As systems grow more efficient, warns Eric Clemons, a Wharton professor of operations and information management, quality control and risk management must improve along with them. In reality, customer satisfaction is measured in those “moments of truth” when the customer needs bank services. Gains in cycle time can be even more dramatic, with improvements of 30% to 60% possible. So forget the assembly line approach. “Imagine you’re running a travel office,” says Terwiesch. As shown in the next diagram, the optimum model for implementation of lean principles is composed of the following elements: The primary significance of this model is to remove certain operations from the branches to one of the supporting channels, so that branch employees have more time for focusing on value added activities. Mainly used in the automotive industry, … Lean and Agile ways of working, including Lean Portfolio Management for financial services, empower teams to deliver value quickly and efficiently by: Decentralizing decision making so that those closest … Tefen > Insights > Industries > Financial Services > Implementing the Lean Approach in a Financial Organization. It is a processing factory, and there’s a lot of waste. This kind of creative thinking often exposes a great deal of waste. Formulate means of instruction and training for all branches and centers: concentrated training for employees / implementation teams in branches and centers, etc. Although the Lean methodology got its start in manufacturing, today it is widely used across the globe in every sector including logistics and distribution, services, retail, healthcare, … By Dikla Goldenbaum-Gaber, Director, Tefen IsraelRoy Rizenbach, Project Manager, Tefen Israel, The Lean Evolution: From Factory Floor to Service Centers - and Beyond/ WhartonBringing ‘Lean’ Principles to Service Industries | Published: October 22, 2007 | Author: Julia HannaLean Financial Services - Cutting Costs While Reducing Risks | Published : November 11, 2009 in Knowledge@Wharton Adopting Lean and Six Sigma for operational excellence in Services | Published: March, 2010 | Author: Coxswain AllianceExtending the Lean Enterprise | Published: February, 2008 | Author: Aberdeen Group, Tefen USA, 401 Park Avenue South, 10th Floor, Suite 912, New York, NY 10016, An AI Robot in the Service of the Stock Market, The Secret That Reduces Business Complexity, Capacity and Resource Management for a Financial Institution, I agree to receive marketing materials and newsletters from Tefen, Implementing the Lean Approach in a Financial Organization, Improving customer experience by strengthening the interface for the customer in all channels, Improving services and products and adapting them to customer needs. As more banks discover the benefits of lean operations — such as lower costs, fewer errors, faster cycle times and far greater efficiency — wide-scale adoption by the industry is just a matter of time. In addition to operating importance, this plan clarifies and presents the bank management’s commitment to the wider process. In a system with no slack, a single defect in one item can easily snowball into a much larger problem. “I can’t help but see a pattern here,” he says. Rule 1: All work shall be highly specified as to content, sequence, timing, and outcome. Managers may see this as slowing down the lean effort, but ultimately it can simplify their task and improve the eventual outcome. It includes an opportunity to thoroughly inspect processes, make processes leaner and more efficient, cancelling and reducing steps that do not add value for the customer, standardizing the performance of the process and preventing repeat actions, reducing/cancelling controls, etc. However, you also want to heavily involve front-line workers and encourage them to share their ideas. Correct formulation of these messages, both internally and externally, contributes significantly to the success of the process. Maintain lean principles to create efficient and streamlined processes in branches and centers. This version of the Lean Six Sigma Black Belt course is a financial services version, focusing on process improvement on service-oriented processes found in financial industries, including facility insurance, … Value to the customer 2. Competitive Advantage Through Business Process Transformation. For process-oriented industries such as financial services, lean holds enormous potential. “Lean isn’t simply about cost cutting, but about changing the way you work,” says Duthoit. Define training content for branches and centers, Reduce the physical size of branches and locate areas for new joint centers, Establish a body responsible for management, lead and control of progress, Establish a steering committee for key decisions, to include senior managers from all bodies, businesses and operating areas involved, Define a detailed work plan for implementation, management routines, control and escalation of progress, Allocate a body responsible for each mixed unit, Define areas of responsibility, functions and level of contribution required of each party involved. It transforms the way employees view their work by encouraging them to continually think about ways to improve it, notes Bartletta. Now, four years later, those same organizations realize that they need a more comprehensive and strategic plan to cope with the business reality which has developed since that crisis. For the process to succeed, the business, operating and human elements involved must work together perfectly. You want to let them know that it’s okay for them to speak up, and that they should drive the definition, testing and validation of the new process.”, Done right, lean isn’t a one-off project but instead a pervasive approach to operations that brings lasting cultural change. Analysis of the bank’s customer population according to the defined segments and analysis of the “typical” customer in each segment. Core process Lean