Implementation 5 stories 3

Every industry presents unique

challenges where the CIO must

marshal more than the usual chunk of resources to solve

extreme headaches.

Lessons Learned From the

Verticals

By Balaji narasimhan, gunjan trivedi & rahul neel mani

(From left to right) Vikram Chopra, GM (passenger services application) Centre for Railways Information Systems

Sunil Rawlani, head-information systems & technology HDFC Standard Life Insurance

Unni Krishnan T.M., group CTO (retail business), Shopper's Stop

Jay Menon, director (innovation) & group CIO, Bharti Airtel

Pradeep Saha, head-IT, Max Healthcare

Retail is similar to the world’s fastest train, the TGV. Its speed, availability and extraordinary experience set it apart and has made it among the most preferred modes of transport in France. The

same fundamentals separate the retail amateurs from the men. A retail organization’s ability to scale up swiftly on demand, keep merchandize available, and create a consistently g r e at c u st o m e r experience in the face of surging volumes and mushrooming customer numbers will dictate its success. This is where technology assumes a pivotal role.

Among the big players in the organized retail space in India, Shopper’s Stop has

always understood the criticality of scale, availability and experience, and has been an eager adopter of advanced, cutting-edge technology. “We deployed JDA-MMS and JDA-WinDSS, core merchandizing, store PoS application and ERP in 1998, much before the other players,” says Unni Krishnan T.M., the group CTO of Shopper’s Stop retail business that includes Shopper’s Stop, HyperCITY, Crossword, Mothercare, Desi Café, Brio and Home Stop. And Shopper’s Stop has continued to pump energy in this area. Today, says B.S.Nagesh, MD, and vice chairman of Shopper’s Stop, it has implemented pioneering technologies — like a self-checkout at HyperCITY, a first in both the retail brotherhood in India and globally.

The Number CrunchersThe business and technological challenges that the retail sector face are similar to those in other sectors. What sets retail apart is the sheer volume of transactions it works with. It’s this volume that’s responsible for the high-use of technology in retail organizations. “Other sectors focus largely on ERP and CRM type of applications. We need those and much more because the number of touch points between technology and the consumer is a great deal larger in retail,” says Krishnan.

The automobile industry, for instance, hardly has customers interacting directly with enterprise technologies, apart from a few dealer applications needed to help customers visualize the car they plan to buy, says Krishnan.

But, retail creates a large number of customer-technology touch-points, with its self-checkouts, barcode scanners, price-checking solutions and anti-theft devices. And the number of customers interacting with such technologies (like at the checkout counter) can easily increase from a few hundred to millions in a short period.

“At HyperCITY, we've had over a million footfalls in the first three months,” says Krishnan. “At an average of two customer-technology contact points per customer and that’s about two million probable interactions between customers and technology in three months. Add to that the large number of items a customer buys per visit. (An average receipt has 30-50 items at a hypermarket.) Hypothetically, consider a 30 percent sales-conversion of two million footfalls — that translates to anywhere between 9 to 15 [times customers trigger a play of technology] in three months from a single store.”

It goes without saying that technology deployed in a retail environment needs to be robust. But not robust like a tractor — there is no place for the unsophisticated in a shopping mall. Retail technology needs to be intuitive, user-friendly and has to offer a consistent experience. This requires identifying cutting-edge technologies and putting them to innovative uses. “There is a generation gap between us and other retailers in the country, as far as technology adoption is concerned. We’ve brought new-age technologies to the Indian retail market, some which others haven’t introduced,” says Krishnan.

Shopper’s Stop has one of the largest installed bases of AutoCAD software, says Krishnan, because the chain uses CAD technologies to craft, draw and plan its multiple stores as they roll them out. At last count, the group had over 20 Shopper’s Shop stores and 30 Crosswords outlets.

The enterprise is also at an early stage of deploying a solution to optimization store-to-floor space ratio. Called Intactix, it’s going to help the store managers visualize how to stock shelves using optimal sales and margin expectations. The application also helps analyze how much specific shelves are generating. “And it can even do a what-if analysis by removing certain merchandize off shelves and watching its impact on revenue and margins,” adds Krishnan.

The group was also the first to deploy an IBM i550 performance server in the retail sector. This helps the organization consolidate all of its business units on a single box while running multiple applications, making it easier to administer and lowering the cost of ownership. “Today, we run four different enterprise applications (primarily merchandizing and loyalty applications) catering to six different retail formats on the single box, and we can still take many more. Soon we will be the first to use the i570 series of servers running on the Power5+ chipsets, which will boost our disaster recovery capabilities,” says Krishnan.

Shopper’s Stop was also the first in India’s organized retail space to use salesforce.com, a leader in delivering on-demand CRM solutions via the Internet as software-as-a-service, to automate its sales team. The application was customized and implemented in-house and christened IB-Force (Institutional Business). “IB-Force helps us to monitor a large percentage of our gift voucher sales, which is about 10 percent (about Rs 65 crore) of Shopper's Stop's sales,” says Krishnan.

Scale Up or Get OutThe TGV, even running at just 60 percent of its top speed of 515 kmph, requires over eight kilometers to brake. Retailers don’t have that luxury. IT's inability to scale up to mammoth volume transactions while ensuring the constant availability of merchandize can bring a retailer to a grinding halt.

