Our client is a Global Retail and Corporate Bank with an Insurance Division, located in the UK with multiple offices up and down the country, employing 175,000 employees worldwide. As a Group they provide retail banking services, mortgages, loans, credit cards, insurance, savings investments and corporate banking. Due to the enormity of the organisation and growth being built on a number of legacy companies, merging those companies together had left the organisation with disjointed systems and processes, with large amounts of work having to be reworked due to failure of the systems and procedures in place.
A multi billion pound financial banking institution, with international and multiple high street brands needed to improve its processes across all areas and departments of an international bank which was providing retail, corporate and investment banking services. The ever increasing pressure from customers who demand a faster better and cheaper service in an ever evolving industry was applying pressure to the bank to increase its capacity, reduce its operating costs and improve its customer service. The bank undertook the decision to introduce a Lean Sigma culture to reduce costs and increase Customer satisfaction. Also the banks aims were to reduce lead times and increase capacity to do more with the same amount of FTE's.
Our client is an international high street bank, with over 100,000 employees worldwide. The organisation has built up a well recognised, highly trusted brand and high street presence, with product offerings that cover banking, loans, mortgage and credit cards. KM&T were engaged to support the Business Improvement and Re-engineering division, which had identified that the procedure for re-engineering processes within the organisation was more costly than expected, so there was an urgent need to reduce the delivery time on key national and international projects. The time taken to complete re-engineering projects was affecting the subsequent revenue generation, it was estimated that the current processes were costing the bank over £10million per annum in lost revenue.