Manufacturing Six Sigma Increasing process efficiency 50% 90% 95% In our experience this is the role of Lean Manufacturing. In particular, automatic systems must be watched closely to ensure that they don’t exacerbate a difficult market by, say, withdrawing credit at the wrong time. “You might say it’s totally inefficient that these guys are getting paid to sit in the station 80% of the time. Lean is a customer-centric methodology used to continuously improve any process through the elimination of waste in everything you do; it is based on the ideas of “Continuous Incremental Improvement” and “Respect for People.” Lean is founded on two pillars: respect for people and continuous … Vastly improve service through lean business process improvement of customer-facing business units. Sun Life Financial Application of Lean Six Sigma Methodology in Financial Services . Using lean in wholesale financial services Lean management boosts productivity by allowing formerly intractable bank processes to be transformed. The success of such a wide-ranging process will be measured by means of two main indicators – customer satisfaction and the quantity of resources saved. Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous yes or … Any work-in-process that is in excess of what is required to produce for the customer – … But old habits often die hard, and slowly. The correct combination of these components, with the assistance of external support to help discard old paradigms and breaking through new paths, will help your organization build the infrastructure for constant improvement and for attaining the required efficiency objectives. “But you don’t eat it. Process improvement … People exposed to lean thinking are trained to see and remove these wasteful practices, he says. Most major banks around the world have already begun to implement lean principles as follows: The implementation of this approach in banks is also expressed by performing customer segmentation and mapping the value offered in each segment. While the basic idea of lean is familiar to many financial executives, getting them to follow through is another matter. We will also teach you the art of process … You come home, you’re tired from work, and you have a beer. Building the infrastructure to support the process is complex and involves many channels: The organizational effort required to build an infrastructure in line with the work plan, as well as allocating resources and synchronizing individual elements demands good overall management of the process. Lean tools and techniques can improve the customer experience by reducing unnecessary activities such as the number of call transfers and unnecessary IT processes, whilst also providing solutions to cut … Most service companies tend to be in denial that lean applies to their industry, Terwiesch says. The business component includes logical formation of the approach and the operating model. Lean Six Sigma is a process improvement programme that combines two ideas: Lean – a collection of techniques for reducing the time needed to provide products or services, and Six Sigma – a collection of techniques for improving the quality of products and services… Others mistakenly think lean requires standardizing every part of a process. “Very often, employees get ideas about what’s important to the customer based on limited knowledge or an incomplete understanding of customer needs,” says Duthoit. Get Knowledge@Wharton delivered to your inbox every week. The methodology is based on five basic principles Proper implementation of the methodology enables the organization to achieve constant longterm improvement. Our most recent activity has been to help … The objective of a lean banking approach is to identify areas of waste and inefficiency within your organization and then apply proven methodologies to generate solutions. The operating component involves establishing the management team, implementing management routines, formulating a deployment plan, work plans, tracking and control.The human component focuses on transparency, routine communication of successes, matching human resources to operations, establishing centers with quality spearheading forces and including employees in the process right from the early stages. A few years later — perhaps after a competitor has shown some success with a lean approach — some managers concede that lean could work, but only in the back office and other lower-value parts of the operation. I think the same is true for lean.” Old habits are hard to break. Almost everything else should be cut. Because there were so many … For example: technologically oriented as too personal relations / VIP etc. Not only can they profit from lower costs and error rates, successful implementation of the lean approach can bring a 15%-25% improvement in efficiency and a 30%-60% increase in Cycle time. Lean middle-market banks … AXA A Process … According to a recent survey, 17% of the organizations which have implemented this methodology over the past few years are service organizations.The potential of this method for process-oriented organizations, such as financial institutes, is enormous. If one were to track the trail the forms go through, it would probably start from a bank officer’s desk, then go up or down the elevator to every floor level until it reached the department for processing and approval, finally returning to the front office where a loan … We recommend using the following organizational infrastructures to: Implementation of the lean approach and the operating model covers a wide variety of operations and areas across units and branches. All large transformations start with small success stories. The benefits of applying lean methodology to … Lean is an improvement and problem solving methodology that strives to reduce or eliminate activities that don’t add value to the customer. For instance, the lean principle of engaging employees in problem-solving means that workers involved in a process must be asked how it might be simplified or improved. For success stories in other industries, please visit our Lean Six Sigma Success Stories page. You know what to eat, I know what to eat, it’s not that hard to know,” Terwiesch says. This lack of coordination can be costly, particularly when allowed to continue long-term. The basic philosophy doesn’t really change.”