OMPUTERIZING CITIZEN TRANSPORT SERVICE (CTS):

ESTIGATING INTO THE CHALLENGES AND SCOPE OF

TEGRATING A MANAGEMENT INFORMATION SYSTEM
INTO ITS EXISTING SYSTEM
Presented by: Ireena Kanhye
Student ID: 2015-00-29-0
Date of Presentation: 7/11/15

INTRODUCING THE RUNNING OF

CTS

Established about 40 yrs ago as a family

business
Now benefiting from a govt share capital of
Rs 50M.
An organization that has multiple factors
stacked in its favor, the major one being the
accessibility of almost every bus route in its
line of service.

INTRODUCING THE RUNNING OF

CTS

Currently suffers from poor performance and

stagnant growth

5% Top
Perform
ance

80% Mediocre Performance

Losses
occuring
in this
area

15% Under Performance

INTRODUCING THE RUNNING OF

CTS
Spare
Part
Store
Depots
(7)

HR/
Payroll
CTS

PROBLEMS ENCOUNTERED BY
CTS

Unchecked and often unnecessary purchase

of spare parts
Bad storekeeping practices (if any) resulting
from unautomated system
No proper attendance and bus monitoring
systems
Buses in dire need of repairs and
maintenance
High rate of absenteeism

PROBLEMS ENCOUNTERED BY
CTS

Employees security on duty at stake

Vandalism goes undetected
Corporate culture is not conducive to cutting
losses and improvement in general
The specter of competition that begins to
loom ahead from privately owned bus
companies that provide more rapid and
secured service, with the benefit of also
being punctual to bus stations for pick-ups

PROBLEMS ENCOUNTERED BY
CTS

Political, economic, social and technological

factors from the external also impinging on
the running of CTS

Lack of transparency = Insidious fraud

embedded within the system

WHAT IS NEEDED?

An integrated system that allows the rapid

and uninterrupted flow of information.

BusDepot
s
Spare
Parts

HR/
Payroll

WHAT IS NEEDED?

On time reporting to higher level

management will also allow greater visibility
of Key Performance Indicators (KPIs) in order
to take to make and carry out decisions.

Review all the current processes that serve

to gather and compute data.

WHAT IS NEEDED?

Redundant or repetitive steps should be

eliminated and relevant ones should be
updated or corrected if necessary.

Functional departments should be formed,

each with a manager to head it and to
answer to the higher level.

WHAT IS ALSO NEEDED? A BIT OF

MATH
Given that it employs 2800 workers, the following calculation seems
reasonable:
1 bus
= 2 workers (1 driver + 1 conductor)
500 buses = 2 * 500
= 1 000 workers
Remaining staff = 2 800 1 000
= 1 800 workers

1 depot = ~16 workers

7 depots = 7 * 16
= 112 workers

Remaining staff = 1 800 112

= 1 688 workers
1 mgr + 3 supervisors + 1 assistant supervisor + 1 clerk/ handyman + ~10
mechanics

WHAT IS THEN NEEDED? SOME

RESHUFFLING

Document Management System which will gather

all the processed data that will flow as transactions
and decisions are being made

Bus Route Monitoring & Fleet Management System

which will keep track of the buses and their current
locations, whether on standby or operational. Any
GIS/GPS tracker will be overseen in this department
and its relevant system. Simultaneously, a rough
estimation of the daily revenue garnered by the bus
conductors can be tracked. On-board camera
surveillance will also monitor security and
vandalism issues from this system.

WHAT IS THEN NEEDED? SOME

RESHUFFLING

Digital Monitoring of Attendance System

which will ensure the productivity, efficiency
and regular attendance of the whole staff of
CTS. A computerized system will also monitor
the level of absenteeism, fraudulent salaried
workers, unfair working hours and/or
compensations.

Financial System which will handle all the

financial aspect of the running of CTS and will
retain all tracking and reporting of accounts
for further processing.

WHAT IS NEEDED? SOME

RESHUFFLING

Stores Management System which will keep

records of all spare part purchases as well as
of their current status (in use/ stored/
damaged/ in repairs).

HR/ Payroll System to guarantee proper

payment is effected in relation to
attendance and efficiency. This department
will also be responsible for ensuring fair and
meritocratic promotion of staff or the laying
off of fraudulent workers, for example.

ONCE THE MIS HAS BEEN

INTEGRATED .
Buses & people
(staff &/or
passengers)
common to all
systems
Document
Management
System

Fleet Management
System

Stores
Management
System

Business
Intelligence
System

Digital Monitoring
of Attendance
System

Financial System

Buses & people (staff

&/or passengers)
common to all systems

HR & Payroll
System

ONCE THE MIS HAS BEEN

INTEGRATED .

