SlideShare une entreprise Scribd logo
1  sur  35
Télécharger pour lire hors ligne
Lean project on

Improving Sales, Service and Quality for Corporate
  Relationship Managers

A Mashreq Bank – Case study




09.10.2011



                                                     1
Introduction
About Mashreq
Mashreq has provided banking and financial services to millions of customers and businesses since 1967.
We are one of UAE's leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait and
Bahrain.
We focus on providing our customers access to a wide range of innovative products and services.
Mashreq is invariably among the highest performing banks in the region. Last year we recorded a Net Profit of AED 803 million
from a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED
84.8 billion.
Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also have
customer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseas
offices in nine countries, including Europe, US, Asia and Africa.

  Vision                                                       Customer focused
  To provide our customers the most rewarding banking          We act in the interest of our customers, seeking to exceed their
  relationships                                                expectations
  Mission                                                      Transparent and fair
  Being relationship based                                     We are clear, concise and open in all our communications, and
  Delivering superior service                                  treat customers and our colleagues with fairness, respect and trust
  Being the primary bank to our customers                      Progressive
  Being the Employer of Choice                                 We are fast, agile and constantly think of ways to enhance
  Values                                                       customer experience
  We are on a constant journey towards service                 Bold
  excellence, developing innovative new products and           We challenge established practices and take smart risks
  financial solutions. Anticipating your needs and providing   Individually Responsible
  you with new opportunities, convenience and peace of         We each take responsibility for the quality of our work, the success
  mind, stem from our core beliefs.                            of the bank and delivering the brand promise to each customer
  Teamwork, cooperation and responsiveness drive the
  way we work and form the basis of our core values                                                                       2
Project Charter
E. The Goal Statement:
Improve RMs time on sales activity from 20% to 40%
F.   The teams involved:
Medium Enterprise team – Corporate banking
G. Stakeholders model:
•    Project chaired by the head of corporate banking
•    Decision making group formed for toll gate reviews involved stakeholders from –
     –   SME banking
     –   Credit operations
     –   Wholesale risk management
     –   Legal

H.   The project timelines:
•    Diagnostic – 3 weeks
•    Design – 3 weeks
•    Plan – 1 week
•    Roll out – 6 weeks
I.   Quick Win opportunities (If any)
NA                                                                                     3
Measure
The diagnostic indicates improvement opportunities
across the 5 dimensions of Lean
Key improvement                                                                 Key improvement
opportunities                                                                   opportunities

▪   Sales activity of RMs can be                                                ▪   Implementing new and
    increased by 100%                                                               effective performance
    – Generate additional sales                                                     management tools such as
        time for RMs by                                                             regular huddle structure
                                    Process Efficiency         Performance
        simplifying and                                                             and 1:1 performance and
                                                               Management
        shortening administrative                                                   coaching dialogues
        processes such as Credit                                                ▪   Full transparency in KPI
        Proposal wrinting                                                           and target setting required,
    – ARM absorb                                                                    introducing leading and
        administrative tasks from                    Customer                       lagging indicators and
        RMs and free up sales       Mindsets                     Organization       making it transparent on
        capacity                    and                          and Skills         performance boards
▪   Workplace/floor organisation    Behaviours
    to be addressed

                                                                                ▪   Closing skills gaps to be
                                                                                    addressed using a skills
                                                                                    matrix and coaching plans
▪   Current structure perceived        ▪ Customers voice sensitive to           ▪   Skills gaps observed as
                                           pricing issues and quality of            per new design of pilot
    as rigid and hierarchal
                                           service, in particular process           team (assets vs liability
▪   Going forward, there is an
                                           delays and errors                        mix)
    opportunity to increase level
    of engagement, ensure              ▪   A survey required that links         ▪   Skills development to be
                                           customer importance and                  formally reviewed in
    transparency and improve
                                           reported performance                     performance meetings
    communication between
    management and staff                                                                                     4
Measure
Additional capacity creation opportunity, if reinvested, can
increase sales activity by ~100%

 Additional sales activity                        Capacity created

                                                  Percent of RM time                                   Time savings from
 Percent of RM time
                                                                                                        process improvements
                                                    22.0          10.4
                                                                                                       Time savings from
                                                                                                        transfers to ARMs
                                                                   5.9
            100% p.a.


                                                                   4.5
                                                                                 3.2
                          ~42
                                                                                 2.5
         20                                                                                    4.4
                                                                                 0.7
                                                                                               2.4
    Old % of       New % of
    RM time on     RM time on                                                                  2.0           3.0
    sales activity sales activity                                                                            3.0
                                                                                                                           1.0
                                                                                                              0            1.0     0

                                                  Total    Credit    Credit   Excep-                      Queries2       Client
                   Figures are changed
                                                  improve- Proposals Facility tion1                                      Profitability
                     f or conf identiality        ment               Agreement                                           Report


1 Includes savings from Finance and Trade Centre related exceptions (operational and risk), cheque book exceptions and custom er call back
  exceptions
2 Includes savings from remittance related queries (inward and outward)
                                                                                                                                             5
MINDSETS AND BEHAVIORS
                                              Measure
Focus group workshop helped RMs identify key organizational
issues and discuss their future vision of Mashreq
 From..                                                       … to




                             ▪ Engagement: "Decisions                ▪ Vision: "We should try to
                                are enforced upon me"                  be more innovative“
                             ▪ Delegation of decision                ▪ Senior Management
                                rights: "Approaching                   Support: "I need to know
                                Senior management for                  that my efforts will be
                                approvals requires time                recognized“, "I want
                                and we have to follow a                guidance and support from
                                strict hierarchy"                      senior management“
                             ▪ Outdatedmasked for
                                 Data policies &                         Data masked for
                                                                     ▪ Customer focused: "We
                                      confidentiality
                                processes: "Policies are                   confidentiality
                                                                       need to have a better
                                made by people who have                under-standing of what our
                                little understanding of how            customers want“
                                things work on the                   ▪ Beat the competition:
                                frontline"                             "We can beat our
                             ▪ Lack of direction: "Last                competition with
                                year, KPI's were officially            teamwork"
                                signed off one month
                                before appraisals"
                                                                                               6
SOURCE: Corporate RM f ocus group workshop 19 April
VOICE OF THE CUSTOMER
                                                Analyze
Processing delays and errors, poor staff response and branch
support caused the most dissatisfaction
 Top 9 reasons for dissatisfaction1                            Proportion of complaints logged onto system 2
 Percent                                                       Percent