. “You need to focus first on some pragmatic, easily implemented and meaningful applications of change,” Duthoit adds. Decidedly out of their comfort zones, these companies are under pressure to develop and maintain comprehensive organizational processes, involving substantial changes to the way in which services are provided, a deeper understanding of how service value is perceived by customers and a closer focus on exactly how these services can be maximized to increase this value for both the customer and the company. The best way to begin a lean program is to map an entire end-to-end process, then look for ways to streamline it. “Lean works best as a balanced top-down and bottom-up effort,” he explains. For example, when paperwork moves online, the steps of a financial process are often still performed in a sequential order, even when they could be done in parallel, BCG experts say. Some executives may equate lean to dumbing down a job. This maintains the basic implementation principle – “implementation while in motion”. “The perfect lean team might get its processes right and do everything consistently, but suppose a customer wants to talk for 30 minutes before booking a flight?” The process may not allow for such lengthy conversations. “We focused on demonstrating the value of Lean Six Sigma techniques – showcasing how it could deliver process efficiency and an improved customer experience. Another key principle of lean is to focus on what’s important, what matters to the customer, what delivers value, says Christophe Duthoit, a BCG senior partner who manages lean programs for financial services. The diagram below shows the various stages of the lean approach: We begin this stage with customer segmentation. Proper implementation of the methodology enables the organization to achieve constant longterm improvement. Courage is required to break away from traditional paradigms, conceptions and clearly defined responsibilities are essential to ensure that the new “products” are developed correctly. Cloud platforms enable companies to offer enhanced digital experiences to users without needing to invest in on-premises technology, according to experts from Wharton and SAP. Often, lean thinking helps give executives a broader perspective on a process, making it easier to see possibilities for improvements than a more silo-bound view traditionally did. “It’s incredibly important to do. Formulating USP (unique selling proposition) while taking into account the bank’s potential for profit, Detailed characterization of the operating model –, Define branch operations by process / sector / subject / customers / segment, Define joint center structure and work methods, Define branch interfaces and work methods in conjunction with centers, Plan and estimate number of employees required to perform operations in joint centers versus number of employees required in branches, where workload has been cut, Build plan for transfer of workforce from branches to centers, based on skills and bank’s needs, Formulate plans for early employee retirement where necessary, Find technological solutions and expertise for successful implementation of the approach and operating model. In today’s competitive world, banks and financial institutions must now follow the same rule as industrial corporations: produce services … “Finance is just a different kind of factory. In fact, lean for manufacturing and lean for finance are not all that different, says Deepak Goyal, a partner in BCG’s New York office. Banks that take on successful lean programs often see a 15% to 25% improvement in efficiency, BCG experts say. Banks that take on successful lean programs … But Goyal believes that lean most often reduces risk. U.S. President-elect Joe Biden’s promise to forgive student debt might have the unintended consequence of worsening economic inequality, according to new research co-authored by Wharton’s Sylvain Catherine. Many banks that have applied lean to back-office processing have reached a steady state followed by diminishing returns. Sign up for the weekly Knowledge@Wharton e-mail newsletter, offering business leaders cutting-edge research and ideas from Wharton faculty and other experts. “People are revisiting those partially integrated units, looking for next-generation synergies in operating models and work processes,” says Bartletta. Starting on … The challenge of using lean in a service business is that the customer is much more closely connected to what’s being produced. All materials copyright of the Wharton School of the University of Pennsylvania. But there’s a second stage of opportunity in higher-level processes, such as those that touch the customer in branches or the front-office. Although implementing lean begins as an operations issue, it quickly becomes a change management exercise that requires companies to deal with workers in new, unfamiliar ways. It is a methodology that focuses on lean management. Finally, years later, the whole workforce will reorganize. Profits are maximized by concentrating on products and services which are valuable to the customer and costs are minimized by eliminating “waste” in the process and reducing operations which do not add value. To deliver its value, the application of Lean Manufacturing to Financial Services focuses on: 1. How Student Loan Forgiveness Could Increase Inequality, Why Diverse Boards Can Help Close the Wealth Gap, How Cloud Platforms Can Enhance Digital Experiences. “It’s more about getting smarter about what you do.”