Service Process Mapping

8/7/2019 Service Process Mapping

1/105

SERVICE PROCESS MAPPING:

INSURANCE INDUSTRY

A PROJECT REPORT

Under the guidance OfProf Poonam Arora

Submitted by

Sunil PillaiRegistration Number: 520927839

_____________________________

in partial fulfillment of the requirementfor the award of the degree

Of

MBA

IN

Marketing

Mar, 2011


2/105

Service Process Mapping Chapter No.

P a g e | 2

Acknowledgement

Before we get into the thick of things, let me pen down a few words for all

those who made this document possible .

First and Foremost let me thank Almighty God, forseeing me through this

project.

At the very onset let me express my sincere regards to our Academic

Coordinator ProfPoonam Arora for the constant support & encouragementthroughout the lifetime of the project . Kudos to Prof Poonam for painful

reviewing of the report & ensuring it to beerror free.

Heartfelt Gratitude to Mr. Kausharali Sayed, Channel Development

Manager, HDFC Life, for the consistent interest in this project . This project

wont have got it shape but for theenthusiasm of Kausharali sir to make available

the key people & data resources. The project owes itself to Ms. Ankita for

deliberating on the nitty -grittys of the channel development vertical.

The belligerent efforts of Mr. Rohit Mishra , Sales Development

Manager, ensured that the project met all deadlines & quality targets. The

Cooperation extended by Mr.Rinku Ramoliya , Branch Manager, Maninagar

has come a long way in thesuccessful accomplishment of this project

Mr. Umang Vaidya , Training Officer, deserves special mention for

explaining in detail the nuances of the Training Vertical of HDFC Life

Over & above to all thosewho directly or indirectly were instrumental in

finishing off this herculean task,

Thank You


3/105


P a g e | 3

BONAFIDE CERTIFICATE

Certified that this project report titled SERVICE

PROCESS MAPPING OF INSURANCE INDUSTRY is the

bonafide work ofSunil Pillai who carried out the project

work under my supervision

.

SIGNATURE SIGNATURE

PROF B.N.MEHTA PROFPOONAMARORAAcademic Director Academic CordinatorIBMR BusinessSchool, IBMR BusinessSchool,

Drive-In Road Drive-In RoadAhmedabad Ahmedabad


4/105


P a g e | 4

EXAMINERS CERTIFICATE

This is to certify that the project titled

Service Process Mapping

by

Sunil Pillai

is accepted in Time & Quality

Internal Examiner External Examiner

Name: Name:

Sign: Sign


5/105


P a g e | 5

EXECUTIVE SUMMARY

Process Mapping the tasks involved in Servicesmeansestablishing

clear cut flowstructure ofwho doeswhat, who is responsible forwhat &

who has to deliver what. Once done there remain no uncertainty in any

asp

ect of th

eproc

ess. Thi

sr

emoval of lack of in

sight into pr oc

ess&

thereby reduction in uncertainty boosts performance in a significant way

& more importantly makes it more predictable &more accurate.

A process map visually depicts the sequence of events to build a

product or produce an outcome . It may include additional information

such as cycle time, inventory, and equipment information .

The study indulges in mapping the processes of HDFC Life . It

maps the different verticals of the legendary Insurer left out of itsstandard

ERP & project Management suites. Th e active processes mapped out

involve different departments including but not limited to Training, Rural

Banking, Bancassurance, and Channel Development.

The study also envisages use of some specific process mapping

softwares like Task Map. Thestudy envisages documenting the processes

to a limited number of levels & may either leave out on the top or the

bottom hierarchies.


6/105


7/105


P a g e

7

2.6.2 Organizational Hierarchy .................................................... 542.6.3 Training Officer ................................................................... 572.6.4 Processes Map ...................................................................... 582.6.5 New Module Development ................................................. 752.6.6 Key Result Areas ................................................................. 79

2.7 Rural Banking .................................................................................. 812.7.1 Organizational Hierarchy .................................................... 812.7.2 Products:............................................................................... 83

2.8 Bancassurance.................................................................................. 832.8.1 Organizational Hierarchy .................................................... 842.8.2 Contract Executives ............................................................. 84

2.9 Channel Development ..................................................................... 862.9.1 Organizational Hierarchy .................................................... 86

2.9.2

Process

Map ......................................................................... 89

2.9.3 Key Result Areas ............................................................... 100

3 Conclusion ............................................................................................... 1013.1 Concluding Remarks ..................................................................... 1023.2 Benefits of Process Mapping ........................................................ 103

4 Bibilography ............................................................................................ 105


8/105


P a g e | 8

List of Tables:

Table 1 : Task ID UTK 01 ..................................................................................... 60Table 2 : Task ID UTK 02 ..................................................................................... 60Table 3 : Task ID UTK 03 ..................................................................................... 61Table 4 : Task ID UTK 04 ..................................................................................... 61Table 5 : Task ID UTK 05 ..................................................................................... 62Table 6 : Task ID UTK 06 ..................................................................................... 62Table 7 : Task ID ABH 01 ..................................................................................... 64Table 8 : Task ID ABH 02 ..................................................................................... 64 Table 9 : Task ID ABH 03 ..................................................................................... 65 Table 10 : Task ID ABH 04 ................................................................................... 65Table 11 : Task ID ABH 05 ................................................................................... 65Table 12 : Task ID PRY 01 .................................................................................... 67Table 13 : Task ID PRY 02 .................................................................................... 67Table 14 : Task ID PRY 03 .................................................................................... 68Table 15 : Task ID PRY 04 .................................................................................... 68Table 16 : Task ID RIY 01 .................................................................................... 70Table 17 : Task ID RIY 02 .................................................................................... 70Table 18 : Task ID RIY 03 .................................................................................... 71Table 19 : Task ID RIY 04 .................................................................................... 71Table 20 : Task ID PRV 01 .................................................................................... 73Table 21 : Task ID PRV 02 .................................................................................... 73Table 22 : Task ID PRV 03 .................................................................................... 74Table 23 : Task ID NMD 01 .................................................................................. 75 Table 24 : Task ID NMD 02 .................................................................................. 75


9/105


P a g e | 9

Table 25 : Task ID NMD 03 .................................................................................. 76 Table 26 : Task ID NMD 04 .................................................................................. 76 Table 27 : Task ID NMD 05 .................................................................................. 76Table 28 : Task ID NMD 06 .................................................................................. 77 Table 29 : Task ID CDM 01 .................................................................................. 89 Table 30 : Task ID CDM 02 .................................................................................. 89Table 31 : Task ID CDM 03 .................................................................................. 90Table 32 : Task ID CDM 04 .................................................................................. 90 Table 33 : Task ID CDM 05 ................................................................................. 91Table 34 : Task ID CDM 06 .................................................................................. 91Table 35 : Task ID CDM 07 .................................................................................. 93 Table 36 : Task ID CDM 08 .................................................................................. 93 Table 37 : Task ID CDM 09 .................................................................................. 94Table 38 : Task ID CDM 10 ................................................................................. 94Table 39 : Task ID CDM 11 .................................................................................. 94 Table 40 : Task ID CDBL 01 ............................................................................... 96Table 41 : Task ID CDBL 02 ................................................................................ 96Table 42 : Task ID CDBL 03 ................................................................................ 97Table 43 : Task ID CDBL 04 ................................................................................ 97Table 44 : Task ID CDBL 05 ................................................................................ 97Table 45 : Task ID CDBL 06 ................................................................................ 98


10/105


P a g e | 10

List of Figures:

Figure 1 : Visually Depective Process Map .......................................................... 14Figure 2 : Unified Modelling Language ............................................................... 30Figure 3 : Process Mapping Steps ......................................................................... 30Figure 4 : High-level processmapsshow all core processes ............................... 35Figure 5 : Credit Approval Process Flow Chart ................................................... 37Figure 6 : Credit Approval Swim Lanes Map ...................................................... 38Figure 7 : Credit Approval Document Map .......................................................... 40Figure 8 : ValueStream Map - Activity Map ....................................................... 42Figure 9 : Credit Approval Process Work Flow Diagram ................................... 43Figure 10 : Material Order Request & Receiving Rendered Process Map ......... 44Figure 11 : Task Map Legend ................................................................................ 48Figure 12 : Hierarchy of Training Vertical ........................................................... 56Figure 13 : UTKARSH Induction Program .......................................................... 59Figure 14 : ABHYAS Phase Map ......................................................................... 63Figure 15 : PRAYAS Phase Map .......................................................................... 66Figure 16 : RIYAS P hase Map .............................................................................. 69Figure 17 : PRAVAS Phase Map .......................................................................... 72Figure 18 : New Module Development Map ........................................................ 78Figure 19 : Hierarchy of Rural Banking ............................................................... 82Figure 20 : Hierarchy of Bancassurance Vertical ................................................. 85Figure 21 : Hierarchy of Channel Development Vertical .................................... 88Figure 22 : Channel Development Recruitment Consultants Map ...................... 92Figure 23 : Channel Development: Financial Consultants Map .......................... 95Figure 24 : Channel Development : Business leaders Map ................................. 99


11/105


P a g e | 11

List ofSymbols, Abbreviations and Nomenclature:

AM - Area Manager

ASTM - Area Sales Training Manager

AVP - Assistant Vice President

BM - Branch Manager

BOO - Branch Operation Officer

CAM - Corporate Account Manager

CDM - Channel Development Manager

Co EX - Contract Executive

CSM - CorporateSales Manager

Ops - Operations

RM - Regional Manager

RTM - Regional Training Manager

SDM - Sales Development Manager

TM - Territory Manager

TO - Training Officer

VP - Vice President

ZM - Zonal Manager


12/105


P a g e | 12

1Introduction


13/105


P a g e | 13

1.1 Introduction to the Topic

1.1.1 Services

A service is the intangible equivalent of an economic good. Service

provision is often an economic activity where the buyer does not generally,

except by exclusive contract, obtain exclusive ownership of the thing purchased.

The benefits of such a service, if priced, are held to be self -evident in the

buyerswillingness to pay for it. Public services are thosesociety pays for as a

whol

ethrough ta

xesand oth

er

mean

s.

TheServicesector accounts formore than 70% of GDP in 17 of the 35 top

countries. In India, services contribute to more than half of GDP. The fastest

growing service sectors are Information Technology, ITES,

Telecommunications & Financial Services.

1.1.2 Process Mapping

Process Mapping refers to activities involved in defining exactly what a

business entity does, who is responsible, to what standard a process should be

completed and how thesuccess of a business process can be deter mined. Once

this is done, there can be no uncertainty as to the requirements ofevery internal

business process. A business process illustration is produced.

Process mapping allows you to identify productivity opportunities, best

practices, root causes of problems, createworkflow consistency, and determine

who owns an action item within the process and who is accountable for the

process.


14/105


P a g e | 14

Process mapping is similar to flowcharting but with additional power. With

process mapping an organization not only creates a map that shows you where

you are, but also develops a should map that tells where you want to be.

Together, these two process maps can lead healthcare organizations to major

improvements in the quality of care that is provided in quality and revenue

cycles.

A processmap visually depicts thesequence ofev ents to build a product

or produce an outcome . It may include additional information such as cycle

time, inventory, and equipment information.

Processmapping has in recent years developed due to software tools that

can attach metadata to activities, driv ers and triggers to provide a more complete

understanding of processes.

Figure 1 : Visually Depective Process Map Formatted: Caption, Centered, Line spacingsingle

Formatted: Font: Not Bold


15/105


16/105


P a g e | 16

map implies the use of process flow and the current understanding of the causal

structure.

Six Sigma practitioners use the term Business Process Architecture to

describe the mapping of business processes as

series of cross -functional flowcharts. Under this

school of thought, each flowchart is of a certain

level (between 0 and 4) based on the amount of

detail the flowchart contains. A level 0 flowchart

represents the l east amount of detail, and usually

contains one or two steps. A level 4 flowchart

represents the most amount of detail, and can

include hundreds of steps. At this level every task, however minor, is

represented.

Insu

mmary, a proc

essis

astructur

ed

set o f activiti

esthat tran

sfor

minput

s

into outputs. We believe processesshould bemeasurablewith clear performance

indicators. Processes arestrategic assets of an organization that ifmanaged well

deliver a competitive advantage. And processes assist us in defining

responsibilities, internal controls, and work standards for compliance,

consistency, and performance.


17/105


P a g e | 17

1.2 OBJECTIVES

There are threemain objectives of the project.

1. Review and document existing operations and processes of HDFC Life.

Target the revenue driving operations of key verticals while leaving out

othersundry processes .

2. Review and document operations as they pertain to individual areas of

responsibilities. Create "very detailed" procedures and/or work

instructions as required. Focus on role based Operations & to indulge in

much more Conceptual Mapping rather than going in for Procedural

mapping.

3. Familiarizewith Process Mapping Softwares & use and recommend some

key features & abilities that will provide greater insight into the entire

processes.

1.3 RATIONALE

Given the importance of processmapping in current corporatescenario, the

rationale of the study is to enhance the understanding of the process mapping

tools. The application ofmapping tools to effectively map an organizations core

processes and the benefits derived fromsuch an activity areworth devoting the

required time & resources. An organization would also benefit from having a

processmap prepared by theway of this project.


18/105


P a g e | 18

As IT becomes more & more central to core business practices, it is

inevitable to be aware of the softwares used for these practices. Same is true

with Process Mapping; the market is flooded with several softwares starting

fromsimple flowcharting to oneswith complex process analysis capabilities . So

it is imperative to gain hands on knowledge ofsome of these by implementing a

full processmapping cyclewith them.

1.4 SCOPE

TheScope of thestudy extends to mapping the processes of HDFC Life. It

is intended to extensively map atleast the core value adding processes of atleast

few verticals if not the organization in entirety. Attention may also be diverted

to some critical or otherwise underperforming processes. The study also

envisages use ofsomespecific processmapping softwares. Thestudy envisages

documenting the processes to a limite d number of levels & may either leave out

on the top or the bottom hierarchies.

The study has touched upon the Training, Channel Development, Rural

Banking, & Bancassurance Verticals. The Study has been conducted at the

Ahmedabad Branches of HDFC Life & l imits itself to the field activities. It does

not extend themapping to back office or operations part of thework cycle.


19/105


P a g e | 19

1.5 HDFC LIFE

HDFC Standard Life has been renamed as HDFC Life in Nov 2010.

HDFC Standard Life is one of India's leading private lif e insurance

companies offering a wide range of individual and group insurancesolutions. It

is a joint venture between Housing Development Finance Corporation Limited

(HDFC), India's leading housing finance institution and Standard Life plc, the

leading provider of financial services in the United Kingdom.

HDFC Standard Life Insurance Company Limited was one of the first

companies to be granted license by the IRDA to operate in life insurancesector.

Each of the JV player is highly rated and been conferred with many awards.

HDFC is rated 'AAA' by both CRISIL and ICRA. Similarly, Standard Life is

rated 'AAA' both by Moody's and Standard and Poors. These reflect the

efficiency with which HDFC and Standard Life manage their asset base of Rs.