                                                                                                                     Key focus areas
 xxx                              47                           xxx                    19
                                                                                                                     1   High fees and charges
                                                                                                                         ▪ Customers charged
 xxx                                   16                      xxx                         16
                                                                                                                            higher f or trade
                                                                                                                            licensing, service
 xxx                                    8                      xxx                              16                          charges and check
                                                                                                                            book f ee than other
 Poor branch                                                   Problem with online                                          banks
                                            8                                                        13
 support                                                       banking
                                                                                                                     2   Processing delays and
                                                                                                                         errors
 xxx                                            6              xxx                                        13
                                                                                                                           Data masked
                                                                                                                         ▪ Compliance issues,
                                                                                                                            excessive approval
 xxx                                                6          xxx                                         9                     for
                                                                                                                            requirements and
                                                                                                                            missing inf ormation
                                                                                                                           confidentiality
 Problem with online
                                                    4          xxx                                             8     3   No response from staff
 banking
                                                                                                                         ▪ Customers unhappy
                                                                                                                           about RMs behavior,
 xxx                                                    4      Other                                           4
                                                                                                                           sometimes
                                                                                                                           misinf ormed by RMs
 Additional products
                                                        2      xxx                                             1
 Not available                                                                                                       4   Poor Branch support
                                                                                                                         ▪ Lack of coordination in
 Total                                                  100    Total                                           100         branch, poor counter
                                                                                                                           service
                                                            Figures are changed
                                                              f or conf identiality
1 Total 127 respondents surveyed with some having recently migrated f rom RBG
2 xx complaints logged onto system over last 6 months (true number likely higher as not all complaints logged)
                                                                                                                                               7
SOURCE: CIBG Customer survey Dec 10, Complaints data Oct 10 – Mar 11, team analysis                                                             5
PROCESS EFFICIENCY
                                                        Analyze
RM sales activity can increase by more than 100%

                                           Percent of pilot         Percent of pilot
                                                                                             % of RMs time dedicated to sales
                                           RM time spent            ARM time spent
                                                                                             activities

                        xxx                   20.2                  0
                                                                                             Current         20
                        xxx                     16.5                    20.8

                                                                                             Potential            ~40
                        xxx                      6.4                    7.8

                        Portfolio                                                                                     +100%
                                                   10.0                  4.8
   Administrative and




                        management
   management time




                        Internal Queries             11.5                  17.0              ▪   New SME commercial model
                                                                                                 being implemented through
                                                                                                 Lean: ARM will absorb
                        xxx                            3.0                     10.2              administrative tasks from RMs and
                                                                                                 free up sales capacityfor
                                                                                                      Data masked
                        Administrative
                        activities
                                                        14.8                     19.6                    confidentiality
                                                                                             ▪   And, Lean will generate
                                                                                                 additional sales time for RMs
                        xxx                                  17.6                     19.8       by simplifying and shortening
                                                                                                 administrative processes
                        Total                                100                      100
Figures are changed
  f or conf identiality                                                           RMs currently staying back beyond 7 pm
                                                                                    on most days due to high workload

SOURCE: Observation of 2 CIBG pilot cluster and non-pilot cluster RMs over 2 day period                                       8
        Observation of 2 pilot cluster ARMs over 2 day period
PEOPLE PROCESS EFFICIENCY
                                                 Analyze
There is potential to minimize all 8 types of waste across the
department                                       Value zones ARM f ootf low

                                                                   Filing room      2
 Value zones                                                                     Unit
                                                                   printer/
                                                                                 Manager
                                                                   scanner




                                                       Entrance
  1   Division Head Office
                                                                                                             3
                                                                                                        Office
                                                                                                        Assist-
      Unit Manager Office                                                                               ant/Fax                   1
  2

                                                                                                                              Division
  3   Office Assistant workstation                                                                                            Head

      ▪   xxxx                                                     RM

                                                                        4

  4   RM workstations                                                       RM
      ▪ xxxx
                                                                                                   RM       RM    ARM   ARM
                                                                                                        4               5
                                                       Entrance




  5   ARM workstations
      ▪ Used by ARMs

  6   Conference Room
      ▪ Used by by team f or meeting                                Coffee/
                                                                    tea     7
        customers                                                   station
                                                   6

  7   Printing/ production room                  Meeting                                   Photo
                                                  room                                              8
      ▪ Used f or f iling/stationery/ printing                                             -copy


                                                                  Key Observations
  8   Coffee/tea station                                          ▪ Filing spread across the of f ice
      ▪ xxx                                                       ▪ Photocopy machine location for
                                                                              Data masked sub-optimal
                                                                  ▪ Multiple areas with discarded paper
                                                                                confidentiality
                                                                  ▪ VPN not available f or hot-desking
                                                                                                                              9
SOURCE: Shadowing an ARM over a period of 2 hours
PROCESS EFFICIENCY
                                                                           Analyze
Improving and simplifying existing processes and transferring
to ARMs can free up approximately 20-25% of RM time
                                                                                                Total tim e for com pleting end to end process - existing
                                                                                                Total tim e for com pleting end to end process - after im provement
                                  Time Efficiency
              Process             m inutes                                    Key Opportunities

                  Credit                                             862      ▪   Standardize input and and checklist for collecting customer information
                  Proposal                                562                     - currently a lot of irrelevant inform ation is included
                                                                              ▪   Lengthy and subjective information; is difficult to interpret
                                                                      -35%
                                                                              ▪   WRM queries on credit proposal waste a significant proportion of the RMs tim e
                  Credit Facility                                    200
                  Agreem ent
                                                                              ▪   Reduce number of signatures required on CFA documentation (size varies
                                                      125
                                                                                  between ~ 20 - 70 pages where each page needs to be signed by customer
                                                                      -38%        and verified/initialized by the RMs

                  Custom er                                          52       ▪   Non value add activity for RMs
                  Queries            0                                        ▪   Follow up queries for transactions can be routed through corporate customer
                                                                      -100%       service unit

                  FTC related                                        100      ▪   Exceptions handled outside lotus notes lead to additional work in the process
Level of impact




                  exceptions                                    85            ▪   Manual follow ups required for closing the exceptions which could be
                                                                      -15%        elim inated

                  Call Back                                          20       ▪   Non Value add for RM
                  Exception          0                                        ▪   Call backs should be routed to customer Call Back Unit
                                                                      -100%   ▪   Analyze what proportion of call backs are routed to RMs
                                                                              ▪   Update customer contact information in the system
                  Cheque book                                        65       ▪   Non Value add activity for RMs
                  exceptions         0                                                                                                         To be addressed
                                                                              ▪   Analyze end-to-end process and link with branches                 in E2E
                                                                      -100%   ▪   Update trade licenses to prevent exception reports             workstream
                  Client
                                                                     282      ▪   Multiple follow ups to rectify errors/discrepancies once CPR is released
                  profitability
                  Report
                                                    142                       ▪   SLA needed between business and support teams to provide accurate report
                                                                      -50%        and agree on m argin of error

                  Account
                                                                     295      ▪   Sim plify form so that customer can fill it out easily without RM assistance
                  Opening
                  Process
                                                           215                ▪   Im prove communication between Cash and Account Management and RM to
                                                                      -27%        sim plify m ultiple follow up procedure which wastes RM tim e
                                                                                    Figures are changed                                                           10
SOURCE: BBD Value Stream Mapping and observations                                     f or conf identiality
Analyze
 Example Process Flow – Credit Proposal                                                                                        PROCESS MAP EXAMPLE
                                                                                                        Lead tim e         Tim e spend             Non-value add
                                                                                                                           m inutes                process
                                                                                                        Role               Signoff                 Im proved
                                                                                                                           required                tim ing
        RM/                   RM/                                         RM/                     RM/                  RM/                   RM/
                                                   CSO
        ARM                   ARM                                         ARM                     ARM                  ARM                   ARM
                      5                    2       Support     10                       5                       30                    10                 30
                                                                                                                                             Get the CBR3
                              Forward              staff forwards         Receipt of
        Fill out credit                                                                           Get a market         Fill out              report from
                              credit check         credit check           credit check
Start   check                                                                                     reference            document              CIU for new
                              request to           request to             report from
        template                                                                                  check                checklist             Credit
                              support staff        CIU1 via               CIU via email                                                      proposal
                                                   EDMS 2