Krishnan says they’re the first to have rolled out among the most advanced replenishment applications for hypermarkets. Called E3, this sophisticated mathematical software helps HyperCITY analyze inventory trends, helping the enterprise

Cover Story | Implementation

REAL CIO WORLD | n o v e m B e R 1 5 , 2 0 0 6 3 9VOL/2 | ISSUE/01VOL/2 | ISSUE/013 8 n o v e m B e R 1 5 , 2 0 0 6 | REAL CIO WORLD

“Either you’re part of the problem or part of the solution — or you’re just part of the landscape.”Uttered by Robert de Niro in a 1998 heist film, the writer of this memorable line is still a mystery

in filmdom. It doesn’t matter because the words ring true, most of all in business today. When CIO’s reporters explored the IT organizations of five business sectors — retail, healthcare, BFSI, telecom and services — their stories revealed how Indian majors are thriving on innovation to solve their organizations’ problems. Most interestingly, each vertical puts forth a series of learnings that are not unique to itself, helping you derive insights into their approaches to address your own IT challenges. The solutions are now out in the landscape. Find out, across the next five stories.


��Keeping�pace�with�volumes��Guaranteeing�availability��of�merchandize��Creating�customer�delight�and�ensuring�consistency

Greatest Challenges

By gunjan trivedi

Every month, one of Shopper’s Stop 50 outlets clocks seven million instances of customers using technology. Encouraged, the group is now building on its technology capability to stay ahead in the volumes game.

creating a shopper’s Paradise

— Unni Krishnan T.M., group CTo (retail business),

Shopper's Stop

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refill its shelves faster at lower costs, forecast better, and address the critical element of product availability. “In a hypermarket, consumables like bread and juices fly off the shelves,” Krishnan explains. “Replenishing them every two days means we’re filling them about 180 times a year. Managing different products that need replenishment at different rates is tricky: should we buy 100 units of a product or 500? One hundred units means fresher products but also more frequent replenishment. Five hundred units allows for higher discounts, but pose a storage problem. E3 helps us find the right balance at the right time.”

HyperCITY is also home to one of the group’s most innovative use of technology. Called iScan, this

handheld barcode scanning device lets customers scan their merchandize as they take them off shelves. When they're ready for checkout, customers don’t need to stand in a queue as their merchandize is scanned and billed — saving time and improving customer experience.

The iScan represents a classic case where a piece of hardware is put to multiple use by bundling it with different apps. The same hardware doubles as stock-taking solution for inventory. It is also used — without the shopping cart — as a receiving solution at warehouses and helps managers within a store do price-checks on merchandize.

Known as a platform concept, Shopper’s Stop borrowed the multiple-use approach from the auto industry and experimented with it in retail for the first time in India, says Krishnan. “Car models like Tata Indica and Indigo share the same [architectural] platform. When you create a platform, it’s easier to build more models off it by incorporating tweaks. We surprised our application provider by applying hardware and applications in new environments,” says Krishnan.

One ViewShopper’s Stop primary objective as an early-mover technology adaptor is not only to empower its businesses with the agility to scale up and the power to ensure availability of merchandize, but also to eventually bring all its retail formats on a common

platform — and create a consolidated view of its businesses and one view of the consumer.

Each retail set-up within Shopper’s Stop drives its own business, but shareholders, management and the board want to have one view of the business. Five to six years ago, Shopper’s Stop’s strategy was to grow quickly in different retail formats even if it meant sacrificing a single view of its businesses. Later, it became hard to see growth from multiple verticals, business relationships and franchises. “Instead of

having a 20,000-foot view of all our businesses, what we had a view from a hill. And as we

grew, we were forced to jump from one business’ hill to another. Two

years ago, we decided to get a consolidated view of all our

businesses, while it was still early enough to create commonality across platforms,” says Nagesh.

He associates three objectives with this move. One is transparency to

view all his businesses. Another is that it provides

a benchmark in managing technology as a part of the

business. Third is the eventual strength in acquiring a single

view of the consumer across all its businesses. “We want to have a common

view of one customer across our retail formats, whether he’s buying coriander leaves at HyperCITY, The

Afghan at Crossword, a shirt at Shopper’s Stop, a set of baby diapers at Mothercare or a cappuccino at Brio,” says Nagesh.

Shopper’s Stop is always trying to balance between common platforms and creative technological solutions. “Wherever it is feasible, we try to create common applications across our retail formats. We recently moved Crossword from legacy apps to JDA-MMS and JDA-WinDSS. As a result, we have achieved a common merchandizing and store application platform almost across all our group companies,” says Krishnan. Crossword is using four enterprise applications, down from 12.

However, when differentiation is required, specific solutions are created unhesitatingly. HyperCITY's speed checkout solution using iScan is an example.

This approach and the daring to take on new technologies is a characteristic feature of the group. And it’s being applied to getting a single view of the business. “I firmly believe that investing in technology should be kept at par with investments in real estate, senior management, and building capacities. Never hesitate in investing in technology,” says Nagesh.

Senior correspondent Gunjan Trivedi can be reached at [email protected]

Cover Story | XxxxxxxxxxxCover Story | Implementation


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For a company that began with one mobile service license in 1995, the Rs 8,156-crore Bharti Airtel has taken rapid strides to become the bellwether in the Indian telecom industry today.

Its country-wide presence and market capitalization of Rs 101.9 crore reflect a fast-growing company at one level. At another level, such expansion signals a huge challenge, especially for a company whose growth has come inorganically, through mergers and acquisitions (M&As), as part of the industry consolidation. Ask Bharti Airtel’s IT organization.

With each acquisition, the challenges grow by leaps and bounds. Bharti Airtel has sought to consolidate disparate IT systems of different entities and standardize platforms across the company. Says Jai Menon, director (innovation) and group CIO of Bharti Airtel, “In 2002, while on an S-curve of growth, we were just on time. It has reflected well in the way we adopted technology and the way customers experienced our offerings.”

The journey, which started then with basic integrations internally, will culminate by 2010 as One Airtel — a complete intra and inter-SBU integration across Bharti Airtel’s divisions. The journey has posed three major challenges: scaling up (vertically and horizontally), capability enhancement and integration.

