NAME OF THE BRANCH : RACPC GUWAHATI
WHY THE NEED OF THE PROJECT AROSE
“When I joined RACPC, GUWAHATI as AGM on 12.08.2008, I found that there was no file numbers in documents. It was very difficult to locate a file for disbursement.(second/ third instalments) .When accounts were closed, it was very difficult to deliver the security documents to customers immediately.
There was all-round procrastination (Please come on next Monday, Thursday, after 3 days etc) prevalent in the unit. . There was one Mr Anand (outsourced) who used to locate the files and the unit was totally dependant on Mr Anand. The general customers, dealers, promoters of flats etc were highly dissatisfied with service provided. Customer complaints were a regular feature. The customers were mostly directed to the AGM’s chamber as the CM (Maintenance) was afraid to face the customers.
HOW THE PROJECT WAS IMPLEMENTED
DID IT INVOLVE MANY PEOPLE AND WHAT KIND OF TEAMING /TEAM EFFORTS TOOK PLACE?
Before coming to Guwahati, I was Chief Manager of Burdwan University branch, in Bengal circle. During my tenure there, RASMECCC, Burdwan was set up. As a CM of the branch I was skeptical about the whole process as I felt that the Official of RAMECCC would not be able to locate security documents of the Professors and lecturers which would lead to complaints. So in RASMECCC Burdwan, we gave a specific number to every customer file and created an excel file with numbers. So it became very easy to locate the file inside the FRFC (Fire resistant file cabinet)
Now, my job was to replicate the success of RASMECCC, Burdwan in RACPC, Guwahati. I called a staff meeting to discuss the matter. Some of the officials felt that numbering and creating an excel file of 40000 files was an impossible task. The Storage officials also said that the unit did not have enough FRFCs. One person told that one Mr Kalita( staff) had tried and failed. I told them that “Gentlemen, it’s not possible for one Mr Kalita, but if we have 10 Kalitas’ then we will be able to reach the goal. If we don’t do it, the customers will shout, and will be dissatisfied. The branches will have to face customers wrath”. A few young officers immediately agreed that they would have to do something to avoid humiliation at the hands of the customers. I overheard some officials talking that a mad AGM has come to change RACPC. We went ahead with the task of numbering the documents. We formed a core group of 8 (eight) staff to start the job. Initially we targeted all education and housing loan documents which we required for future disbursals of loan amounts. The disbursing officials who initially had shown no interest found out the benefit. These officials spread the good news amongst others and 2(two) more officers volunteered. Within 3 months, our vision of being able to locate files in few minutes became a reality. In the process we purchased 10 new FRFCs.
FULFILMENT OF CUSTOMERS AS WELL AS STAFF:
On completion of the project, everybody in RACPC became very happy. Customers felt very happy as they were no longer required to visit RACPC again and again for disbursal of 2nd, third 4th etc installment in future.
On completion of the project, RACPC took up another project of arranging Post Dated Cheques in order and in joint custody of two officials in maintenance wing. We recorded all the PDCs in a register and kept them in custody of two officials. Here also we achieved success within 2 months. Today any body visiting RACPC will find that the PDCs are not kept in the loan documents, but kept separately in 3 FRFCs.
Our third project was to improve Inspection rating. The team members worked hard and result was the improvement in rating. The total marks in the central inspection and and audit report improved from 707 to 812 marks in April – May 2009.
During this period, the staff was so motivated that many milestones were reached. One of which was record business achieved in cross selling ,and as , AGM RACPC , I felt a tremendous sense of fulfillment .
SUBMITTED BY SHRI SAILEN SAHA, AGM, RASMECCC-CUM-SARC, SILCHAR
BRIEF DESCRIPTION OF THE PROJECT
It is briefly about how active and collective contribution of te entire branch leads to overall improvement in the functioning thus enabling it to retain A+ rating in the Central Office Inspection , achievement of stipulated business targets and reduction in N P A.
HOW IT WAS IMPLEMENTED
SOME OF THE ACTIVE STRATEGIES WHICH RESULTED IN THE EXCELLENT IMPROVEMENT ARE ILLUSTRATED
Regular monthly meetings were held with staff members and discussions centered on how to achieve the business targets, and finding of solutions for problems encountered.
