International Retail Bank, Business Process Re-Engineering

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.

Client Objectives

• To understand how the Business Improvement & Re-engineering projects were currently being delivered to market, including the analysis of the project launch systems, the identification of key processes and then to reduce the lead time of these processes
• To train and mentor the division to enable understanding and knowledge within the department, that in turn would lead to a sustainable BPE (Business Process Excellence) culture and a positive attitude towards Continuous Improvement, Lean Sigma and how new and process reengineering projects were conducted
• Reduce the project process lead times on New Product and Programme Introduction by 30% throughout the organisation

Improvement Strategy

• KM&T supported the Business Improvement & Re-engineering department to undertake a series of mapping activities, helping them to understand the current state of the organisation and how projects they had introduced within the bank were being managed. This information was then broken down into a number of smaller, manageable projects, enabling the division to create solutions and then introduce activities throughout the organisation that would enable a faster flow of project management, documentation and compliance checks
• During these activities the Business Improvement & Re-engineering department were pragmatically trained in Lean and Six Sigma tools to the level of certified Lean Business Change Agents. The practical application of Lean Sigma tools and techniques created a sustainable culture of business process re-engineering within the division

Results

• The average time for process re-engineering projects was reduced by 38%, this equated to a significant increase in potential revenue estimated at £15m per annum within other main line business divisions
• The hands on experience of staff within the division resulted in increased engagement and the subsequent use of Lean Sigma tools and techniques as part of a daily 'business as usual' approach