. “That’s why, intrinsically, the application of lean is harder in services.”. But going lean would not be a good way to run a fire department, Terwiesch says. An international commercial bank discovered the potential for 30% more efficiency in processing customer transactions – while improving customer satisfaction through more differentiated service. It is therefore important to clarify the factors influencing these channels and to review the situation with every central operation performed. Lower costs and fewer errors are just the beginning. In effect, the customer is often the object moving through a service process, and that complicates matters immensely. This includes interfaces to the branches, data system requirements, process controls, indicators etc. But those attitudes are slowly changing. With a clear focus on process standardization, quality improvement, cost cuts and efficiency enhancement, the lean method has recently been gaining momentum and crossing over from its traditional base in industry to various branches of service organizations. Just as manufacturers that work on a lean, zero-inventory basis must have assurances from suppliers that their parts will have zero defects, banks with lean operations must put in place strict quality controls, Clemons says. Lower costs and fewer errors are just the beginning. Lean Six Sigma can also bring about significant results and breakthrough improvements in financial services, as demonstrated with four case studies from Dutch multinational insurance … The first indicator is subjective. 2 AGENDA •Lean Six Sigma Introduction •ASQ definition •DMAIC Methodology •Pre-requisites for DMAIC projects •Tools … As superfluous steps are managed away, the process becomes more efficient. Integrating Lean Six Sigma in Financial Services. But it doesn’t, Duthoit says. John W. Rogers Jr., founder of Ariel Investments, talks with Wharton’s Stephanie Creary about his lifelong effort to get more people of color into boardrooms and key leadership roles. A lean audit of one North American asset manager uncovered ways to make product pricing 12%-20% more efficient by carefully identifying and eliminating non-value added activities. In detail, this schedule defines the pace of terminating branch processes and moving employees to the centers. It takes time to build all the infrastructure required. Notes Terwiesch: “They’ll say, `Well, lean doesn’t apply to me. Below are Lean Six Sigma success stories in the Financial Services industry organized alphabetically. This should support the bank’s core operations, namely sales and customer service, with a view to maintain the bank’s profit goals and reaching a state of constant streamlining. Still, many executives in those areas continue to deny that lean can improve their productivity. The methodology is based on five basic principles. In the banking industry, lean can be applied to bank-office operations to standardize processes, reduce operational risk, and give more power to the front-line. The implementation of such a wide-scale process undoubtedly constitutes an enormous challenge. At Acclino we understand that Six Sigma and Lean Six Sigma (LSS) have a long history dating back to the 1990’s in the financial services … Otherwise, lean just becomes a project and a one-time event, and the costs and the risks will creep back in a few years.”, Lean does have its limits. Add to this the banker’s satisfaction and the message the customer receives from that banker. Terwiesch, in his recent operations textbook (Matching Supply with Demand, Gerard Cachon, Christian Terwiesch, McGraw-Hill 2008), notes that at one major consumer bank only 40% of the labor that went into loan underwriting added any value. Update work plans and direct resources to where they are needed (recruiting more if necessary), Detailed characterization of work processes –, Inspect and analyze processes and topics transferred to centers and define optimal work process. Think more like a race-car pit crew, and process speed can improve dramatically. We call it Non … “A change … Profits are maximized by concentrating on products and services which are valuable to the customer and costs are minimized by eliminating “waste” in the process and reducing operations which do not add val… Lean Technique #4 KANBAN. A commercial bank receives many loan applications, and these application forms are submitted to the consumer loans department. Becoming lean involves eliminating the “seven deadly sins” of waste in a process — overproduction, waiting, poor transportation/logistics, over-processing, sub-optimal inventory control, rework, and unneeded movement. '”, Part of the reluctance may have to do with lean’s shop-floor origins. As a result of the 2008 economic crisis, most financial bodies made significant emergency cutbacks in order to keep afloat during turbulent times. Lean management was created by Toyota in Japan and introduced into its factories in the 1970s. Defining segment groups according to behavioral characteristics in the world of services. Typically, everyone agrees it’s great for manufacturing, and then denies it could work in their business. Lean thinking is nothing new, of course, but BCG consultants say more banks have talked about it than tried it. “They’re not just there to punch the clock and do what they’re told.” He warns not to overlook this need for change management. “You’re much more likely to be successful carving up and defining specific processes with a beginning point and an endpoint,” says Simon Bartletta, a partner in BCG’s Boston office. “With lean, you can standardize, you can homogenize, you can roll up uniform processes and significantly cut exposure,” says Goyal. By standardizing processes and empowering front-line people, managers can cut out a lot of that risk. Emergency cutbacks in order to keep afloat during turbulent times applied to more knowledge-intensive processes. ” be a success you... 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