Each staff member including sub staff were given specific targets on deposits and advances and the same was recorded and reviewed.
Similar targets were given to staff members for reduction of N P A
The branch had 4 single window counters and it was agreed upon by all the staff members to manage the branch with 2 counters and the additional staff members were assigned the task of marketing and reduction of N P A.
Each staff member was also given a specific list of HNI/VIP customers and it was their responsibility to take care of their needs apart from Unit Head. The staff felt very satisfied of getting an opportunity to build relationship with the HNI customers. The customers also felt delighted as they were recognized and offered service by each member of the branch. The staff learnt the value of providing personalized services for increasing business in terms of deposit and advances of the branch.
Every day at least 30-40 elite customers were called telephonically or met at their residences for enquiring about their needs which contributed to remarkable business growth as the branch was able to snatch away many customers many customers from other private sector banks like ICICI /HDFC and Axis bank.
FULFILLMENT OF THE COLLECTIVE
The constant interaction with customers resulted in them becoming great brand ambassadors of the branch which added to building of good reputation of the branch.
Excellent rapport was established with top officials of the State Government which resulted in branch getting good deposits. Any good deposit and advances mobilized were conveyed to Controlling Authority who visited the branch and appreciated every staff member individually. This motivated the staff to work hard to reach every goal.
The branch retained A + rating in RFIA
Achievement of steep business target
Reduction of NPA
SHARED BY SHRI AKSHAY KUMAR
BRIEF DESCRIPTION OF PROJECT:
After taking charge of the branch on 21/11/2008, the BM made a survey of the service area of the branch and observed as under:
i)The service area is not big enough as there are 4 branches of different banks (including two branches of SBI) within radius of 4 kms.
ii)The people of the locality are mostly below poverty line due to insufficiency of cultivable land in the area. Whatever loan were given, due to high level of NPA, further increase in loan portfolio in SIB/ AGRI was not possible. Therefore it was a great challenge for the unit leader to achieve the growth in business.
HOW THE PROJECT WAS IMPLEMENTED AND RESULTS:
When we came to know that the management of Tripura jute Mills is planning to arrange payment of salary for their employees through a commercial bank, we called on THE MD of the Mill and requested him to open their accounts at our branch. Initially they were of the opinion to open the accounts in UBI which is nearer to the mill. Moreover they were skeptical about our ability to open 1200 accounts in a short period of time and serve them well in future with our 3 nos of staff. But we convinced them to open the accounts with us as we have many ATMs in the city.
We have discussed the matter in a staff meeting and the all the staff members assured to extend their cooperation in opening the accounts. In the meeting we also discussed that as the job of the employees were not transferable, we can explore the possibility of per segment loans.
We had only one month in hand to open the accounts. It was not possible to withdraw even a single SWO from the counter as we had NREGA etc payments so as a team leader; the BM took the major burden of opening of the accounts. All staff members were inspired by the efforts of BM and they also started opening of accounts in addition to their normal duties. They wrote registers and books related to account opening . The messenger also took part in the project and pasted photographs in passbooks and maintained serial numbers etc.
Within the target period of one month. 1200 accounts were opened, passbooks were issued and ATM cards were distributed by visiting the JUTE Mill.
FULFILLMENT OF THE COLLECTIVE
The employees of JUTE mill never thought that they would be able to get hassle free loan to meet their urgent financial needs. Many customers expressed their deep gratitude for getting loans without any hassle for marriage of their daughters, for repair of their old house. This was the real recognition of our hard work.
We as staff of the branch were delighted when we achieved a sizeable growth in our personal segment deposit and advances.
i) By opening accounts of Jute Mill we grew by 2 crores in personal segment.
ii)here was growth in C& I segment as we opened current account of the Jute
iii) We achieved remarkable growth in cross selling.
iv) The profit of the branch doubled
i) It has increased our customer base
ii) The accounts will remain with our bank for a long term even after retirement.
iii) A small branch became profitable.