
Post-rollout has further compounding the miseries of operational staff. The
work is done on POS, BO and SAP. These three modules take more time to login
and the SAP takes unimaginable time for login. In single handed where all the
modules are functioning in the same computer the user has to time and again
login for every service i.e. if a RL is booked and a PLI premium is to be
collected the user has to login for RL, Finacle and mccamish. Resulting
avoidable inconvenience to the customer made to wait for minutes together.
Due to the slow response of sap
the postman module doesn’t function regularly and the time taken to invoice the
articles is three time than the pre-rollout even the returns may not be taken
for days together. The BOs article return is not being attended due to
non-showing of articles date-wise. POS figures don’t reflect the same day in TCB
(Treasurer Cash Book)/Daily Account and are reflected in the next 2-3 days.
There is no certainty of the accuracy of the work performed by the users in the
CSI.
Tallying of
Accounts/generation of daily account: -
In the absence
of lucid instructions/ guidelines the accounts are tallied by hit and trial
method. It is learnt that every transaction have to be fed in F-02/FB50, which
takes enormous time and we feel none is using this method. The users are made
to use an un-official app i.e CSI Utility, which is to some extent is helpful.
The procedure to use excels and to further upload it is not at all practicable
in the post offices having work business.
The biggest causality is that the
department has not provided with the simple,
the user-friendly procedure/guidelines at the operational level
resulting a chaos.
Issuance of cheque: -
The time taken
for issue a cheque is beyond calculation i.e. in HP there is single one time
customer account, the user has wait for his turn to issue cheque, the moment
other user leave the window. Similarly, e.g. there is one account with the
Senior Postmaster Chandigarh and all the eligible users have to stand and wait
for their turn to issue the cheque to the customer.
Raising of the Tickets: - Usually
the officials/Users are not raising the tickets but whenever the tickets are
raised these are not resolved for days together and to our surprise the TCS
seems to have shown its helplessness in resolving the tickets and even to meet
with the requirements of the Indiapost having largest network. A copy of reply
received in one of the ticket raised is enclosed which is an eye opener.
Monitoring: -
The
directorate is reviewing the services by holding video conferences/ fixing and
reviewing the targets but till date there is no mechanism to monitor the
functioning of CSI neither in Divisional offices nor in circle offices. There
seems to be no accountability at the administrative level except to say, raise
the ticket, it is PAN India issue. We can well imagine the plight of the users
at the operational level.
Due to slow connectivity the
services are badly affected. We seek immediate resolution of all such problems
by ensuring the following: -
1.
Every office should have adequate bandwidth and
regular connectivity.
2.
All the computers must have 2GB RAM, replacing
the out-dated computers.
3.
Every office must be provided with UPS and
Gensets.
4.
Capacity of the server must be enhanced to cater
the workload for prompt accessibility.
5.
In many offices a user is a supervisor and a
supervisor is as user. Therefore, there is no sanctity in the functioning as
the shortage of staff continues.
6.
Supply standard/simple/user friendly
procedure/guidelines in the operative office.
7.
Evolve a mechanism to monitor the functioning of
internet, macamish, finacle and CSI.
Despite all
this we congratulate the operative staff our system managers, who are somehow
working on these software.
|
H. S. Guleria
|
Jagdish Dhiman
|
|
Circle Secretary
|
Circle Secretary
|
|
AIPEU Group-‘C’
|
AIPEU Group-‘C’
|
|
HP Circle
|
Punjab Circle
|