                                                                           xxx                                                                     1 Day


        RM/                   RM/                  RM/                    RM/                     RM/                  RM/
        ARM                   UM                   ARM                    ARM                     ARM                  ARM
                      15                   15                    60                   120                    10                   30
                              RM /UM define                               Collate CP              Revert to            Update
        Create
                              strategy &           Analyze CP             data into the           customer for         customer
        Initiation note
                              approve              information            write up                additional           information in
        in PREM4
                              initiation note                             (Module C) 5            information          module C

                      tbd                   tbd                  40                     60                       0                     0
                          x Day                                   xxx                                            xxx                       Repeat visits to
                                                                                                                                           customer can be
        RM/                   RM/                                                                                                        eliminated through
                                                   RM                     UM                      RM                                       better planning
        ARM                   ARM
                    120       Attach      10                    180                    120                      90     Approval
        Enter                 Module C,
        limits, security      checklist,           RM reviews             UM reviews              Reply to             from WRM &
        details, terms        Spreads, Fin-        and forwards           and forwards            queries from         forwarded to          End
                              ancials, CBRB6                              CP to WRM in                                 Credit
        and conditions        Report, ACR &        to UM in PREM                                  WRM
        into PREM             Credit Check                                PREM                                         Document-
                              in PREM                                                                                  ation
                      90                                         120                    90                      60
 •   Process time: xx minutes (xx hours)                                                                             xxx
 •   Post-improvement time: xx minutes
 •   Time savings: 35%
 •   Sign offs: 4                                                       Figures are changed
 •   Non value added- non customer facing: 4                              f or conf identiality
 1 CIU: Credit Initiation Unit; 2 EDMS: Electronic Data Management System 3 CBR: Central Bank Report 4 PREM: Portfolio Reporting and Exposure
 Management 5 Module C: Document containing customer financial information 6 In case of existing customer pull out the CBRB report from BIS
                                                                                                                                                           11
 SOURCE: RM process walkthrough
Analyze
PROCESS EFFICIENCY
There is potential to increase the sales conversion ratio
 Customer acquisition
                                                                                                     Key leak-
                                                                                                     age points
                                                                         Meetings                  Overall
                                             Meetings
                  Calls made                                             attended           Sale   Conversion
                                             planned
                                                                         by customer               Rate



 Leads pro-
                         xx                    xx                         xx               xx
 vided by
 LMU                                                        92%                      xx%             xx%
                                 xx%

 Calls from
                           43                        xx                        xx          xx
 own
 sources
                                 88%                        97%                      xx%             xx%


                                  xx                   51                       xx          xx
 Total

                                 xx%                        96%                      xx%             14%

                 Urgent need to implement new leads model - Direct Sales Team to send
                  high quality leads to RMs (as per commercial transformation workstream)
                 No systematic lead generation process for existing customers
                  (RMs relying mostly on own sources to generate new sales)
   Figures are changed
SOURCE: conf identiality
     f or Lead Management Unit, customer call logs January -April 2011                                     12
Analyze
PERFORMANCE MANAGEMENT
KPI definition, target setting, reporting and improvement planning
are key areas of focus for improved performance management
                                                    KPI definition                                                         1 = Poor
                                                    ▪   Main KPIs exist but no clear cascade                               5 = Best practice
                                                        of top level sales KPIs to staf f level
       Corrective actions                           ▪   Job descriptions f or RMs in new             Reporting formats and frequency
                                                        roles have not been def ined as yet
       ▪    Root cause of problems f aced by                                                         ▪   Formats are unstandardized and
            clients are not identif ied quickly                                                          unclear (e.g., pipeline reports
       ▪    Corrective actions are not tracked
                                                                      5
                                                                                                         sent to UM in emails and excel
            systematically                                                                               sheets in no particular f ormat)
                                                                      4                              ▪   Dif f icult to track perf ormance
                                                                                                         against target
   Performance review                                                 3
   ▪       Meetings are held regularly and                                                           Data collection, report
           have high attendance rates                                 2                              ▪ No f ormal
                                                                                                     production data collection
   ▪       Discussions address perf ormance                                                            procedure
           gaps                                                                                      ▪ Data and report storage un-
   ▪       Room f or improvement in                                   1
                                                                                                       standardized and poorly
           structuring meetings (agenda,                                                               organized, e.g., no record of sales
           roles, inputs, outputs)                                                                     appointments - sometimes noted
                                                                                                       down on outlook and personal
                                                                                                       Blackberry calendars
             Improvement planning
             ▪   Few improvement actions outlined
                 - of ten without any quantif ied                                             Target setting
                 impact                                                                       ▪ Staf f is not aware of targets until
             ▪   Progress is not monitored                                                      very late in the year
                 regularly                                                                    ▪ Targets are not SMART1

            Holding daily huddles as a regular activity has driven                      Chart shows weighted average of survey
                   improvement in performance reviews                                         responses of 3 pilot team RMs


1 SMART - Specif ic, Measurable, Actionable, Result-oriented, Time-bound
SOURCE: Perf ormance Management Survey
                                                                                                                                         13
Analyze
PERFORMANCE MANAGEMENT
Sales targets are not communicated to RMs in a timely manner
despite being the main KPI against which performance is
measured                                          Financial KPIs
KPI Report for individual RMs                                                                                                                                                             Non Financial KPIs

  KPIs                          CIBG - KEY PERFORMANCE INDICATORS - FY 2010    Performance is                                                                          Annual targets based
                                                                               primarily gauged
                                [applicable to deposit mobilizing divisions: BBD- Regular Segment)

                                                                                                                                                                       on ~20% increase
  Financial KPIs
                                        NAME:                ABCABCABCABC
                                        DIVISION:
                                        UNIT:
                                                             BBD
                                                             CIBG              against financial KPIs                                                                  over the previous year
  (80 % weightage)
                                        DESIGNATION:


                                                                                                                                                                       but no official targets
                                        PAY BAND:




  ▪ Funds under management
                                S.No.           Pillar                 KPI                  COMPARISON               WEIGHT   DENOMI    Last Year      Plan 2010     ACTUAL 2010    ACHIEVEMEN   WEIGHTE             Remarks

                                                                                                                                                                       set for 2011
                                                                                                                              NATION      2009                                           T       D SCORE




    – Average Deposits
                                 [A]    FINANCIAL KPIs

                                 (i)    Funds under Mgt      1. Average 2010            Variance against 2009         15.0    AED mio 34,335,511.0                   46,183,048.0     134.5%       20.2       Deposits include
                                                             Deposits (FD+CASA)         Period End Actuals                                                                                                    Current Accounts &


    – Average CASA balance
                                                             base                                                                                                                                             Fixed Deposits.
                                                             2. Average CASA            2010 plan - Average           15.0    AED mio                    31515783    35,966,387.0     114.1%       17.1
                                                             balance                    Balance


    – New deposits
                                                             3. Each RM to get 40       As per target decided         15.0    AED mio                 30,000,000.0    3,304,173.8     11.0%        1.7        Closing balance of
                                                             New relationships          by manager                                                                                                            Current Accounts &
                                                             getting > AED 0.75m                                                                                                                              Fixed Deposits for each


  ▪ Revenue
                                                             deposit per relationship                                                                                                                         customer

                                 (ii)   Revenue              1. Actual Revenue          Variance against Plan         20.0    AED mio                 3,574,082.8     2,717,947.2      76.0%       15.2
                                                             2. Quality of Revenue      Variance against actual       15.0    AED mio   4,981,920.0                   5,115,337.0     102.7%       15.4       As per the account

    – Volume                                                 based on Account
                                                             Planning weightages
                                                                                        previous years weighted
                                                                                        revenues as per the
                                                                                        account planning
                                                                                                                                                                                                              planning exercise




    – Quality
                                                                                        exercise


                                 [B]    NON FINANCIAL KPIs

  Non-Financial KPIs             (i)    Internal Controls    1. Audit result            Satisfactory result - 2.5;     2.5                                              (10.0)                     2.5        Result will be taken for
                                                                                        Needs Improvement -                                                                                                   last audit conducted.