Braving the Integration BluesThere was a dire need to integrate all the services that Bharti Airtel provided as one brand. There was yet another need to integrate the systems and processes across circles, and initiate the swift migration of all heterogeneous processes to one platform across the 23 circles.

In 2002, when the carrier embarked on the integration process, it had few circles to operate and was running legacy billing systems. Menon recalls the days when the company bought its first off the shelf, high-end, commercial billing system called Keanan in 2002. “The migration of just two circles from legacy to this platform was extremely painful. Several business rules and processes needed to be aligned with the IT systems. Everything was missing. It took us several months to

set it right. Imagine the task of repeating the similar exercise after every acquisition,” says Menon.

There was a strong belief within that technology wasn’t the problem. It was integration, and its alignment with business thereafter, which was essential to keep growth steady on the S-curve. The non-integrated entities were also lying too low on the capability front because of the over-customization of information systems and commercial software at different entities within the company.

Nothing is more frustrating than trying to get people to alter the way they do things. New research reveals why it’s so hard and suggests strategies to make it easier.

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Greatest Challenges

By rahul neel mani

Dial i.t. for integration

TELECOM

How Bharti Airtel meets the challenges of integrating businesses and staying in line with growth fuelled by M&As.



“In the absence of consolidation and integration, we were only running at 10-20 percent of total capacity,” recalls Menon.

Yet another challenge lay in getting rid of legacy systems and hardware to the pave way for new and efficient hardware. “Legacy has to be a setting sun in the cases of bigger alignments and M&As. Otherwise, the situation remains the same,” asserts Menon. In its integration quest, Bharti Airtel practiced the one data model and one business process. Data residing at multiple locations on multiple heterogeneous storage systems and subsystems had to be migrated to the new data model, which would be central and accessible to all in a uniform fashion.

In doing so, another challenge arose when the business logic, encoded in the legacy data models, had to be changed, migrated, mapped and then integrated to the new data model and new business logic. Says Menon: “There were fundamental challenges posed in migrating to this business data modeling. The first time around,

in 2002, we went completely wrong. It took us nearly seven months to correct this. But subsequently, after every M&A, the time kept reducing. Now, we are able to do it in a few hours.” It was also imminent to survive the decline of revenue in the voice market and cut costs by consolidating whole universe of applications and data to streamline processes that were fragmented at the circle or business unit level.

Based on the experience of multiple integration exercises, the company has since created a blue book — a Center of Excellence. “It took time to create the first set of common standards, but once this was achieved, it was just an act of replication,” says Menon.

In the IT model at Bharti Airtel, the base infrastructure layer primarily consists of WAN, LAN, network operating center and security layer. And so, another daunting integration task was knocking at the doors of the company: the outer physical layer of the network — the WAN. Every circle was operating on a separate WAN. Integrating the WANs onto one common protocol became necessary.

Still, a heterogeneous WAN network wouldn’t have allowed diverse traffic types to travel effectively on the common infrastructure. “It wasn’t possible for us to support ‘any-to-any’ traffic patterns cost-effectively. We were not able to ensure that individual applications got the network performance they required,” says Menon.

Towards this end, it became important to enable traffic engineering, where carriers direct traffic along predetermined paths. It was to make it easier to manage network build-outs and support customers. “This capability only comes through multi-protocol label switching (MPLS). Our next biggest challenge was to build a unified MPLS network connecting the core across all circles,” says Menon. With or without the mega-mergers, consolidation of WAN was the mandate for the company for reasons more than just a unified network.

Non-stop IntegrationAs a result of the efforts to integrate, the first phase saw intra-strategic business unit (SBU) integration. Within all three divisions — mobility, fixed line and broadband businesses — the internal information systems were migrated onto one platform. “It took us a few years to complete the intra SBU migration, but Bharti Airtel became the first telecom service provider in India to be working on a single, standardized platform internally, including HR, financials, knowledge management, learning management,” claims Menon.

On the business side (customer facing application and IT systems), the company is slowly inching towards totally integrated and standardized platforms. The thrust is to first achieve integration of systems, business intelligence systems, data warehousing, so that there is one national picture to view. At the time this story was reported, Bharti Airtel was in its penultimate stage

AD

— Jay Menon,, Director (innovation) & group CIo, Bharti Airtel

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of bringing billing onto a common engine known as convergent billing platform.

“We have also progressed sufficiently on the common CRM platform across all 23 SBUs. This is a tremendous success in inter-SBU integration. It has not only brought business-IT alignment into play, but the capabilities of IT systems have grown nearly 10 times between 2002

and 2006. On the customer side of IT, many areas like sales, order

management, billing, revenue recognition, customer

care and business intelligence have had

to be migrated from

their current platforms to one standard platform — to be 100 percent more agile,” say Menon.

The entire IT infrastructure of Bharti Airtel now runs on multi-protocol label switching WAN, which helps the company support a host of applications, including the ones that are leading-edge. Migrating to MPLS-based services also cut costs for the company depending on the degree of converged traffic that Bharti Airtel was running on it. Says Menon: “Using MPLS for all three layers — data, voice and video — saved us as much as 25 percent on the network expenditure. CIOs might wonder how difficult it is to make the transition. Surprisingly, it’s less painful than anybody thinks. Technically, MPLS isn’t a service offering, but underlying infrastructure.”

Through this exercise, Bharti Airtel has created an IT ecosystem which now uses one piece of middleware for 16 of its major application systems running on 1,500 odd servers. As a result of this massive integration drive, Bharti Airtel executed three large utility computing models between 2004-2006 after factoring in both capital and operational expenditures.