As backbone to the whole system, there will

be a collaborative platform that will allow
the communication of data between and
within departments, resulting in a
transparency of processes and as to whether
the latter are being carried out as per
strategic, tactical or operational decisions
agreed upon and taken beforehand.

ONCE THE MIS HAS BEEN

INTEGRATED .

Likewise, an Enterprise Resource Planning

(ERP) will be common to the last three
systems and departments to facilitate the
common storage of data and processes.

Each system/department is expected to

report to the higher level as well as to share
data accordingly.

ONCE THE MIS HAS BEEN

INTEGRATED .
Strategic
Level
Tactical
Level
Operational
Level

Executive Board

Document Mgt
Bus Route/ Fleet Mgt
Attendance
Monitoring Mgt
Stores Mgt
Financial Mgt
HR/ Payroll Mgt

Dashboard
of KPIs re:
Attendance
, Finances,
Fleet,
Stores,
Payroll &
Revenue

ERP/
CRM
data
flow

ONCE THE MIS HAS BEEN

INTEGRATED .

Data security is primordial

The dashboard of KPIs will offer valuable

information to the higher level and will give a
clear indication of how many buses and staff are
at work as well as how many spare parts are at
the store.

Information about buses will also be useful in

taking real-time decisions as well as decisions
that serve in the longer run, such as planning
the rent of buses by civilians, amongst others.

ONCE THE MIS HAS BEEN

INTEGRATED .

Having a clear idea of the dispensation of

revenue will also serve to locate precise
areas of losses and to forecast ways of
handling such situations.

The Customer Satisfaction Index (CSI) can

also be calculated and compared when
equipped with necessary information.

ONCE THE MIS HAS BEEN

INTEGRATED .

The IT solution proposed is to seek a business

intelligence system that will be placed at the
integral part of the organization and that will
integrate all the departments with their
inter-related processes.
Two databases will be required: Bus Records
and Staff Records as these two components
are common to most processes.

ONCE THE MIS HAS BEEN

INTEGRATED .

Given that Return On Investment (ROI)

computation is crucial to the investment of the
business intelligence system to CTS, it may be
wise to obtain off-the-shelf management systems
for the operational level ERPs while opting for a
tailor-made set of systems for the tactical and
strategic levels that are more adapted to the
needs of CTS and which will thus blot out
loopholes already exploited by the current system
and work culture.
Also, such a system will also permit regular
internal audits to be carried out effectively and
objectively.

ONCE THE MIS HAS BEEN

INTEGRATED .

It is usually wiser to seek one single company

(for example IBM, Sycorax, Sage, Oracle,
Catalyst) to establish the CTS business
intelligence system which ensures that all
internal systems are compatible and have the
same objectives and a common goal.
Outsourcing the data may help to reduce the
cost of investment and staffing but the
confidentiality and security of CTS
information should be ensured by the chosen
company.

CHANGE MANAGEMENT

A phased approach is advised as part of an

overall change.
To begin with, the most prominent problems
that directly impact revenue will be tackled.
This includes the processes that take place at
the operational and the tactical levels.
In parallel, training of the staff from the
relevant levels will also take place and it is
expected to stream them according to their
abilities and experience and it is highly
probable that a slice of them will be laid off if
found redundant or unnecessary.

CHANGE MANAGEMENT

However, the leadership of higher levels should also

support the transition from a manual system with inherent
losses and fraudulent activities to a computerized and
highly digitalized system that offers (often uncomfortable)
transparency and undoubted efficacy.

Given that change management refers not only to a

change in processing habits that involves hardware and
software but also to the people aspect, training will also
have to deal with issues of having common goals, missions
and objectives that will coordinate the staff in the same
direction and in a work culture that is both competitive
and collaborative, as well as being meritocratic.

CONCLUSION

CTS is an organization that has the potential

to expand to flourish further.

However, the manual system currently in use

is inefficient and is embedded with loopholes
that are not permitting CTS to carry out
required improvements and changes.

CONCLUSION

The solution is to obtain a business

intelligence system suited to the needs of
CTS and to computerize the whole system.
What will ultimately fuel positive responses
and changes, though, is a proper training of
the staff and an appropriate division of labor
that will progress towards goals that will
benefit both the CTS organization as well as
its staff and passengers.

THE END! ANY QUESTIONS?

THANK YOU