  (20 % weightage)                               Individual performance is tracked against
                                                             2. KYC completed
                                                                                        (5); Unsatisfactory - (10)

                                                                                        KYC >= 97% - 2.5;              2.5                                                 0                       0.0        To be provided by


  ▪ Audit Result                 (ii)
                                         annual KPIs using this template; last year targets released
                                        Behavioral Factors   1. Manager's
                                                                                        KYC < 97% - 0

                                                                                                                      10.0                                               10.0                      7.0
                                                                                                                                                                                                              Compliance




  ▪ KYC completed                                               in last quarter
                                                             Assessment
                                                             2. Customer satisfaction                                  5.0                                                5.0                      3.0




  ▪ Manager's rating                                         TOTAL SCORE                                              100.0                                                                        82.1




  ▪ Customer satisfaction                                                                                                                               Audit and  Managers Customer
                                                                                                           Sales                                        compliance rating   Satisfaction

Performance management                                                                                          80                                                                                        5              10              5
focus % split of metrics


  Figures are changed                                                                         Financial KPIs                                                                            Non-Financial KPIs
    f or conf identiality

SOURCE: BBD KPI Report                                                                                                                                                                                                             14
Analyze
PERFORMANCE MANAGEMENT
Sales appointment records are not well kept or properly
organized

      Tracking sales appointments




       RMs use Outlook calendar features      No official data on sales
       to keep track of important meetings;   appointments as RMs use personal
       not all meetings are recorded          Blackberry calendars to record
                                              meeting schedules

                     Only a handful of meetings are recorded
                    ▪ CRM not being used to track sales calls
                                                                                 15
SOURCE: BBD
Analyze
SKILLS AND ORGANIZATION
Skills gaps will be analyzed with skills matrix as exemplified
for pilot team                       Classroom Can do without
                                                                                                                                                                                                                                                       trained                                                                                         support                                                                                                         Actual skill

                                                                                                                                                                                                                                                       Recognized                                                                                      Can train                                                                                                       Required skill
                                                                                                                                                                                                                                                       expert                                                                                          others
                                                                                                                                                                                                                                                                                                                                                                                                                                                                             Key gaps

                                                              Lean skills                                                                                                        Soft skills                                                                                                                                                   Technical skills


                                                                        Performance Management




                                                                                                                                                                                                                                                        Asset Products knowledge




                                                                                                                                                                                                                                                                                                                                                     Documentation of Liability

                                                                                                                                                                                                                                                                                                                                                                                  Bank Systems Knowledge
                                                                                                                                                                                  Improvement orientation




                                                                                                                                                                                                                                                                                                                                                     Documentation of Asset




                                                                                                                                                                                                                                                                                                                                                                                                           Vigilance/Due Diligence
                                                                                                                                                                                                                                                                                                                                                                                                                                     Back End Operational
                                                                                                                                                                                                                                Communication skills
                                            Process confirmation




                                                                                                                   Learning knowledge




                                                                                                                                                                                                                                                                                                         Credit Risk Analysis
                        Coaching/Feedback




                                                                                                                                                            People orientation




                                                                                                                                                                                                                                                                                   Liabilities Product




                                                                                                                                                                                                                                                                                                                                Financial Analysis
                                                                                                                                                                                                            Setting Direction
                                                                                                                                         Results delivery
                                                                                                 Problem solving

                                                                                                                                        Data masked for confidentiality




                                                                                                                                                                                                                                                                                                                                                                                                                                                            Selling skills
                                                                                                                                                                                                                                                                                   Knowledge




                                                                                                                                                                                                                                                                                                                                                                                                                                     Knowledge
                                                                                                                                                                                                                                                                                                                                                     Products

                                                                                                                                                                                                                                                                                                                                                     Products
                                                                   5S




             RM 1
             RM 2
             RM 3
             RM 4
             ARM 1
             ARM 2

            Lean Skills
            ▪ Transf er classroom learned Lean skills to rest of team
            Soft Skills
            ▪ Increase customer f ocus and improve on results delivery
            Technical Skills
            ▪ RMs will need to have product knowledge and understand processing both asset and and liability
              products
            ▪ Focus on credit risk analysis and f inancial analysis
            ▪ Current set-up has deliberate skills gaps around assets and liability to test new approach
SOURCE: Team interviews, self assessments
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                16
Improve
Proposed design approach for corporate RMs
                          Outputs                                                 DMG support

     Voice of the         ▪ Design new customer questionnaire/ survey             ▪ tbd
 1
     customer             ▪ Define procedure for follow up and analysis

     Process efficiency   ▪ Standard Operating Procedures for CP, CFA, call   ▪   Nasser Masri
 2
     & end-to-end flow        backs, finance and trade related exceptions,    ▪   Johnson Rajan
                              client profitability reports
                                                                              ▪   Amro Bibi
                          ▪   Standardized template for Credit Proposals      ▪   Tony John Crasta
                              and CFA (With CP projects team)                 ▪   Nasser Paracha
                          ▪   Updated systems with customer information for
                              improved query handling - CRM
                          ▪   Pipeline management for leads

     Performance
                          ▪   Performance board
                                                                                  ▪ Islam Shikoh
 3
     management           ▪   Activity targets and metrics
                                                                                  ▪ Amro Bibi
                          ▪   MIS template / IT reporting tools
                          ▪   Meeting structure/ agenda
                          ▪   Structure one-on-one meetings with managers
                          ▪   Capacity management tool/ holiday planner
                          ▪   Implementation of CRM usage

                          ▪ Skills matrix                                         ▪ Islam Shikoh
 4   Organisation and
     skill                ▪ Coaching plan
                          ▪ DILO

                          ▪   Lean Wall                                           ▪ Islam Shikoh
     Mindsets and
 5
     behaviours           ▪   M&B survey and feedback
                          ▪   Suggestions box
                          ▪   Rewards and recognition – link to PM boards
                                                                                                     17
SOURCE: Team Analysis
VOICE OF CUSTOMER
                                                  Improve
Customer surveys need to be conducted on an annual basis
with actionable improvement plans