For business and internal IT, IBM became the key outsourcing partner with 15 more providers lined up behind it. For all contact center technology, Bharti Airtel picked Nortel and seven of its associated partners. On the infrastructure front, IBM was again the strategic

outsourcing partner, with some others. All partners work on a revenue sharing basis, so that there is no immediate capital expenditure; ROI doesn’t come into play. “With this kind of integration, I, as a CIO, have been able to make capital expenditures, maintenance contracts and other such micro things redundant.”

All these functions are now offloaded to partners because of the ‘utility computing’ model driven by the premise that integration not only brings operational efficiencies, but also gives cost efficiencies. In the case of Bharti, the utility computing model has worked very well. The company made sure from day one that this model is directly related to business outcome because internally, in the company, most of the IT is related to

revenue, which is the business outcome. “As the revenue goes higher, the percentage of spent on IT comes down,” notes Menon.

The Ultimate ObjectiveMost of the intra-SBU and some of the inter-SBU IT systems have already been stitched with one thread — and are working well. Some of the most ambitious projects like integrated CRM, integrated self care and order management

convergent billing are in advanced stages of completion.“We are targeting that by 2008, Bharti Airtel — mobility,

fixed line and broadband — will have one content gateway, one messaging gateway and one application gateway across all platforms, that is, PC, mobile and TV. That will make us a 100 percent integrated telecom carrier. We'll be the first telecom company in the world to achieve this,” claims Menon.

Overall, the process has stemmed from the company’s quest for integration, which started early on in 2002. The company gathered the right ecosystem, got the right architecture in place, and did the migration and integration upfront. It has resulted in cost-effectiveness and the ability to recognize customers better. “On the S-curve of growth, we started very early. We wanted this whole strategy to ultimately translate into ‘rich customer experience’. And it’s nothing but a result of integration and capability enhancement in the IT systems,” asserts Menon.

Bureau head-north Rahul neel mani can be reached at [email protected]

The thrust is to first achieve integration of systems, business

intelligence systems, data warehousing, so that there is one national picture to view.



ADWhat does it take to follow a paper trail? Ask an insurance company. Take an insurance organization anywhere in the world and it will look at paper as a

necessary evil. That’s because with so many entwined business processes with cascading results, variables and overlapping needs, insurers need to ensure well-defined workflows, which for unprepared companies means an avalanche snowballing of paper — and plenty of it.

At one time, it got so bad that many insurers in the US — housed in multiple-storey buildings — used conveyor belts to carry files across hundreds of desks through multiple departments. The mechanical solution, though it successfully reduced the time it took to move paper files around, didn’t address the problem. Sunil Rawlani, head-information systems and technology of HDFC Standard Life Insurance Company (HDFCSL), was certain he wasn’t going to put his money into a conveyor belt.

Rawlani was determined to drain away all the paper that was clogging business efficiency. He decided to introduce digitized content, automated workflow and agile, re-engineered processes. “Insurance is a conventional, paper-based business with 90-page files packed with supporting documents hopping across work-desks. These obese files then travel in and out of file cabinets, to agents, to junior underwriters, to medical institutes, to senior underwriters and so on. Imagine the volumes

of paper racing around if a company handles about ten thousand policy files everyday. Now, imagine the impact on the organization’s turnaround time. Electronic content management and digitization of workflow was imperative,” points out Rawlani. In 2003, HDFCSL embarked on a mission to cut out the paper chase and embrace Business Process Management (BPM).

The Mumbai-headquartered HDFCSL, a joint-venture between UK’s mutual life assurance company Standard Life and HDFC, was started in 2000 to tap the evolving life insurance market in India. As one of the first private life insurance companies in India, HDFCSL’s operations were characterized by manual processes that were added incrementally to keep up with business requirements. In order to differentiate itself and tap the market more progressively, it adopted the customer-centric approach and offered service as it's USP. As HDFCSL saw unprecedented growth, their manual processes, layered

unsystematically over time, started to crack under the pressure.

The number of Excel worksheets, used to track p o l i c i e s , m u s h r o o m e d . Increased communication for new requirements began to choke the organization. Multiple systems to handle status queries or communicating new management decisions rendered process control inconsistent and inefficient, which hit the organization’s ability to measure performance. All the while, the volume of paper exploded making document-filing and handling

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Greatest Challenges

insuring against Paper-Pushing HDFC Standard Life Insurance has made a successful bid to get its people away from the clutches of paper files and back to the business of insurance.

By gunjan trivedi

BFSI

extremely tedious, and created a storage nightmare. Manually distributing work and summarizing data from proposal forms also impacted the processing time. The inability of business managers to balance workloads and a lack of insight into productivity created a vicious cycle that sucked business down.

The disorder spread as misplaced documents affected policy turnaround time and created a ripple effect among interlinked files. In a firefighting attempt to stave off confusion, staff at the branch levels began duplicating documents and entered data in two places. This increased the cost of operations and worse affected HDFCSL’s USP: service.

After several months of deliberations, HDFCSL deployed a BPM solution from Staffware (later acquired by Tibco) and an Enterprise Content Management solution from FileNet. “This exercise replaced paper with digital files, streamlined and re-engineered workflow, and created a more scalable, synergetic and agile business,” says Rawlani.

But these changes came with a rider: it cost a lot of sweat. The changes required some of the hardest IT activities: designing an accurate business process, mapping process to defined algorithms and incorporating people, management and systems to the change.

HDFCSL’s IT department did a lot of the spade work. The initial process of identifying key business processes (such as new business, claims, grievances and policy management), defining workflow rules and algorithms and weeding out non-critical processes took three months. “The core BPM team identified key business processes using statistical sampling. The process design was divided into three functions: defining, documenting and re-engineering. We prioritized mapping business processes to the BPM platform using a simple concept: address the most painful areas first,” says Rawlani.