15,000 Cr and Rs. 600,000 Cr respectively.

Senior Management:

MD and CEO: Mr. Amitabh Chaudhry

Executive Director and COO : Mr. Paresh Parasnis

ChiefFinancial Officer (CFO): Ms. Vibha Padalkar

ChiefActuary and Appointed Actuary : Mr. Ashley Rebello

GM, Sales and Marketing: Mr. Vikram Mehta

Chief Investment Officer (CIO) : Mr. Prasun Gajri


20/105


P a g e | 20

1.5.1 FACT SHEET

Date ofFoundation: August 14, 2000

Operation Start Date: October 12, 2000

URL:www.hdfclife.com

Promoters: HDFC Ltd and Standard Life Plc

Stakeholders: As on March 31st, 2010, HDFC Ltd. holds 72.43% and Standard

Life (Mauritius Holding) 2006, Ltd. holds 26.00% ofequity in the joint venture,

while the rest is held by others

Gross Premium Income: Rs. 7005 crore for yearended March 31, 2010.

New Business Premium Income (EPI) : Rs. 2,561 crore for yearended March

31, 2010

Policies in Force: 23,02,310 as on March 31, 2010

Total Number of products: 33 (individual, group, and rural)

Financial Consultants: 1,98,620 as on March 31, 2010

Number of Branches: 568 officesservicing over 730 cities and towns

Capital Base: Rs. 1968 crore as on March 31, 2010

TotalAssets Under Management: Rs. 20,767 crore as on March 31, 2010

Total employee strength: 13,434 as on March 31, 2010

Bancassurance Partners: HDFC Bank, Indian Bank, Saraswat Bank


21/105


22/105


P a g e | 22

Retirement Plans

y HDFC Personal Pension Plan

y HDFC Unit Linked Pension II

y HDFC Unit Linked Pension Maximiser II

y HDFC Immediate Annuity

Savings & Investment Plans

y HDFC Unit Linked Endowment Plus II

y HDFC SimpliLife

y HDFC Unit Linked Endowment II

y HDFC Unit Linked Enhanced Life Protection II

y HDFC Unit Linked Wealth Maximiser Plus

y HDFC Unit Linked Endowment Winner

y HDFC Endowment Assurance Plan

y

HDFC Money Back Plan

y HDFC Single Premium Whole of Life Insurance Plan

y HDFC Assurance Plan

y HDFC Savings Assurance Plan

Health Plans

y HDFC Critical Care Plan

y HDFC SurgiCare Plan


23/105


P a g e | 23

Group Plans

y Group Term Insurance Plan

y Group Variable Term Insurance Plan

y Group Unit Linked Plan - Gratuity

y Group Unit Linked Plan - Superannuation

y Group Unit Linked Plan - Leave Encashment

1.5.4 HDFC Life Branches Deployment:

HDFC Life has Five Branches in Ahmedabad. It sells Insurance in Ahmedabad

mainly via 3 channels,

y Retail Sales (Agency Sales)

y Bancassurance

y Direct sales

The

Com

pany had an option to de

ve

lopm

ultipurpose

branches

& house

e

achchannel in each branch. This w ould ensure equitable geographic reach to all

channels. However the company has prevailed on the concept of specialized

branches. It has developed Each branch with a focus on only a particular or a

select channels.


24/105


P a g e | 24

2Main Body


25/105


P a g e | 25

2.1 Literature Review

2.1.1Life Insurance

2.1.1.1Definition

Human life is subject to risks of death and disability due to natural and

accidental causes. When human life is lost or a person is disabled permanently

or temporarily, there is a loss of income to the household. The family is put to

hardship. Risks are unpredictable. Death/disability may occur when one least

expects it. There are a number of life insurance productswhich offer protection

and also coupled with savings.

A Term insurance product provides a fixed amount of money on death

during the period of contract.

A Whole Life insurance product provides a fixed amount of money on

death.

An Endowment Assurance product provided a fixed amount of money

either on death duri ng the period of contract or at the expiry of contract if life

assured is alive.

A Money Back Assurance product provides not only fixed amounts

which are payable on specified dates during the period of contract, but also the

full amount ofmoney assured on death during the period of contract.


26/105


P a g e | 26

An Annuityproduct provides a series ofmonthly payments on stipulated

dates provided that the life assured is alive on thestipulated dates.

A Linked product provides not only a fixed amount ofmoney on death

but also sums ofmoney which are linked with the underlying value of assets on

the desired dates.

There are a variety of life insurance products to suit to the needs of various

categories of people children, youth, women, middle -aged persons, old people;

and also rural people, film actors and unorganized laborers.

Life insurance products could be purchased from registered life insurers

notified by the IRDA. Insurers appoint insurance agents to sell their products.

As per regulations, insurers have to give the v arious features of the

products at the point of sale. The insured should also go through the various

terms and conditions of the products and understand what they have bought and

met their insurance needs. They ought to understand the claim procedures so

that they knowwhat to do in theevent of a loss.

2.1.1.2Why Life Insurance

Life insurance is many different things to many different people. For

some, it is a premium to be paid on time. For others it offers liquidity since cash

can be borrowed when needed. For the investment -minded, it denotes a

cons

tantly grow

ing capital accoun t and nume

rous

othe

r be

ne

fits

.


27/105


P a g e | 27

The contractual guarantee is the promise to pay, backed by one of the

oldest and most stably regulated financial industry operating in the Indian sub -

continent today.

1) Insurance Buys Time and Money

People like to refer to life insurance as time insurance, the reason being

that life insurance proceeds are paid to the insured's beneficiaries in case of

death. The money proffered by life insurance helps buy time to adjust to the

change of circumstances. Insurance provides large amounts of cash that will

keep the lifestyle for thesurvivors theway it was before the insured's death.

2) Insurance Offers Peace of Mind

For the person who buys an insurance policy, it offers absolute and

complete peace of m ind. He orshe knows that the decision made by him will

providesound benefits in the future, whether or not the individual may live to

see it.

3) Multiple Applications

The future is uncertain for each and every one. No one knows how long

he orshewill live. The investment benefit is paid to the insured's beneficiaries

after his death or it can be used during the life as well. Life insurance policy

owners can turn to the cash value of the policy in case of a financial emergency

when all avenues areeith er blocked or denied.


28/105


P a g e | 28

4) Enduring Elasticity

Since life insurance is flexibleenough to serveseveral needs, the insured

can keep several long -term goals in mind once he orshe invests in the insurance

plan. The cash value of the policy can be allocat ed towards augmenting the

monthly income during the retirement years. Leisure yearsshould be turned into

pleasure years. Permanent life insurance is designed on the concepts of long -

term flexibility.

5) Financial Security

The insurance policy offers c ontractual guarantees to people looking for

peace of mind when they buy life insurance. Life insurance offers complete

financial security. The purchase of life insurance demonstrates concern for a

family's future financial well being.

6) Regard for Family

The purchase of life insurance clearly displays care and concern for the

people the policy owner loves.

7) Insurance is Safer

No financial institution can do what life insurance does. No industry can

back its products with reserves and surplus as sou nd as those of the insurance

industry. The proof of strength and safety that insurance companies have

ensured even under the most adverse of conditions is a matter of pride for the

entire insurance industry.