  From                                                     To
  ▪ Surveys are conducted on an ad hoc                     ▪ Conduct structured customer surveys
     basis when required                                     once a year as launched online (9th May
                                                             2011)
  ▪ Results of surveys not linked to action                ▪ Link customer surveys to action planning
     planning and feedback for                               and feedback
     improvement
  ▪ Customer survey results are not linked                 ▪ Link survey results to KPI’s for
     to team performance objectives                          RM/UM/DM




                 Decisions required:
                 ▪ Conduct customer survey on a routine basis – once a year




SOURCE: Customer Feedback Survey Launched on 9 May 2011,
                                                                                                 18
Mashreq Research Team                                                                                   30
VOICE OF CUSTOMER
                                                    Improve
Three of four main customer concerns/issues identified in the
diagnostic will be addressed as part of design solutions

  Customer Feedback                                        Design Solution
  Processing delays and errors                             ▪ Reduce referrals and exceptions, (call
  ▪ Compliance issues, excessive approval                      backs, FTC referrals, Cheque book
    requirements, missing information                          referrals)
                                                           ▪   Standardize Credit Proposal process
                                                               reducing errors and lead time for approvals
                                                           ▪   Enforce acceptance criteria for requests
                                                               at branches
  No response from staff                                   ▪ Increase customer facing time for RMs,
  ▪ Customers unhappy about RMs                                availability of customer data and
    behavior, sometimes misinformed                            information, ARM and call centre support
    by RMs                                                     to address customer concerns/queries
  Poor Branch support                                      ▪ Lean in branches, streamlining of
  ▪ Lack of coordination in branch, poor                       branch processes
    counter service

  High fees and charges                                    ▪ Not addressed as part of the Lean
  ▪ Customers charged higher for trade                         transformation workstream (may be
    licensing, service charges and check                       considered as part of commercial
    book fee than other banks                                  workstream)



SOURCE: Customer Feedback Survey Launched on 9 May 2011,
                                                                                                         19
Mashreq Research Team
Design phase initiatives
                                               Improve                                                                    To be covered
                                                                                                                            in Wave 2

Improvement lever   Processes                       Initiatives                                                           Impact

                    ▪    Credit Proposal            ▪ Design customer input template                                        xx
Re-design and                                       ▪ Design customer documentation checklist
Internal transfer                                   ▪ Design internal checklist /guidelines for writing Credit Proposal
                                                    ▪ Design standard template for credit proposal
                    ▪    Credit Facility            ▪     Convert CFA docum ent into booklet format to reduce               xx
                    ▪    Agreem ent                       num ber of signatures
                                                    ▪     Push forward on issue of docum entation size with legal

                    ▪    FTC Exceptions             ▪     Further analysis of exceptions data including lim it expiry       xx
                                                          or excess

                    ▪    Rem ittance Exceptions     ▪     Analyse issues pertaining to incomplete inform ation and          xx
                                                          signature issues
                                                    ▪     Analysis of channels used for call backs
                                                                                                                                          xx
                    ▪ Call Back Exceptions          ▪ Elim inating call backs for un-contactable customers                  xx
                                                    ▪ Raise threshold lim its for call back
                                                    ▪ Update customer inform ation in the system
                    ▪    Cheque Book Exceptions     ▪ Update trade license in the system                                    xx
                                                    ▪ Inconsistent form at
                                                    ▪ Delivery to wrong branch
                    ▪ Client Profitability          ▪ Follow up with team working on CPR
                         Report

                    ▪ Account opening Process ▪ End-to-end process –Tackle in wave 2


                    ▪    Custom er Queries to be    ▪     Train outsourced call center on corporate customer                xx
 Transfer                handled by the call              queries
 Out                     center                     ▪     Plan com m unication for the customer to route the queries
                                                          to the call center
                                                    ▪     Ensure all RMs/ARM log custom er queries on CRM
                        Total percent of RM tim e freed
                                                                                                                          ~xx%
                                                                                                                                   20
PROCESS EFFICIENCY
                                                  Improve
Processing time for Credit Proposals can be reduced through
standardization, simplification of template and automation
of inputs
  From                                                              To

   Current CP Sample 1                 Current CP Sample 2          Customer Checklist                CP Template




                                                                            Documentation                Structured and
                                                                            required f rom               standard CP f or al
                                                                            customer                     clients
                                        Dif f erent f ormats used
                                        – each CP must be           Customer Input Template           CP Checklist/ Guidelines
                                        read dif f erently



         ~7-15 pages
         containing excessive                                                                            Checklist to assist
         inf ormation                                                                                    ARMs in writing CPs


   Description                                                      Description
   ▪   Credit Proposals are un-standardized, lengthy and            Standardize
       subjective                                                   ▪ Standardize customer input template (company
   ▪   Extra ef f ort spent in collating customer inf ormation         f inancials, background, etc.)
       through multiple calls and visits                            Minimize rework
   ▪   Takes a long time f or RM and UM to review                   ▪ Use of checklist in collecting customer documents will
                                                                       minimize return visits to customer
                                                                    Simplify
                                                                    ▪ Reduce the number of f ree text f ields in the CP template
                                                                    ▪ Reduction in number of iterations at review stage
  Decisions required
  ▪ Approve new credit proposal template, customer input template and checklist                     Potential impact xx%
                                                                                                                          21
SOURCE: WRM interviews, BBD RMs, team analysis                                                                                     34
PROCESS EFFICIENCY
                                                 Improve
Reduce paperwork and administrative time by introducing new
Credit Facility Agreement
  From                                                             To

   Existing CFA document                                                 New CFA document 1




                                                                                                      Customer signs at
                                                                              Shortened CFA
       CFA document set              3 page schedule                                                  the end of terms
                                                                              Booklet
                                                                                                      and conditions

   Description                                                      Description
   ▪ Length of existing CFA documentation ~20-70 pages              ▪ Convert Terms and Condition into a standard booklet of
   ▪ Length of Standard terms and conditions ~15-20 pages             ~7-8 pages
   ▪ Customer signs each and every page of the CFA                  ▪ Obtain customer signatures on last page of booklet only
     document                                                       ▪ Include standard schedules in the booklet, not as a
   ▪ RMs review every page bef ore sending it to Wholesale            separate document
     Credit Operations
   ▪ Document is sent back in case any page is lef t out by the
     customer/ RM
   ▪ 3 page schedule as separate document
   Decisions required                                                                            Potential impact %
    Approve booklet version of CFA document as interim solution
    Approve redesign of CFA document with fewer pages (longer term solution)

1 New CFA document designed by legal (has not been rolled out so f ar)                                                     22
SOURCE: Discussion with BBD RMs; Legal Department
PROCESS EFFICIENCY
                                                           Improve
Increase threshold limits and allow branches and CPC unit to
process transactions to reduce number of call backs
  From                                                                                                  To

  Call Back status                                Reasons for uncontactable                             ▪    Ref er all uncontactable call back cases
  Percent                                         call backs                                                 to a senior manager within CPC 1
                                                                                                             Remittances who will process it if the
                                                                                                             transaction is in order
                                                               26

  Successf ul    51                Un-                                     7                    2       ▪    Do not call back if signature has been
                                                                                     2
                                40 contact-                                                                  verif ied f or applications submitted at
                                   able                      Contact     Custo     Contact    Contact        branch by customer
                                                             not         mer       number     number
                       18                                    available   not       not        incompl
                                                             in          availab   respondi   ete in
         Unsuccessf ul Cancelled                             contact     le        ng         contact
                                                             list