The process of mapping and designing is an on-going process although Rawlani’s team tried to do it on the first occasion because un-ironed glitches would have cascading effects.

“We called the system WONDERS: Workflow On Demand Enterprise Retrieval System. There were many lessons learnt and unlearnt. We were among the first Indian insurance companies to incorporate BPM at this scale and had to come up with innovative and creative solutions,” recalls Rawlani.

It began with the creation of a core BPM team, whose job it was to identify key drivers and enablers, and design processes accordingly. The core team included people from business, HDFCSL’s in-house IT team and the vendor. Top of its list was to automate documents and workflow — Rawlani wanted paper out of the way.

Documents were identified, scanned, indexed and committed to an imaging system. The system includes the most sensitive scanners available, since underwriters, who assess the authenticity of documents, need to determine things like whether the same pen was used throughout the form or whether data’s been overwritten and manipulated. Underwriters man the gates of an insurance company and based on their findings, subsequent queries are generated. Only once images are committed and crossed-check by underwriters is a case released into the organization’s workflow.

His early-mover status didn’t leave Rawlani with too many references to draw on. His solution was to take a team of people from operations, the underwriting department and IT on a tour of insurance companies in various South-east Asian countries, who had used similar BPM and digitized workflow technologies. “This helped a lot, but there was still one major problem that the tour didn’t solve,” says Rawlani.

The roadblock lay with the underwriters. In the manual setup, documents were verified on paper (a portrait view), but scanned images of documents on computer



AD— Sunil Rawlani, head-information security & technology HDFC Standard Life Insurance

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screens were viewed in landscape-mode, making the underwriters’ jobs very tedious. “We tried using larger monitors, but that didn’t work. As for portrait-oriented monitors, they were available only in the US at that time and were astronomically expensive,” he recalls.

With true CIO-resourcefulness, Rawlani found a solution that kept everyone happy: he deployed graphics cards that supported multiple monitors. Each underwriter workstation was connected to two 15-inch monitors. One monitor displayed the document up-straight and the other displayed the scanned policy in portrait-mode.

But, the document imaging solution isn’t only a set of clever ideas. Its benefits, like proper indexing, access control, the ability to include annotations, secure storage, fast retrieval and better disaster recovery are far-reaching. It’s also ensured better human resources allocation — and that paper is eliminated from the workflow.

The advanced capabilities of the BPM platform are also used to break down and monitor an automated process into steps as they are rolled out. Each step within a process is monitored and inefficiencies identified. Each step’s time is noted and monitored against the duration of the entire process. Irregularities are immediately identified using key performance indicators built into the platform.

Business procedural algorithms or rules are kept loosely-coupled with the BPM using a separate business rules engine, ensuring that in the wake of changing business needs, the entire process is not altered. Tweaking only the rules helps create a more agile process, which can effectively adapt to changes. Insurance companies, for example, allocate policies to either junior or senior underwriters, depending on the body weight of the applicant. If, at some stage in the future, these parameters change or say an applicant wants to customize his policy, the entire process doesn’t need to undergo an alteration. The required changes are merely incorporated within the business rule engine.

“At first, we addressed the business processes in breadth, to automate key front-end features. Then we started to scale the depth of the process. This incremental approach helps us to address issues cropping up without disrupting the entire process, and easily secure management buy-in by being able to show benefits early on,” says Rawlani.

T h e au t o m a t e d workflow has benefited the organization. Apart from the measurable benefits of a 300 percent improvement on policy turn-around time. For instance, the average time to issue a new policy today is 1.5-2.5 days, down from 5-6 days. The organization is also able to offer

improved customer service with consistent experience, and enjoys improved efficiency in terms of immediate access to documents, tracking policies online, a new ease of administration, much better process manageability and control, better compliance, and overall reduction in the cost of ownership.

There has also been a 40 percent reduction in the time underwriters spend handling queries. This translates into substantial ROI, especially since the number of policies issued in a year run in hundreds of thousands. (HDFCSL issued over just under 4 lakh policies in 2005-06, covering more than 5.8 lakh lives.)

Moving ahead, Rawlani wants to bring all business processes that are not yet fully automated — such as claims — under BPM. He is working full time to bring in more third-party integration between the workflows of HDFCSL and external entities such as medical institutes or re-insurers. “I am also figuring out how to further equip our sales-force and agents with sophisticated mobile devices, which can integrate seamlessly with our workflow and further reduce our turnaround time as we deliver policies to the customers, right at their doorsteps,” he says.

Senior correspondent Gunjan Trivedi can be reached at [email protected]

The advanced capabilities of the BPM platform are

also used to break down and monitor an automated process into steps as they are rolled out.

BANK



ADAs the second largest rail network in the world and the largest in Asia, statistics concerning Indian Railways are bound to impress. It boasts of coverage that exceeds 60,000 kilometers,

has 300 railway yards and 700 repair shops. It runs more than 11,000 trains on a daily basis, and directly or indirectly touches the life of almost every person in India.

However, not all figures concerning the Indian Railways are as impressive. For instance, almost 14 million of the 15 million people whom the Railways transports every day travel on unreserved tickets. Handling them has been a huge problem. As union railway minister Lalu Prasad Yadav said in his maiden Railway Budget speech at the Lok Sabha in 2004-05, “About 92 percent of railway passengers travel without reservation in unreserved coaches in trains in the country.”