29/105


P a g e | 29

2.1.2Process Mapping

2.1.2.1Process Flows or Activities

A process map visually describes the flow of activities of a process. A

process flow can be defined as thesequence and interactions of related process

steps, activities or tasks that make up an individual process, from beginning to

end. A processmap is read from left to right or from top to bottom. We prefer to

minimize backflow or arrows that go from right to left or bottom to to p

be

cause

it can gre

atly confuse

the

re

ade

r

Better Understanding of a Process

Processmaps are used to develop a better understanding of a process, to

generate ideas for process improvement or stimulate discussion, build stronger

communication, and of course to document a process. Often times a

process map will highlight problems and identify bottlenecks, duplication,

delays, or gaps. Process maps can help to clarify process boundaries, process

ow

ner

ship, proc

essr

espon

sibiliti

es, and

eff

ectiv

en

ess

mea

sur

esor proc

ess

metrics. Processmaps can be very effective at increasing process understanding

during training.

Process maps are not limited to a single department or function. For

example, the ISO 9000 Quality Management Systems standard requires some

type of processmap of the organizations quality processes. Mapping should be

the first step in designing a process or in documenting a procedure. Why?

Because, to improve a process you must understand it and most of us understand

a graphical picture bette r than a written procedure.


30/105


P a g e | 30

Figure 2 : Unified Modelling Language

2.1.2.2 Process Mapping StepsProcess Mapping can be done by following several established methods &

Techniques. The four steps Process Mapping Cycle that would be followed in

this project will be as follows

y Process Identification

y Information Gathering

y Interviewing & Mapping

y Analysis

y Figure 3 : Process Mapping Steps Formatted: Caption, Centered, Line spacing

single, No bullets or numbering

Formatted: Font: Not Bold


31/105


P a g e | 31

Process Identification

The first step is process identification . Many companies think they know

their processes -- manufacturing, sales, accounting, building services. But it is

just this silo mentality that causes processes to lose their customer -centric

approach. Instead of defining processes based on the company's understanding,

they must be defined by the customer's understanding. Walking through

customer experiences helps the reviewer identify those trigger points that can

make or breaksuccess. T hese then form the basis for process identification.

Information Gathering

Once the processes are identified, the second step begins -- information

gathering. There is a large volume of information that should be obtained before

trying to learn the intricacies of a process. Primary among these is identifying

who the true process owners are -- the oneswho can effect change. Their buy -in

and agreeme

nt throughout the

analysis

is

param

ount. Additional information thatshould be obtained includes the objectives of the process, risks to the process,

key controls over those risks, and measures ofsuccess for the process.

Interviewing & Mapping

In order to effectively record and maintain this information, some

important worksheets have been developed. T wo of the most important are the

Process Profile WorkSheet, and Work FlowSurveys. The Process Profile Work

Sheetincludes such information as the process owner, the trigger events

(beginning and ending), inputs, outputs, and, asmentioned above the objectives,


32/105


P a g e | 32

risks, key controls, and measures ofsuccess. Work Flow Surveys are completed

by individuals actually working on the process and request from them a list of

tasks -- including inputs and outputs -- which they perform in support of the

process.

Only after all this is done is actual "Process Mapping" completed. This

involves sitting with each employee and having him or her describe what it is

they do. This information is recorded using a sticky -note method. Each step i n

the process is recorded on a sticky -note and built in front of the individual

completing the work. This allows them to interactively ensure the final map

matches their understanding of theirwork. The final processmaps are developed

using flowcharting software. Time flows down the page, and each individual

involved is represented by a separate column. In thismanner, a simplemap can

result from a complicated process.

Analysis

WhileAnalysis is considered the fourth step, analysis must really occur

throughout the review. While defining the processes, the reviewer may

determine that objectives are not in line with the processes in place. In

gathering information, it may become apparent that measures ofsuccess do not

correspond to department objective s. These are just some of the examples of

ongoing analysis. However, there are some specific examples of analysis that

can be completed once maps are done. These include identifying unnecessary

approvals, isolating rework, removing duplicate forms, elimin ating useless hold

files, and investigating decision requirements that lead to no discernable result.


33/105


P a g e | 33

2.2 Data Collection

The project draws its strength from the primary Data collected from the

Key personnel involved in the process being mapped. The proje ct covers those

process which are not covered by any other organizational data management

practices

The existing Document management system dint service the needs of the

targeted processes of the selected verticals. This called upon heavy primary

activity. In all about 14 sets of data collection rounds were conducted over a

period of two months.

The primary data collection tool used was Interview. Almost all the forms

of interviews were employed viz, Group, Individual; Structured, Free Flowing ;

Formal, Informal. The key persons of each department arranged for the

availability of second tier personnel.

The process mapping tools were used to capture the data made available

during the interviews. The Processmapping software too came in handy with its

elaborate & user friendly Data Capture Mechanisms.

Some of thesecondary data made available & used in the projects include

the forms, checklists, guidelines, resource lists, Organogram & So on. Mush use

has not been made of Internet or online re sources as the data needed demanded a

lot of local content specific to the target organization


34/105


35/105


P a g e | 35

y Green is your Cash Cycle (Inventory + A/R Payables > 0); which taken

togethermake up your Order to Cash Cycle.

Inputs/outputs are labeled, information flows are indicated with a dotted line,

and thematerial flow is a solid line (black for inventory and red indicating the

primary material flow). If you need more detail, then each of the nine processes

can further beexplained separately in a lower -level processmap. The term

processmap does not refer to thescope of a process being high -level, low-

lev

el, or v

ery d

etail

ed. A proc

essm

ap is

focuse

d on the

activity flow

, order, or

sequence and interaction.

Figure 4 : High-level processmapsshow all core processes


36/105


37/105


P a g e | 37

Low-level processmaps can provide a lot of detail for analysis and can be

used in place of textual procedures forsimple processes. If you want to lean

out your documentation for ISO 9001 then flowcharts can simplify your

procedures and reduce unnecessary paperwork. Organizations with highly

trained employees can benefit by using simple processmaps.

One problemwith low -level processmaps is that sometimes it is hard to

determine who is responsible forwhich activity. Another is that they may not

conform very well to the SIPOC format we prefer. In this case a Cross

Functional or Swim Lanes Map can be used to convey individual

responsibilities or departmental roleswithin an organization.

Figure 5 : Credit Approval Process Flow Chart Formatted: CenteredFormatted: Font: Not Bold


38/105


P a g e | 38

Cross Functional or SwimLanes Map

Cross Functional process maps have the same UML flowchart symbols

used in the low-level process map example. Only now, four cross functional

swim lanes have been used to identify who is responsible for each element,

decision or data. You can have any number of swim lanes in you r map,

although as a practical limit you may want to make it fewer than ten for clarity.

In Figure 5, the first band, the customer is clearly responsible for making a

buying decision and must complete the credit form. Thesales department is

thesecond band and must respond to sales calls, receive the credit information

(form), enter the order, and pr oduce an order form. The order form issent to the

credit department, which compares the data to the credit criteria issued by

management. If everything looks OK then credit reviews the customers

Figure 6 : Credit Approval Swim Lanes Map Formatted: CenteredFormatted: Font: Not Bold


39/105


P a g e | 39

existing A/R balances for credit capacity, and then ca lculates the credit terms.

Management is responsible for preparing a credit issued report and overseeing

the credit approval process.

Swim lanes are really good at depicting responsibilities and with no loss

in the low-level process flowchart informatio n. Suppliers and customers are

obvious and it does conform to our SIPOC format. Although, we still see

alternative backflow present in the bad credit decision. The problem with

alternativ

eflo

wis

they can

mak

eit hard to follo

wth

eproc

ess. A b

ett

er

method

would be to use single -piece flow (the path a single product takes without

alternative flows) and eliminate alternative flowssuch as in a Document Map.