  Call back threshold analysis                                                                          ▪    Update customer contact number in CRM
  Percent                                                                                                    – RMs to collect updated inf ormation
                                50                                                                              f rom customer
                                                39                                                           – Instruct customer to submit updated
                                                                                                                inf ormation at branch
                                                                11


                             > 1m          500k - 1m        0 - 500 k

   ▪    40% of call backs are escalated to RMs as the customer is un-                                   ▪    Increase the call back limit to 1 million
        contactable                                                                                          instead of 500k f or BBD
   ▪    Contact list is not updated with latest customer contact details


       Decisions required
       ▪ Grant CPC Remittance unit approval to process transactions which are in                                          Potential impact %
         order without call backs
       ▪ Increase threshold limit for call backs
       ▪ Eliminate call-backs if application has been submitted at the branch
1 CPC: Cheque processing unit                                                                                                                            23
SOURCE: Call back data for February to April 11 from the call back unit
PERFORMANCE MANAGEMENT
                                    Improve
Performance management boards will enable effective tracking
              of key metrics on a daily basis

                           D                                         m                                    m



          Queries/                                                                 Average CASA
                                  CPR/Total Revenue
       Complaints Status                                                              balance


                                                   m                                    m                 m
                           D



                                          tbd                         Average assets        Deal of the month
        MER/CP Status

                           D                                                                              D

       Area for problem C
            solving                                        Meeting planner




                           Q



                                                       D                          m                       D

                               Coaching/training                 Focus of the                 Team
         Skills matrix
                                    plans                           month                   barometer



   D   Updated daily                                   Updated f rom reporting system

   m   Updated monthly                                 Updated manually

   Q   Updated quarterly
                                                                                                                24
Improve
PERFORMANCE MANAGEMENT
Performance dialogue must be linked and paced                                                              Perf ormance review
                                                                                                           Tracking mechanism
to allow ownership at each level
                       Frequency
                              Daily           Weekly                   Monthly                 Quarterly




             LF +
                                                                                             Quarterly
          Divisional
                                                       Led by Divisional Manager              meeting
          Manager
                                                        with UMs in attendance

                                                                                                Quarterly data of
                                                                                                   all the KPIs
                                                                                                along with other
         Divisional                                                                               perform ance
         Manager                                                        Monthly                        tools
                                          Led by Unit Managers          meeting
           +Unit
         Managers                         with RMs and ARMs in
                                               attendance
 Level




                                                                          Perform ance ppt
                                                                          prepared by UM
            Unit                                                          having m onthly
         Manager +                             Weekly                     sum mary of the
           Team                                Meeting                         Board
          RM/ARMs                            (Thursday at
                                              0900 hrs)

           Team
          RM/ARMs          Daily Huddle
           + Unit           (0800 hrs)
         Manager (if                            Perform ance
         available)                            Board showing
                         Perform ance          weekly results
                            board –
                         daily/m onthly
                             results

                                                                                                                    25
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers

Contenu connexe

Tendances

VR and AR solutions for Industry 4.0 by ARworks
VR and AR solutions for Industry 4.0 by ARworksVR and AR solutions for Industry 4.0 by ARworks
VR and AR solutions for Industry 4.0 by ARworksszabolcs budahazy
 
Industry 5.0
Industry 5.0Industry 5.0
Industry 5.0alasdairg
 
Talent Management Building Blocks
Talent Management Building BlocksTalent Management Building Blocks
Talent Management Building BlocksSeta Wicaksana
 
How Will the Metaverse Transform the Workplace?
How Will the Metaverse Transform the Workplace?How Will the Metaverse Transform the Workplace?
How Will the Metaverse Transform the Workplace?accenture
 
Making Breakthrough Innovations Haapnen
Making Breakthrough Innovations HaapnenMaking Breakthrough Innovations Haapnen
Making Breakthrough Innovations HaapnenBhupinder Kumar
 
Shared services what global companies do
Shared services what global companies doShared services what global companies do
Shared services what global companies doCapgemini
 
Application Management & Support Best Practices
Application Management & Support Best PracticesApplication Management & Support Best Practices
Application Management & Support Best PracticesJulie Champagne
 
Robotic Process Automation (RPA)
Robotic Process Automation (RPA)Robotic Process Automation (RPA)
Robotic Process Automation (RPA)Mufaddal Nullwala
 
EFFECTIVE IT GOVERNANCE presentation
EFFECTIVE IT GOVERNANCE presentationEFFECTIVE IT GOVERNANCE presentation
EFFECTIVE IT GOVERNANCE presentationS L
 
Introduction to Business Process Analysis and Redesign
Introduction to Business Process Analysis and RedesignIntroduction to Business Process Analysis and Redesign
Introduction to Business Process Analysis and RedesignMarlon Dumas
 
Slab Yard Management System - 3D Application
Slab Yard Management System - 3D ApplicationSlab Yard Management System - 3D Application
Slab Yard Management System - 3D ApplicationMayank Chanlawala
 
Corporate Brochure Korn Ferry International
Corporate Brochure Korn Ferry InternationalCorporate Brochure Korn Ferry International
Corporate Brochure Korn Ferry InternationalAndrew J. Warneck
 
Concentrix University Le...-Powered by Taleo Learn LD2
Concentrix University Le...-Powered by Taleo Learn LD2Concentrix University Le...-Powered by Taleo Learn LD2
Concentrix University Le...-Powered by Taleo Learn LD2Laurent Dolivet
 
Rfid technology next generation application solutions
Rfid technology next generation application solutionsRfid technology next generation application solutions
Rfid technology next generation application solutionsashtopustech
 
Introduction to Industrie 4.0
Introduction to Industrie 4.0Introduction to Industrie 4.0
Introduction to Industrie 4.0Marc-Andre Leger
 
Automatic toll collection system (presentation)
Automatic toll collection system (presentation)Automatic toll collection system (presentation)
Automatic toll collection system (presentation)Rohan Kale
 
Digital Transformation Case Study
Digital Transformation Case StudyDigital Transformation Case Study
Digital Transformation Case StudyVMware Tanzu
 

Tendances (20)

Erp selection criteria
Erp  selection criteria Erp  selection criteria
Erp selection criteria
 
VR and AR solutions for Industry 4.0 by ARworks
VR and AR solutions for Industry 4.0 by ARworksVR and AR solutions for Industry 4.0 by ARworks
VR and AR solutions for Industry 4.0 by ARworks
 
ERP Roll out Implementation
ERP Roll out ImplementationERP Roll out Implementation
ERP Roll out Implementation
 
Industry 5.0
Industry 5.0Industry 5.0
Industry 5.0
 
Talent Management Building Blocks
Talent Management Building BlocksTalent Management Building Blocks
Talent Management Building Blocks
 
How Will the Metaverse Transform the Workplace?
How Will the Metaverse Transform the Workplace?How Will the Metaverse Transform the Workplace?
How Will the Metaverse Transform the Workplace?
 