This revelation is not something new, and the Indian Railways had realized the need for an Unreserved Ticketing System (UTS) a long time ago. In fact, Nitish Kumar, in

his Railway Budget in 2002-03, had announced the pilot of the Unreserved Ticketing System, at a time when the Indian Railways was celebrating its 150th year of operations. As Vikram Chopra, g r o u p g e n e r a l manager (passenger services applications), Centre for Railway Information Systems (CRIS), points out, “The decision to introduce

UTS as a pilot project at 23 stations around Delhi was taken in January 2002, and the inauguration of the same was done on August 15, 2002.” Today, this project is showing a lot of benefits, and has been extended to 588 stations as of March 31, 2006. Further, the Indian Railways plans to cover 943 more stations in 2006-07, and ensure that a total of 6,000 stations have UTS as of March 31, 2009.

While UTS is delivering excellent payback, the road taken was thorny. “As a first step towards computerizing ticketing, the Indian Railways introduced Self Printing Ticketing Machines (SPTMs),” points out Chopra, adding that, “These were standalone microprocessor-based ticket machines. While they contributed towards reducing ticket inventory and provided automated accounting at the station level, they had several limitations.” The limitations included:

The system was a logistical nightmare because fare changes had to be made on each and every machine. Since these machines were standalone systems, tickets could only be booked from the station of origin of journey. Cancellation could also be only done at the same counter where the ticket was booked. Since there was no network, there was no real-time generation of revenue. Additionally, these machines were prone to tampering.

In order to overcome these limitations, CRIS designed the UTS. “The project was given to CRIS on a turn key basis, and the work involved designing the system, freezing of hardware and software requirements, procuring the hardware, development of software and testing it, and finally, installation,” recalls Chopra.

While implementing such a large system tends to be a complex undertaking, CRIS’ core competency in handling such installations helped. Set up in 1986 to manage all the computer activities of the Indian Railways, CRIS had implemented large projects before, like the Freight Operations Information Systems (FOIS) and Passenger

How the Indian Railways overcame a logistical nightmare in a mission to change the customer experience of nearly 14 million people who travel with unreserved tickets everyday.

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Reservation System (PRS). But, while the PRS has been widely hailed by e-governance experts as one of the most successful e-governance projects, not only in India but across the world because of the number of citizens it has impacted, it handles only around 0.8 to 1 million reservations per day. The unreserved ticketing system, on the other hand, had to handle several million reservations a day, and be capable of scaling way beyond 10 million reservations in the future.

The most important thing about the unreserved ticket system was that, since it impacted so many people, it has to be available on a 24x7x365 basis — and this applied to all aspects of the system. “The system has therefore been implemented in the high availability mode from all — hardware, software and telecommunication — angles,” says Chopra. Therefore, CRIS decided to use diskless PCs equipped with 144 MB flash ROMs. The ROM was to be loaded with three components: Red Hat Linux, Adaptive Server Anywhere Sybase RDBMS, and the ticketing application itself. The problem that CRIS faced was that

all these things didn’t fit into the 144 MB ROM, and so measures had to be taken to trim the RDBMS and the OS.

Once this task was accomplished, CRIS faced another problem: it was using proprietary terminal servers to connect dumb terminals with the backend server. This, apart from being expensive, was also capable of tying the Indian Railways to outdated legacy methods. In order to combat this problem, the UTS team at CRIS started work on a TCP/IP terminal server, which had the advantage of being extensible. Because security was an important consideration for the Indian Railways, CRIS developed special tools to centralize the management of these dumb terminals. As a result of these tools, the security administrator can manage the ports from a central location, and even define the transmission speeds for data flow. But the finest aspect of the terminal is that it is highly fault-tolerant. While it works off the network, it can also function as a standalone system if the backend server or the telecommunications link breaks down. Once the server or the network failure is rectified, the client reconnects to the backend server and automatically synchronizes the data.

Another added bonus of these efforts was that the TCP/IP terminal server cost just one-fifth of the proprietary terminal server that was in vogue earlier. Since TCP/IP is the lingua franca of the Internet, CRIS was also able to make the UTS easily accessible over the Web. As Chopra points out, “The booking of unreserved season tickets can now be done through the Internet with the physical ticket being delivered to the passenger’s address.”

The usage of the Internet apart, the overall reach of the UTS has been staggering, to say the least. “Today the UTS network covers 682 stations with 2,152 users connected to eight data centers located in New Delhi, Kolkata, Chennai, Mumbai, Secunderabad, Patna and Gorakhpur. The system issues tickets to around 5 million passengers every day, generating revenues of over Rs 14 crore,” avers Chopra.

While numbers are always striking, the other benefits — both to Indian Railways and to the common man — are even more stirring. Now, travelers can buy tickets from any station and need not be restricted to the boarding station. The new UTS system also allows the purchase of an unreserved ticket three days prior to the date of journey, as the facility for booking unreserved return tickets exists.

The Indian Railways has also seen benefits from the UTS. Since the burden on the ticket-issuing personnel was reduced, the same staff could be used for additional ticketing counters. The productivity of the booking clerks was also enhanced.The Indian Railways enjoyed other benefits, such as:

Fares and business rules could be changed more easily, and this protected railway revenues and reduced passenger complaints. Passenger traffic is measurable on a real-time basis. Since more details of the usage of trains were available,

— Vikram Chopra, Gm (passenger services application), CRIS

analytical reports with higher accuracy could be produced for top management. More counters could be opened for ticket sales without requiring any addition in manpower. The security features incorporated into the UTS reduced the chances of fraud considerably.

Of course, all this comes at a cost. While Chopra was not able to provide the final cost of the UTS system because the implementation of the system is still in progress, he says that the Indian Railways has already spent Rs 80.71 crore as of March 31, 2006. An additional amount of Rs 86 crore has been sanctioned for 2006-07.