Document Map

A Document Map is an expanded SIPOC format. Each row is an individual

SIPOC flow representing the:

y Supplier

y Input (yellow)

y ProcessStep (light green)

y Output (blue)

y Customer

Effectiveness criteria and performance objectives are listed at the bottom. Your

effectiveness criteria represent your Key Performance Indicators (KPI), me trics,

ormeasures for your process. If you are planning on continuous improvement

(to conform to ISO 9001) then you should identify your metrics and your

performance objectives.


40/105


P a g e | 40

We have also introduced PDCA or Plan, Do, Check, Act structure to the proce ss

steps:

y Plan is performed as part of the prior Act step where credit criteria

are determined.

y Do occurswhen thesales person gets the order and startsentering it in

thesystem, credit checks are performed and terms calculated.

y Check occurswhen the credit issued is reviewed along with the credit

criteria.

y And finally, Act occurswhen new credit criteria are issued.

Figure 7 : Credit Approval Document Map


41/105


P a g e | 41

Document maps provide a lot of data detail but can beshort on activity details.

Text based procedures aremuch better at depicting individual tasks and

methods. But we can also use an Activity Map.

Activity Map or Value Stream Map

Activity maps or ValueStream Maps are used in lean implementations to

depict process tasks as single -piece flow and with as much detail as you can

capture. The whole purpose of an Activity Map is to capture enough

information so that you can identify the tasks that are clearly adding value and

those that are of questionable value. Activity maps are helpful for architecting

and organizing the text beforewriting a new procedure.

Each of the five activities in the Credit Approval process are listed along

the top row in light blue. Next, an optional tally field totals the number of tasks

beloweach activity (i.e. 4+1). The first number represents the task total and the

second number is the lean value -added (green tasks) total. Then the person or

department responsible for the activity is listed with a departmental color code.

And finally, the detailed tasks are shown, one per box. Value-added tasks are

color coded green, clearly wasteful tasks are coded red, and all thewhite boxes

represent possible waste, or steps that can be eliminated through lean process

improvement events.


42/105


P a g e | 42

Figure 8 : ValueStream Map - Activity Map

Activity maps providesufficient details for process improvement and can

also be augmented with task timing data, which can be used to quantify time and

cost savings. All you need is a spreadsheet and you can start making activity

maps. Unfortunately, activity maps are just OK at training or communicating

how a processworks. Work flow diagrams aremuch better for training workers

and communicating processes.

WorkFlow Diagram

Work flow diagrams translate abstract UML, or Unified Modeling

Language, symbols ofsquares and diamonds into graphical images, which are

used to tell a more complete story than engineering notation communicates.

Engineers are used to thinking conceptually and using symbols, but theworkers

in the field may need something less abstract and more concrete.


43/105


P a g e | 43

Task-level communications require more clarity and work much better

when we get closer to reality.Drawing the credit approval process in a work flow

diagram format brings the process to life. Workersmight see themselves in the

work flow and may see how the process works. Microsoft Visio contains

variouswork flow diagram images (including theexamplesshown here) that can

be used for drawing more than just processmaps.

Figure 9 : Credit Approval Process Work Flow Diagram

Work flow diagrams are great as a basis for developing MS -PowerPoint training

materials forworkers and can be used in combination with other processmap

types to provide process information from different perspectives. Thissame

map could be drawn using swim lanes to communicate responsibilitiesm ore

clearly.


44/105


P a g e | 44

Workflow diagrams aremore realistic than process flowcharts, but there

might still be room for improvement. Is there a more realistic processmap?

Lets look at a rendered processmap.

Rendered Process Map

A rendered processmap issimi lar to a work flow diagram. It usesmany

of thesamesymbols to communicate process flows and activities, but it is not

limited to just thosesymbols. Graphics, colors, and images can be combined to

produce a more detailed and realistic map that everyone can relate to.

The material order request & receiving process depicts an inventory

storage location orwarehouse that is not physically at or near the point ofsale.

Figure 10: Material Order Request & Receiving Rendered Process Map Formatted: Centered

Formatted: Font: Times New Roman, 12 pt

Formatted: Font: Times New Roman, 12 pt,

Not Bold


45/105


P a g e | 45

Activities are labeled A through I and are described at the top of the map.

Different process flows are color coded: green for customer approval within the

purchasing sub-process, purple for distribution,grey for order processing,

and orange for inventory picking. The orange trianglessymbolize timewaste.

So these are the seven types of process maps. Each serves a specific

purpose and works really well in certain situations; somework better in certain

situations than others. These types of tools make work life easier, and help

com

pany runm

oreeffici

ently and

eff

ectiv

ely

2.4 Process Mapping Software tools

Document and visualize processes in minutes! TaskMap

Professional combines simplicity for authors with the power of

visualization and data connectivity in a single package. Updating process

maps created with thesystem is also a breezewith TaskMap Capture for

Excel.

2.4.1.1Product Overview

TaskMap, an application for Microsoft Visio, is one of thesimplest,

fastest and most cost -effectiveway to document processes . Now TaskMap

Professional supercharges TaskMap by adding sophisticated data

visualization capabilities and the ability to link to external data sources.

TaskMap Pro gives your process maps an entirely new set of dynamic

capabilities.


46/105


P a g e | 46

y Populating Taskshap eswith data simply by linking the TaskMap to a

spreadsheet

y Watching thesymbols on your TaskMap change as you update data in a

spreadsheet

y Updating a spreadsheet and having the changes flow automatically to a

TaskMap

TaskMap Professional includes new user -defined data fields along

with fi

eld

sto id

entify Ri

sk

sand Control

s. Th

er

ear

e

six

new

report

sand

support for Microsoft Office 2007 document types.

2.4.1.2Data Visualization

TaskMap Professional builds on the exciting data visualization

capabilities of Visio 2 007 Professional by providing pre -defined icons,

text callouts and graphics that have been designed specifically for

enhancing the presentation of process data. Add value to your process

maps by adding visual annotations based on underlying data values.

With TaskMap Professional data graphics you can...

y Mark decision Taskswith a diamond icon

y Flag special conditions or circumstanceswithin a process

y Identify specific risks or indicate relative risk level

y Display user -defined data

y Display Responsible Role in an alternate format

y Mark all Tasks or Task Links that exceed a user -defined time threshold


47/105


P a g e | 47

And if you need even moreways to display your process data, you

can use Visio 2007 Professional's Data Graphics to create hundreds of

other types of visual annota tion on TaskMaps.

2.4.1.3Data Linking

Data Linking means that you can connect your TaskMaps to external data

sourcessuch asspreadsheets, databases, and SharePoint lists. Linked TaskMaps

allow you to move data into yourmaps dynamically whether you are creati ng

a map fromscratch or refreshing onewith real -time updates.

And TaskMap Capture for Excel* makes it even easier by providing a

pre-formatted spreadsheet with fields and dropdown lists for all Task data fields.

With TaskMap Professional data linking you can...

y Import data fromexternal sources directly into Taskshapes

y Create new Task shapes from process data in external spreadsheets or

databases

y Automate data linksso that changes to source data automatically change

TaskMap

y Combine data linking with dat a visualization so that changes to external

data sources dynamically change graphic annotations on your TaskMap:

great forstatus displays, dashboards, processmap overview pages

TaskMap Professional Edition adds serious power including

sophisticated data visualization capabilities and the ability to link processmaps

to external data sources all without sacrificing TaskMaps renowned ease of

use.