Making Breakthrough Innovations Haapnen
Making Breakthrough Innovations HaapnenMaking Breakthrough Innovations Haapnen
Making Breakthrough Innovations Haapnen
 
Shared services what global companies do
Shared services what global companies doShared services what global companies do
Shared services what global companies do
 
Application Management & Support Best Practices
Application Management & Support Best PracticesApplication Management & Support Best Practices
Application Management & Support Best Practices
 
Robotic Process Automation (RPA)
Robotic Process Automation (RPA)Robotic Process Automation (RPA)
Robotic Process Automation (RPA)
 
EFFECTIVE IT GOVERNANCE presentation
EFFECTIVE IT GOVERNANCE presentationEFFECTIVE IT GOVERNANCE presentation
EFFECTIVE IT GOVERNANCE presentation
 
Introduction to Business Process Analysis and Redesign
Introduction to Business Process Analysis and RedesignIntroduction to Business Process Analysis and Redesign
Introduction to Business Process Analysis and Redesign
 
Slab Yard Management System - 3D Application
Slab Yard Management System - 3D ApplicationSlab Yard Management System - 3D Application
Slab Yard Management System - 3D Application
 
Corporate Brochure Korn Ferry International
Corporate Brochure Korn Ferry InternationalCorporate Brochure Korn Ferry International
Corporate Brochure Korn Ferry International
 
Concentrix University Le...-Powered by Taleo Learn LD2
Concentrix University Le...-Powered by Taleo Learn LD2Concentrix University Le...-Powered by Taleo Learn LD2
Concentrix University Le...-Powered by Taleo Learn LD2
 
Rfid technology next generation application solutions
Rfid technology next generation application solutionsRfid technology next generation application solutions
Rfid technology next generation application solutions
 
Introduction to Industrie 4.0
Introduction to Industrie 4.0Introduction to Industrie 4.0
Introduction to Industrie 4.0
 
SAP Business ByDesign
SAP Business ByDesignSAP Business ByDesign
SAP Business ByDesign
 
Automatic toll collection system (presentation)
Automatic toll collection system (presentation)Automatic toll collection system (presentation)
Automatic toll collection system (presentation)
 
Digital Transformation Case Study
Digital Transformation Case StudyDigital Transformation Case Study
Digital Transformation Case Study
 

Similaire à WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers

WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
 
Vbmc Practice Overview January 2009
Vbmc Practice Overview   January 2009Vbmc Practice Overview   January 2009
Vbmc Practice Overview January 2009Stephen Neill
 
PRIMUS Techsystems Company Profile
PRIMUS Techsystems Company ProfilePRIMUS Techsystems Company Profile
PRIMUS Techsystems Company Profilesambhajichawale
 
Vertex | Customer Managerment Outsourcing | Overview
Vertex | Customer Managerment Outsourcing | OverviewVertex | Customer Managerment Outsourcing | Overview
Vertex | Customer Managerment Outsourcing | OverviewVertex Group
 
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost Management
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost ManagementOAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost Management
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost ManagementRJ Linehan
 
Radius solutions staff augmentation v 2.2
Radius solutions   staff augmentation v 2.2Radius solutions   staff augmentation v 2.2
Radius solutions staff augmentation v 2.2Gareth Linnard
 
Scorecards and dashboards
Scorecards and dashboardsScorecards and dashboards
Scorecards and dashboardsSimon Penny
 
Project Management in an Agency Environment
Project Management in an Agency Environment Project Management in an Agency Environment
Project Management in an Agency Environment Jeff Thaler
 
Pex Clb Final 2013
Pex Clb Final 2013Pex Clb Final 2013
Pex Clb Final 2013Nat Evans
 
Shared services secret 7: Don't be defeated by ERP and ERP Complications
Shared services secret 7: Don't be defeated by ERP and ERP ComplicationsShared services secret 7: Don't be defeated by ERP and ERP Complications
Shared services secret 7: Don't be defeated by ERP and ERP Complicationssharedserviceslink.com
 
Accenture TM Nillezen Sustainable Performance Improvement V1 [Compatibility ...
Accenture TM Nillezen  Sustainable Performance Improvement V1 [Compatibility ...Accenture TM Nillezen  Sustainable Performance Improvement V1 [Compatibility ...
Accenture TM Nillezen Sustainable Performance Improvement V1 [Compatibility ...tmnillezen
 
Lead2Revenue At-a-Glance
Lead2Revenue At-a-GlanceLead2Revenue At-a-Glance
Lead2Revenue At-a-GlanceLead2Revenue
 
AchieveGlobal’s Success with Contact Centers
AchieveGlobal’s Success with Contact CentersAchieveGlobal’s Success with Contact Centers
AchieveGlobal’s Success with Contact CentersAchieveGlobal
 
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
 
The dollars are in the details measuring the cost of requirements grb - v1.0
The dollars are in the details measuring the cost of requirements   grb - v1.0The dollars are in the details measuring the cost of requirements   grb - v1.0
The dollars are in the details measuring the cost of requirements grb - v1.0Patrick van Abbema, PMP, CBAP, CSP
 
Contractor Engagement Model
Contractor Engagement ModelContractor Engagement Model
Contractor Engagement Modelrfakira
 

Similaire à WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers (20)

WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
 
Vbmc Practice Overview January 2009
Vbmc Practice Overview   January 2009Vbmc Practice Overview   January 2009
Vbmc Practice Overview January 2009
 
PRIMUS Techsystems Company Profile
PRIMUS Techsystems Company ProfilePRIMUS Techsystems Company Profile
PRIMUS Techsystems Company Profile
 
Vertex | Customer Managerment Outsourcing | Overview
Vertex | Customer Managerment Outsourcing | OverviewVertex | Customer Managerment Outsourcing | Overview
Vertex | Customer Managerment Outsourcing | Overview
 
Slideshare crm
Slideshare crmSlideshare crm
Slideshare crm
 
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost Management
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost ManagementOAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost Management
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost Management
 
MCP4
MCP4MCP4
MCP4
 
Radius solutions staff augmentation v 2.2
Radius solutions   staff augmentation v 2.2Radius solutions   staff augmentation v 2.2
Radius solutions staff augmentation v 2.2
 
Scorecards and dashboards
Scorecards and dashboardsScorecards and dashboards
Scorecards and dashboards
 
Project Management in an Agency Environment
Project Management in an Agency Environment Project Management in an Agency Environment
Project Management in an Agency Environment
 
Pex Clb Final 2013
Pex Clb Final 2013Pex Clb Final 2013
Pex Clb Final 2013
 
Shared services secret 7: Don't be defeated by ERP and ERP Complications
Shared services secret 7: Don't be defeated by ERP and ERP ComplicationsShared services secret 7: Don't be defeated by ERP and ERP Complications
Shared services secret 7: Don't be defeated by ERP and ERP Complications
 
Accenture TM Nillezen Sustainable Performance Improvement V1 [Compatibility ...
Accenture TM Nillezen  Sustainable Performance Improvement V1 [Compatibility ...Accenture TM Nillezen  Sustainable Performance Improvement V1 [Compatibility ...
Accenture TM Nillezen Sustainable Performance Improvement V1 [Compatibility ...
 
Lead2Revenue At-a-Glance
Lead2Revenue At-a-GlanceLead2Revenue At-a-Glance
Lead2Revenue At-a-Glance
 
AchieveGlobal’s Success with Contact Centers
AchieveGlobal’s Success with Contact CentersAchieveGlobal’s Success with Contact Centers
AchieveGlobal’s Success with Contact Centers
 
FI&CO,
FI&CO,FI&CO,
FI&CO,
 
FI&CO,
FI&CO,FI&CO,
FI&CO,
 
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...
 