While Chopra didn’t provide any direct figures bearing upon the ROI of the project, he points out that, “While it is not possible to quantify direct savings or increased revenues on account of UTS at present, as it is still in the expansion stage, costs will come down on account of reduced ticket stock inventories and reduction in investment for increasing points of sale. Revenues will increase because of greater productivity in ticket sales by booking clerks, better availability of tickets, and more efficient services through better planning made possible by better MIS.”

A study of Lalu Prasad Yadav’s Budget Speech for 2006-07 gives us some indicative figures of the ROI of UTS. Passenger earnings increased by 7 percent, and no doubt, UTS would have contributed to that . Streamlining achieved by the UTS, among others, has also enabled the Indian Railways to target an additional income of Rs 200 crore by adding additional coaches to some 190 popular trains. For 2006-07, a growth target of 11 percent has been set for passenger revenues, which add up to Rs 16,800 crore. Since the UTS already touches 5 million people per day, the averment that it is bound to add significantly towards this target is not untenable.

Success apart, CRIS has no plans of resting on its laurels. “We are now planning to further enhance the UTS project

with the introduction of touch screen based Automated Ticketing Machine, both with prepaid smart cards,

debit/credit cards and currency in the near future,” says Chopra.

Some of the innovations are also coming from slightly out-of-the-way

locations. For example, the Indian Railways launched its first satellite UTS at the Pampa Devaswom complex in Thiruvananthapuram in November 2005, which is aiming at issuing unreserved tickets from non-rail heads. This system is expected to help several

lakh pilgrims visiting Sabarimala by enabling them to purchase

tickets three days in advance from any railway station.Another first has been achieved by

the Danapur division of the east central railway, which has become the first division

of the Indian Railways in which all ‘A’ ‘B’ and ‘D’ class stations have been provided with UTS facilities.

With UTS expected to proliferate across the country in the coming years, these numbers are only likely to go up — along with customer satisfaction, of course.

Special correspondent Balaji narasimhan can be reached at [email protected]



ADWhile RFID (radio frequency identification) is usually seen as something that adds value to the supply chain, the Indian Railways is also implementing this technology to make

traveling easier for the common man. This plan revolves around smart cards, which are issued in denominations of Rs 100, Rs 200 and Rs 500. These cards are valid for one year, but the unused amount can be transferred to a new card.

These smart cards are used with ATVMs (Automatic Ticket Vending Machines), which are equipped with a touch screen. Using the touch screen, the smart card holder can enter the details of his journey and the amount is automatically subtracted from his smart card.

While this usage is bound to enhance customer satisfaction, RFID is capable of playing an even higher role in the handling of freight. The Indian Railways is supposed to have 222 million freight wagons, and RFID tags embedded in the wagons will be read by readers located in sheds.

Using this system, which is currently in its pilot phase, the Indian Railways hopes to streamline freight management across the country. The impact upon the country itself is bound to be huge because, as of 2004-05, the Indian Railways carried 1.65 million tonnes of freight on a daily basis. Since the network of the Indian Railways covers around 63,465 km across the length and breadth of the country, this system will make tracking of freight much easier than it is today.

— B.n.

Empowering Passengers



ADThat India is a vast and varied geography with a burgeoning population is oft documented. Over a billion people are spread across a landscape from deserts to frozen mountain ranges, whose

temperatures soar to 50 degree Celsius and plummet to -30 degree Celsius. Delve deeper into the demographics, and one will find more revealing facts: a very high infant mortality rate, an unmanageable population per doctor — nearly 70 percent of the population lives in remote parts — and an average life expectancy of 63 years. In many ways, all pointers to a deeper need for India to turn to telemedicine.

The modern applications of telemedicine do not simply entail a better business logic for hospitals and other healthcare service providers, but also promise to contribute toward an national cause. India has been a relatively late adopter, but is fast catching up in terms of

applying telemedicine technologies.

Max Healthcare Institute, the Rs 145-crore super-specialty hospital, has taken a plunge in proliferating treatment and medical ser vices through telemedicine. Its TeleMed connects primary and specialty healthcare services, through images and other data, to health centers and tertiary hospitals with their

highly specialized staff and technical equipment in remote areas. Telemedicine is an emerging system of medicine in India, but can prove very effective in terms of delivering timely treatment for those deprived of good medical facilities, says Pradeep Saha, head-IT for Max Healthcare. “Information and telecommunication technologies have now reached a stage of maturity so that it doesn’t take much time to set up a network for telemedicine facilities between two points.

“Earlier, an example of telemedicine may have been as simple as a doctor receiving advice and consultation from another doctor over the telephone. Today, telemedicine can bring a physician located hundreds of miles away into an actual examination room, thanks to a live, interactive system,” notes Saha.

However, India is still far behind when it comes to attaining acceptable standards of health infrastructure and services, says Saha. “There is a shortage of computer-savvy healthcare personnel. Overall, it results in the poor use of telemedical infrastructure, and the people who suffer the most are those in the remote areas. Quite early on, Max Healthcare felt the lack of training facilities with regard to information and communication technology (ICT) in medicine. In rural India, medical terms like HIS (hospital information systems, RIS (radiology information systems), and PACS (picture archiving and communication systems) are unheard of by the medical community.

“There is virtually no exposure to the applications of ICT in remote areas where most people of India reside,” says Saha. “We recognized this problem and thought of putting in place a solution to bridge this gap. Max Healthcare got actively involved in the practice of telemedicine with its various

Enter a healthcare WAN that has succeeded in taking highly-differentiated and specialty medical services to remote areas.

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specialty hospitals and clinics, as well as ongoing telemedicine research and training projects,” he explains.