48/105


P a g e | 48

2.4.1.4Ideal for:

y Creating process and procedures in a simple to use and distribute format

y Building and distributing process dashboards to intranets and PDF

y Managing process projects and distributing task/process data in Excel

y Analyzing and improving business processes

y Six Sigma, Sarbanes -Oxley, Kaizen, Lean and other quality andcompliance applications

Figure 11 : Task Map Legend


49/105


P a g e | 49

2.5 Process Management at HDFC Life

HDFC life had an in -house developed EMPOWER ERP suite. The

EMPOWER platform has been used to manage the day -to-day operations of all

Channels of HDFC Life. It embarked on Project Fusion to implement SAP

Modules. With the help of TCS, HDFC life now hasmaterialsmanagement, HR

& Finance running on SAP. As these processes have been well documented &

aresupported by ERP suites, wewill not cover them under this project.

2.5.1 SAP

SAP AG is the largest European softwareenterprise, with headquarters in

Walldorf, Germany. SAP was founded in 1972 as Systemanalyse und

Programmentwicklung by five former IBM engineers in Mannheim,

Germany. The original name forSAP was German: Systeme, Anwendungen,

Produkte. It means "Systems Applications and Products." Since the 2005

annual general meeting the companys official name is just SAP AG.

The goal of the company was to provide large enterprise cus tomers

with the ability to interact with a corporate database in real -time. Today,

the company states that its goal is "to offer the industry's most

comprehensive portfolio of business performance and optimization solutions for

companies of all sizes."

SAP's first software application was a financial accounting software

suit

ethat ran on a

mainfra

meand

wa

skno

wn for it

s

stability. It

ev

entually

became known as the R/1 system. The "R" stands for real -time.


50/105


P a g e | 50

During the 1980s, the company went international, and the second

iteration of the R system (R/2) accommodated different languages and

currencies. In the 1990s, the third iteration (R/3) moved from themainframe to a

client/server three-tier architecture composed of a database, software

applications and a common graphical user interface (GUI). SAP used the name

R/3 until the 5.0 release. At that time the name was changed from

R/version to ERP Central Component (ECC).

2.5.1.1 Project Fusion

Project FUSION will see the implementation of SAP -ERP software for

HDFC SL. HDFCSL hassigned up with SAP to deliver its ERP software for

the use within the company. In Phase 1 themodules that were implemented

are

1. FI-CO (Finance and Controlling),

2. MM (Procurement),

3. HCM (HR activities) along with ESS (EmployeeSelfService)

SAP Implementation will help us standardize our processes; will

ensure real time availability of information, better r eporting & forecasting.

SAP : FI-CO Module

The FI-CO Module has two applications Module: Financial Application &

Control Application


51/105


P a g e | 51

Financial Accounting

The Financial accounting application fulfills all the requirements that

must be met by the financial accounting department of an organization. All

accounting relevant transactions made in Procurement or Human Resources

(HR) Component are posted real time to Financial accounting system by mean s

of automatic account determination. This data can be passed on to Controlling

(CO)

Functional Areas Covered underSAP FI Module in HDFC Life.

y General Ledger (GL)

y Accounts Receivables (AR)

y Accounts Payable (AP)

y Asset Accounting

y Bank Acounting

y Property Management

y Planning

y Travel Management

Controlling

It provides supporting information to management for the purpose of

planning, reporting as well as monitoring the operations of their business.

Management decision-making can be achieved with the level of information

provided by thismodule.


52/105


P a g e | 52

Functional Areas Covered underSAP CO Module in HDFC Life.

y Cost Center Accounting.

y Profit Center Accounting .

y Internal Order.

y Cost Element Accounting.

y Controlling Profitability Analysis.

SAP: MM Module

The Materials Management (MM) module is fully integrated with the

other modules of the SAP System. It supports all the phases of materials

management from materials planning and control, purchasing, goods

receiving, inventory management and th e final payment to vendor using the

invoice verification module.

Benefits of SAP-MM Module

Some of the key benefits these processes bring in are;

1. A uniform procurement methodology & discipline across the

organization.

2. Will enable the threeway matching of Purchase Order (PO), Goods

Receipt Note (GRN) & Invoice to ensurewe get value formoney we pay

to vendors


53/105


P a g e | 53

3.

Aggregation of pan India purchases on a common platformwhich would

provide a significant leverage to negotia te lower rates from vendors Vs

individual buying by each dept.

4. Will lead to reduction of cost aswell as better TATs

5. Procurement will integratewith othermodules like FICO, HCM etc. to

process vendor payments on time

6. Would provide a far greater v isibility & degree of vendor data analysis .

SAP-HCM Module

SAP ERP Human Capital Management is a comprehensive integrated

Human resources management solution that delivers unmatched global

capability. SAP ERP HCM gives the organization the tools needed to manage

theirmost important asset: people.

Using one HR Software suite for all talent management purposes, the

organization can more readily understand where our workforce talents lie and

align the goals of the employees with the overarching business strategy of

organization.


54/105


P a g e | 54

2.6 Training Vertical

2.6.1Introduction

The Training Vertical deals with training of all employees &

Consultants providing service to HDFC Life. It has the mandate to

maintain the work force upto date & ready to meet the changing market

requirements.

Insurance being a heavily regulated sector, the role of training takes

on extra emphasis. The field force has to be kept duly updated on the new

regulations & Notificationsso as to meet the necessary comp liance. This

makes Training a round -the-year activity & updation of knowledge bank a

recurring goal.

Also Insurance is one of the sectors marred by a heavy rate of

Attrition. This double digit attrition places a heavy call on the training

department to ensure that

2.6.2Organizational Hierarchy

The operations of Training vertical are overlooked by an Executive

Vice President. The Training department can be said to have two main

arms:

y one for training the Retail agency channel &

y other for catering to the training needs of Bancassurance.


55/105


P a g e | 55

Each of these arms ismanaged by an Assistant Vice President. The

AVP-Training has the mandate for all the Zones of HDFC Life in the

country. Each Zone also has a Zonal Training Manager who takes care of

the training operations of his Zone.

The ZTM is assisted by Regional Training Managers . RTMs are the

functional heads & work out the day to day itinerary of their regions.

They are also responsible forevaluation of existing training methods &

practices. They can also indulge in development of new methods &

modules to meet the unique requirements of their region.

The Regional Training Managers have Area Sales Training

Managers reporting to them. The Area Sales Training Managers conduct

the various training programs of the company. The ASTMs are assisted

by the training Officers in theirwork.

The Bancassurance training arm also draws upon the same

hierarchy. The only difference is there is not a special officer below AVP

Banca who exclusively looks after the needs of the Bancassurance

personnel. The Organogram of training vertical of HDFC life is shown

below:


56/105


P a g e | 56

Executive Vice Presi

ent(Training)

Assistant Vice Presi

ent(Training-Agency)

Assistant Vice Presi

ent(Training- Bancassurance)

Zonal Training Manager

Regional Tra ining Manager

Area Sales Training Manager

Tra ining Officer

Figure 12 : Hierarchy of Training Vertical


57/105


P a g e | 57

2.6.3Training Officer

The Training Officer is the lowest personnel in hierarchy of

training vertical of HDFC Life. The basic mandate of Training Officer is

to impart training to the field sales agents.

The Training Officers are entrusted with carrying out training

programs to update theskills of two sets of personnel:

y

Employees of HDFC Life

y Consultantswith HDFC Life

The entire organization is mapped into the training vertical. Each

Training Officer is allocated a chunk of the organization. The different

units of all channels are assigned to atleast one training officer keeping in

mind their unique requirements. Henceeach training officermay have in

his Kitty some of the following entities.

y Agency Channel:

Atleast one branch of retail sales is allocated to a Training

Officer. A unit with one branch manager & one assistant branch

manager is the smallest entity handled by the Training Officer. A

branch may house more than one of such units. The Training

Officer conducts all the training programs for the employees &

Consultants attached with the allocated unit.


58/105


59/105


P a g e | 59

Figure 13: UTKARSH Induction Program

Formatted: Caption, Centered


60/105


P a g e | 60

The 30 day Induction Program is divided into fourStages.

y ABHYAS PHASE

y PRAYAS PHASE

y RIYAS PHASE

y PRAVAS

The Processstartswith the raising of the training requirement. HR

raises the training requirement for the new joinees.

Table 1 : Task ID UTK01

Task ID UTK01

Responsible Role Human Resources

Task DescriptionHR raises the requirement for Induction Program

for the new joinees

Frequency of Occurrence Recurring

The

Branch Manager rai

sesth

etraining r

equir

ement for th

e

existing

SDMs.


Task ID UTK02

Responsible Role Branch Manager

Task DescriptionBM raises the training requirement of theexisting

SDMs

Frequency of Occurrence Infrequent


61/105


P a g e | 61

Once the requirements are raised, the Utkarsh Induction program is

planned & starts off. The ASTM c onducts the 12 days Abhyas Phase of

Classroomsessions


Task ID UTK03

Responsible Role Area Sales Training Manager

Task Description Abhyas Phase


Duration 12 days

Guidelines Abhyas Module developed by Content team

Post Class roomsessions of Abhyas, TheSDMs are taken out on the On -

Job-training by Training Officers

Table 4: Task ID UTK04

Task ID UTK04

Responsible Role Training Officer

Task Description Prayas Phase


Duration 12 days

Supporting Role Sales Development Manager

After the On-the-Job Training, the SDMs are evaluated on their

Learnings.


62/105


P a g e | 62


Task ID UTK05


Task Description RIYAS Phase


Duration 5 days


Once the Learning s & Evaluations have been over, theSDMs are handed

over to their Respective Branch Managers.


Task ID UTK06

Responsible Role Regional Training Manager

Task Description PRAVAS Phase


Duration 1 day


This completes the Utkarsh Induction Program. After having a higher

level view of the Induction Program, lets dig deeper into the nuances of its

phases.


63/105


P a g e | 63

Figure 14: ABHYAS Phase Map Formatted: Caption, Centered


64/105


P a g e | 64

2.6.4.2ABHYAS Phase Map

The Task map of Abhyas phase is shown in Figure 17. The 12 day

ClassroomSession phase has 5 tasks in it.

The Abhyas Phase of Utkarsh Induction Program begins with all SDMs

gathering for the classroomsessions at Lonavala Learning Center

Table 7 : Task ID ABH 01

Task ID ABH01

Responsible Role Human Resources

Task DescriptionSDMs gather at the Lonavala Learning Center for

Abhyas Phase


Duration 0 days

The first day of Classroomsession dealswith Introduction of the compay

& the job profile of theSDMs


Task ID ABH02


Task Description Company & Profile Introduction


Duration 1 days

After Introduction phase, the SDMs are familiarized with the insurance

products of the company. First 5days the Conventional products are dealt with.


65/105


P a g e | 65


Task ID ABH03


Task Description Conventional Product Training


Duration 5 days

Once the Conventional Products are dealt with, focusshifts on the more

involved ULIP Products.


Task ID ABH04


Task Description ULIP Product Training


Duration 5 days

After all the Product training, a one day refresher is held. It also serves to

evaluate the training goals of the program.


Task ID ABH05


Task Description Refresher & Evaluation


Duration 1 days

The Class room sessions are over & the SDMs are ready for the next

phase of On-the-Job Training.


66/105


P a g e | 66

Figure 15: PRAYAS Phase Map

Formatted: Caption, Centered


67/105


P a g e | 67

2.6.4.3PRAYAS Phase Map

The Taskmap of PRAYAS phase isshown in Figure 17. The 12 day On -

the-Job Session phase has 5 tasks in it.

The SDMs complete their 12 day Classroom session & embark on the

PRAYAS Phase OJT. The first day revolves around the Introduction of OJT &

how to go about it

Table 12 : Task ID PRY 01

Task ID PRY01


Task Description Introduction of OJT


Duration 1 days

TheSDMsmove out in Market to conduct an open market Survey of the

Target Customer. This is to remove the fear of approaching the customer.


Task ID PRY02

Responsible Role Sales Development Manager

Task Description Open Market Survey of Target Customer


Duration 5 days

S

upporting Role

Training Office

r


68/105


P a g e | 68

The Next Job is to indulge in Recruitment of Financial Consultants. This

gives them a feel of how to develop & manage their teams


Task ID PRY03

Responsible Role Sales Development Manager Training Officer

Task Description Recruitment of Financial Consultants


Duration 5 days

After indulging in one complete cycle of operations at the market, the

training Officer reviews the learning status ofeach of the SDMs. The Lessons

learnt are consolidated & reinforced once again.


Task ID PRY04


Task Description Review of the Learnings


Duration 1 days


This completes the PRAYAS phase ofSDM Induction Program . Now the

SDMsmove on to theirevaluation phase: RIYAS


69/105


P a g e | 69

Figure 16: RIYAS Phase Map Formatted: Caption, Centered


70/105


P a g e | 70

2.6.4.4RIYAS Phase Map

The Task map of RIYAS phase is shown in Figure 17. The 5day

Evaluation Session phase has 4 tasks in it.

RIYAS beginswith a aggregation & consolidation of all the learnings in

the last 24 days.

Table16

: Task ID RIY01

Task ID RIY01


Task Description Aggregations of all learnings & reviews


The SDMs then present the results & findings of their open market

customersurveys .

Table 17 : Task ID RIY 02

Task ID RIY02

Responsible Role Sales Development Manager

Task Description Present the Findings & Insights


Supporting Role Area Sales Training Manager

The Area Sales Training Manager evaluates the presentations ofeach of

theSDMs .


71/105


P a g e | 71


Task ID RIY03


Task Description Evaluate the learning outcomes ofeach SDM


Finally, the overall performance of the SDM at Utkarsh Induction

Program is deliberated upon & each SDM is rated over the various Parameters.

Thisscore comes handy while allocation of BMs & Final placement ofSDMs to

their job locations.


Task ID RIY04


Task Description Review & rateeach SDM for Placement

Frequency of Occurrence RecurringSupporting Role Training Officer

This marks the end of 3rd

phase of the Utkarsh Induction Program. The

SDMs are now ready to be allocated to the Functional Units in the field.


72/105


P a g e | 72

Figure 17: PRAVAS Phase Map Formatted: Caption, Centered


73/105


74/105


P a g e | 74

The Branch Manager then prepares a 3 month Action plan foreach of the

SDMs. This plan is agreed to by both BM & SDM. It lays the foundation for the

mutual expectations of both parties. It also provides a smooth transition to the

organization system of HDFC.

Table 22 : Task ID PRV 03

Task ID PRV03

Responsible Role Branch Manager

Task Description 3 Months Action Plan



Thismarks theend of the Utkarsh Induction program both parties. It also

provides a smooth transition to the organization system of HDFC.


75/105


P a g e | 75

2.6.5New Module Development

In order to meet the daily changing scenario of the Market, it is

necessary to have an upto date work force. The processes required to

develop a newmodule aremapped in the taskmap shown in figure.

The Training Officer receives training requirements from various

quarters of the organization.