The hospital prepared a blueprint to establish tertiary-level service delivery facilities across rural and urban locations that were integrated with Max Healthcare TeleMed. This was to bring Max Healthcare services closer to the people, regardless of the geography in question. The Max Healthcare doctors were confident that telemedicine would be a great tool to enhance the level of onsite care in small nursing homes. It would virtually eliminate unnecessary ambulance transportation and delay in providing critical medical care whenever — and wherever — required.

The aim of Max Healthcare TeleMed was to empower physicians in remote areas as well as healthcare personnel to stay updated, vis-à-vis medical knowledge and the skills to provide better healthcare.

Another major objective was to educate and train doctors in remote areas who were otherwise unable

to access such training for both geographical and monetary constraints. “Doctors in remote areas seldom get an opportunity to attend training sessions and thus lack knowledge to handle critical medicinal cases. Telemedicine is one of the greatest ways to provide an online training program, in which doctors — using communication links — can actually indulge in training,” says Saha.

Consultation with experts and taking secondary opinions is a time-consuming job, especially if the experts are unavailable. Telemedicine bridges this gap easily. “If a doctor has a heart patient but is not able to read an electrocardiogram, the images need to be sent immediately for an expert’s interpretation. It can save a life and that’s only possible if you have a telemedicine facility with data and voice,” asserts Saha.

Max Healthcare was confident that it could even monetize the rural centers through cost savings generated by identifying diseases in the early stages.

Brick and Mortar of TelemedicineTelemedicine technology is generally a function of communication infrastructure and the cost of information technology hardware. There has to be a proper communication link between the center from where the telemedicine service and expert opinion are to be provided and the place where the patient is actually located.

To be able to provide cost-effective services and avoid unnecessary overheads of capital and operational expenditure, Max India set up a 512-kbps primary rate interface ISDN link between the telemedicine centers and the tele-consultants. This was enough to work as a primary link between the two centers. These lines were connected with modems at both ends to transmit the data between the two places.

“The pain area was not the technology, but its implementation and maintenance at the remote end because doctors and technicians needed initial training for usage. Also, there were problems of downtime, which were natural. But with time, things have improved a lot,” says Saha. The images of reports began to be scanned and sent to teleconsultants who would monitor and suggest approaches to treatment over the telephone.

Quite naturally, Max Healthcare thought of adding video in the process. “It was not only difficult, but impractical to narrate readings of the bedside monitors. There was always a threat of marginal error. The error could turn fatal if the case was critical and immediately needed intervention,” explains Saha.

This was overcome by adding video to the setup. Max India decided to put polycom video conferencing equipment, so that doctors could virtually collaborate in times of emergencies and critical diagnostics. “This

— Pradeep Saha, head-IT, max Healthcare

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further helped in providing training and online learning to the doctors,” says Saha.

Healthy ProcessesA medical practitioner in a remote location now schedules all his patients who require expert medical tertiary-level specialists’ advice on a particular day and time of the week.

“The medical experts sitting at specialty locations are made available

online during that schedule for consultations on

the cases. Before hand, the remote

p r a c t i t i o n e r makes available all the case history and investigations

of patients to the super-specialists. It saves time, money and, most importantly, the lives of a large number of people,” says Saha.

Offsite nursing homes, diagnostic centers and hospitals can now send images of diagnoses online to experts for an opinion. This takes no time in comparison to sending the images physically. The latter brings into play the possibility of a patient losing time if he is at a critical stage of treatment. TeleMed has proved to be a boon in disguise for monitoring patients while they are admitted in an intensive care unit (ICU) at a remote location.

“The doctor in the local ICU connects the patient to the ICU or CCU (critical care unit) of Max Healthcare, while our expert cardiologists and other critical medicine experts review the patient’s condition online and provide expertise to a local ICU or CCU doctor in managing the patient with the best clinical practice, which is otherwise impossible,” says Saha.

Further, patients with chronic ailments can have follow-up consultations with their respective consultants while sitting in their homes or workplaces. For a nominal amount, the patient is given a device that needs to be connected to an ordinary telephone line.

During the consultation, this device transmits the ECG and other relevant clinical parameters to the

consultant’s monitor at Max Healthcare. “We provide a similar facility at the doctor’s premise. So if there is a need for an emergency consultation, doctors in a remote location don’t have to wait for their counterparts to reach the hospital,” says Saha.

With telemedicine now in place, an offsite catheterisation lab or cath lab (an examination room with diagnostic imaging equipment to support a catheterisation procedure) gets hooked with the intervention cardiologist. Also, the offsite cardiologist can send the cath lab images online to an expert cardiologist who can review the images before the off-site cath lab gives a final opinion on the study procedure.

Max Healthcare TeleMed has greatly helped doctors, nurses and paramedical personnel in remote locations, providing them an opportunity to interact with super-specialists and update their own knowledge and skills. It ensures better patient management at a local level.

“Max TeleMed empowers patients to avail tertiary-level healthcare services of global standards from anywhere. A patient can contact the nearest Max TeleMed Center for scheduling her second consult or follow-up with the Max Specialty doctors,” says Saha.

Currently, Max Healthcare doesn’t offer telemedicine at a very

large scale. People are slowly catching up with this new concept in India. With rapid developments in IT, new capabilities are being added to the core telemedicine infrastructure. “With decreasing bandwidth prices, we can now think of linking these centers with dedicated leased lines and perform virtual surgeries,” he says.

The processes established by Max Healthcare have been so effective and efficient that the initiative has got the endorsement of International Technology Union’s Telemedicine division. As Saha puts it, this endeavor ensures the delivery of right healthcare irrespective of spatial separation. CIO

Bureau head-north Rahul neel mani can be reached at [email protected]

Patients in remote areas with chronic ailments

can have follow-up consultations while sitting in

their homes or workplaces.

Education

Implementation 5 stories 3