Table 23 : Task ID NMD 01

Task ID NMD01


Task Description Obtain New Training Requirement

Frequency of

Occurrence Infrequent

On Receipt of any such training requirement, the training officer

first checks up the available Modules to find an appropriatemodule. If a

module is found then the TO proceeds with NMD02 task, else if no

modulewas found then he jumps to NMD03 task.


Task ID NMD02


Task Description Find a Suitable Module


If a suitable module is found then it is checked to ensure its

relevance & its ability to meet all the training goalssatisfactorily.


76/105


P a g e | 76


Task ID NMD03


Task DescriptionCheckwhether themodule is upto date &

meets all the training Requirements


If the module is found out of Date then it is marked for

development & upgradation


Task ID NMD04


Task Description Develop New Module


The newly developed module is checked & verified by the Content

Development Team


Task ID NMD05

Responsible Role Content Team

Task DescriptionModule Checked & approved by Content

Team



77/105


P a g e | 77

Post approval, themodule is uploaded onto the Intranet & made

available for all future training Programs


Task ID NMD06

Responsible Role Operation Team

Task DescriptionModule updated & made available for all

future trainings


This completes the Newmodule Development Activity.


78/105


P a g e | 78

Figure 18: New Module Development MapFormatted: Caption, Centered, Indent: Left:

0"


79/105


P a g e | 79

2.6.6Key Result Areas

The Training Officers are appraised on the following key result Areas

y Coverage

y Feedback

y Learnings

y Goal Uploads

y

Other Initiatives

Coverage:

Coverage is measured in terms of the trainees covered by a training

Officer. This accounts for both the Employees & Financial Consultants

Session Feedback:

After each training session, the participants provide feedback about thetrainer & the session. These ratings are uploaded into the system & are

accounted for the final ratings.

Learnings:

Insurance Institute of India conducts three different examinations for

trainers evaluation & up gradation. The Three levels are

y Licensate

y

Ass

ociate

y Fellow


80/105


P a g e | 80

The training personnel have to upgrade themselves by passing these

exams from time to time.

GOAL:

Go Online and Learn is the online training platform of HDFC life. The

trainers contribute to th e online activity on Goal by participating in chats &

query solving sessions.

Other Initiatives :

Trainers are supposed to participate in value adding activities. They are

supposed to lend support to all Branch Activities. They provide demo Calls &

also observe the callsmade by thesales teams. They accompany thesales teams

on big business calls. The Training Officers also help in the New Module

Development Activity.


81/105


P a g e | 81

2.7 Rural Banking

The Rural Banking vertical targets the people left out of the

financial growth story of India. As per the GoIs agenda of Financial

Inclusion, The Reserve Bank of India has placed fixed quotas of business

to besourced from the rural populace.

HDFC Lifestrives to have a presence at these rural branches. The

rural Areas have been designated as the oneswith a population of 5000 or

less. The list of all such areas has been made available.


The operations of Rural Banking vertical are presided over by a

Vice President. The Vice President (Rura l Banking) is assisted in his

work by an Assistant Vice President. The Assistant Vice President (Rural

Banking) overlooks & guides the Territory Managers. The Territory

Mangers have their Area Managers to look into the Rural Banking

Operations of their respective Areas.

The Territory Managers (Rural banking) are deputed by Sales

Development Managers (Rural banking). The Sales Development

Managers (Rural banking) carry out Frontlinesales activities.

This is how the Rural Banking vertical is laid out i n the

organizational Structure of HDFC life. The Organogram of Rural Bankingvertical of HDFC life isshown below:


82/105


P a g e | 82

Vi

e Preside

( ral a ki

ssis

a

Vi

e Preside

(

ral

a

ki

erri

ry Ma a

er(

ral

a

ki

rea Maa

er( ral a ki

ales De

el

pme

Ma a

er( ral a ki

Figure 19: Hierarchy of Rural Banking


83/105


P a g e | 83

2.7.2Products:

The Rural Banking vertical sells Micro Insurance Products. These products

are specifically designed to cater to the needs of rural populace. They are

usually single premium products. Due to unavailability of easy access to

banking services, the products a re usually one time transaction based on pay -&-

forget model. This helps reduce premium defaults. The premium typically

ranges from Rs 200-250. Thesum assured in most cases is Rs. 5000. Upto five

policies can besold to thesame person.

2.8 Bancassurance

The Bancassurance channel of Insurancesales is based on the banking

Industry. Insurance is a product that sells on relations. The banks are an

institution which comes in daily direct contact with its customers. Hence

customers have a great relationship & bel ief in their Banks. The Insurance

Industry takes advantage of this trusted partner of Customers via its

Bancassurance channel.

In Bancassurance, the Insurance products are pushed to the banks

customers. This is also a classic form of cross selling. It als o results in a

higher conversion rate as the customers can be targeted based on their

requirements. The sales agent can pitch better as the customers credit

history & other records aremade available from the bank records.


84/105


P a g e | 84


The Bancassurance vertical is looked over by a Vice President. The

Vice President (Bancassurance) is assisted by an Assistant Vice

President. The Assistant Vice President (Bancassurance) sits at the IIM-

Road Branch in Ahmedabad. He is reported to by the Territory

Managers.

The Territory Mangers (Bancassurance) have their CorporateSales

Managers. These are the Tier - 2 Sales force managers. Corporate sales

Managers deliver sales via the Corporate Agency Manager. The CAMs

manage the front linesales via the Banks Contract Executives.

The Organogram of Bancassurance vertical of HDFC life is

shown below:

2.8.2Contract Executives

The Contract Executives get their leads from the banks records.

They arrange for Calls & appointments. The Contract Executives only

have to visit the customer & explain the product. The Corporate Agency

Managers also sometimes accompany the Contract Executives on their

calls. All the business generated by the leads from the banks are logged

into the code of the Contract Executive.


85/105


P a g e | 85

Vic

r

i

t!

"

#

c#

$

r# %

&

A

i

t#

tVic

r

i

t!

"

#

c#

$

r# %

&

'

rrit(

ry )# #

0

r!

"

# % # $

r# %

&

C(

r1 (

r#

t

S#

l

)

# #0

r

C(

r1

(

r#

t

A0

%

y )# #

0

r

C(

tr# %

t Ex % $

ti2

Figure 20 : Hierarchy of Bancassurance Vertical


86/105


P a g e | 86

2.9 Channel Development

The main function of Channel Development is to s upport sales.

They help increase thesales by enhancing the reach & Coverage ofSales

activities. The Channel Development Function in retail Insurance is

centered on developing Financial Consultants.

Financial Consultant

sadvi

sep

eopl

eon th

eir financial plan

s. Th

ey

help the layman park his funds according to his current & Future needs.

As per IRDA norms, any person becomeseligible to sell Insurance

or advice on Insurance related products only after passing the stipulated

Exam. Hence only such qualified Financial Consultants can solicit the

common man. So Insurance Companies need an army of financial

Consultants to take their products to the doors of the customer.

Channel Development vertical meets this insatiable hunger of th e

company. They recruit Financial Consultants, train them & motivate them

to bring in business.


The Channel Development Vertical is headed by a Vice President.

The Vice President (Channel Development ) sits at the Head Office in

Pune. He issubordinated by Ass istant Vice President.


87/105


P a g e | 87

The Assistant Vice President (Channel Development ) looks after

channel development Activities of all the zones (territories) of the

country.

Each territory also has a Te rritory Manager who reports to the

Assistant Vice President (Channel Development ). Each territory is

divided into number of areasmanaged by their respective Area Managers.

In Gujarat the Area Manager (Channel Development ) sits at Baroda. The

Area Manager (Channel Development ) overlooks the activities of Channel

Development Managers.

The Channel Development mana

Service Process Mapping

Documents