The dollars are in the details measuring the cost of requirements grb - v1.0
The dollars are in the details measuring the cost of requirements   grb - v1.0The dollars are in the details measuring the cost of requirements   grb - v1.0
The dollars are in the details measuring the cost of requirements grb - v1.0
 
Contractor Engagement Model
Contractor Engagement ModelContractor Engagement Model
Contractor Engagement Model
 

Plus de Dubai Quality Group

Idea of the Year Competition 2012 - Productivity Category Winner- Dubal
Idea of the Year Competition 2012 - Productivity Category Winner- DubalIdea of the Year Competition 2012 - Productivity Category Winner- Dubal
Idea of the Year Competition 2012 - Productivity Category Winner- DubalDubai Quality Group
 
Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...
Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...
Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...Dubai Quality Group
 
Idea of the Year Competition 2012 - Health & Safety Category Winner - Dubal
Idea of the Year Competition 2012 - Health & Safety Category Winner - DubalIdea of the Year Competition 2012 - Health & Safety Category Winner - Dubal
Idea of the Year Competition 2012 - Health & Safety Category Winner - DubalDubai Quality Group
 
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...Dubai Quality Group
 
Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...
Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...
Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...Dubai Quality Group
 
Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...
Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...
Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...Dubai Quality Group
 
'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar
'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar
'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama KumarDubai Quality Group
 
'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado
'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado
'Sustainability in Employee Suggestion Schemes' by Flevy LasradoDubai Quality Group
 
'Innovation and Communication' by Prof. Ujjwal K Chowdhury
'Innovation and Communication' by Prof. Ujjwal K Chowdhury'Innovation and Communication' by Prof. Ujjwal K Chowdhury
'Innovation and Communication' by Prof. Ujjwal K ChowdhuryDubai Quality Group
 
'Role of Technology in Innovation' by Capt. Khalid bin Mediya
'Role of Technology in Innovation' by Capt. Khalid bin Mediya'Role of Technology in Innovation' by Capt. Khalid bin Mediya
'Role of Technology in Innovation' by Capt. Khalid bin MediyaDubai Quality Group
 
'Suggestion Schemes can Improve quality and service to external and internal ...
'Suggestion Schemes can Improve quality and service to external and internal ...'Suggestion Schemes can Improve quality and service to external and internal ...
'Suggestion Schemes can Improve quality and service to external and internal ...Dubai Quality Group
 
"Benchmarking - the UAE Style" by Zillay Ahmed
"Benchmarking - the UAE Style" by Zillay Ahmed"Benchmarking - the UAE Style" by Zillay Ahmed
"Benchmarking - the UAE Style" by Zillay AhmedDubai Quality Group
 
"Customer Service Excellence" by Terry Pilcher
"Customer Service Excellence" by Terry Pilcher"Customer Service Excellence" by Terry Pilcher
"Customer Service Excellence" by Terry PilcherDubai Quality Group
 
"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri
"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri
"Global Benchmarking .. A graphical pesrpective" by Sunil BahriDubai Quality Group
 
"Megatrends for the Future" by Oliver Riebartsch
"Megatrends for the Future" by Oliver Riebartsch"Megatrends for the Future" by Oliver Riebartsch
"Megatrends for the Future" by Oliver RiebartschDubai Quality Group
 
"AsiaBenchmark" by Khashayar Ataie
"AsiaBenchmark" by Khashayar Ataie"AsiaBenchmark" by Khashayar Ataie
"AsiaBenchmark" by Khashayar AtaieDubai Quality Group
 
"Views on 2030" by Dr. Robin Mann
"Views on 2030" by Dr. Robin Mann"Views on 2030" by Dr. Robin Mann
"Views on 2030" by Dr. Robin MannDubai Quality Group
 
"Views on 2030" by Dr. Holger Kohl
"Views on 2030" by Dr. Holger Kohl"Views on 2030" by Dr. Holger Kohl
"Views on 2030" by Dr. Holger KohlDubai Quality Group
 
"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles
"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles
"Overview on the Future of Benchmarking 2030 Project" by Bruce SearlesDubai Quality Group
 
"Findings on the future by GBN research" by Bruce Searles
"Findings on the future by GBN research" by Bruce Searles"Findings on the future by GBN research" by Bruce Searles
"Findings on the future by GBN research" by Bruce SearlesDubai Quality Group
 

Plus de Dubai Quality Group (20)

Idea of the Year Competition 2012 - Productivity Category Winner- Dubal
Idea of the Year Competition 2012 - Productivity Category Winner- DubalIdea of the Year Competition 2012 - Productivity Category Winner- Dubal
Idea of the Year Competition 2012 - Productivity Category Winner- Dubal
 
Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...
Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...
Idea of the Year Competition 2012 - Innovation Category Winner - Dubai Munici...
 
Idea of the Year Competition 2012 - Health & Safety Category Winner - Dubal
Idea of the Year Competition 2012 - Health & Safety Category Winner - DubalIdea of the Year Competition 2012 - Health & Safety Category Winner - Dubal
Idea of the Year Competition 2012 - Health & Safety Category Winner - Dubal
 
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...
 
Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...
Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...
Idea of the Year Competition 2012 - Environmental Category Winner - Dubai Mun...
 
Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...
Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...
Idea of the Year Competition 2012 - Customer Service Category Winner - Minist...
 
'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar
'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar
'Recognize, Reward, Retain: Tata Motor case study' by G. V. Srirama Kumar
 
'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado
'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado
'Sustainability in Employee Suggestion Schemes' by Flevy Lasrado
 
'Innovation and Communication' by Prof. Ujjwal K Chowdhury
'Innovation and Communication' by Prof. Ujjwal K Chowdhury'Innovation and Communication' by Prof. Ujjwal K Chowdhury
'Innovation and Communication' by Prof. Ujjwal K Chowdhury
 
'Role of Technology in Innovation' by Capt. Khalid bin Mediya
'Role of Technology in Innovation' by Capt. Khalid bin Mediya'Role of Technology in Innovation' by Capt. Khalid bin Mediya
'Role of Technology in Innovation' by Capt. Khalid bin Mediya
 
'Suggestion Schemes can Improve quality and service to external and internal ...
'Suggestion Schemes can Improve quality and service to external and internal ...'Suggestion Schemes can Improve quality and service to external and internal ...
'Suggestion Schemes can Improve quality and service to external and internal ...
 
"Benchmarking - the UAE Style" by Zillay Ahmed
"Benchmarking - the UAE Style" by Zillay Ahmed"Benchmarking - the UAE Style" by Zillay Ahmed
"Benchmarking - the UAE Style" by Zillay Ahmed
 
"Customer Service Excellence" by Terry Pilcher
"Customer Service Excellence" by Terry Pilcher"Customer Service Excellence" by Terry Pilcher
"Customer Service Excellence" by Terry Pilcher
 
"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri
"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri
"Global Benchmarking .. A graphical pesrpective" by Sunil Bahri
 
"Megatrends for the Future" by Oliver Riebartsch
"Megatrends for the Future" by Oliver Riebartsch"Megatrends for the Future" by Oliver Riebartsch
"Megatrends for the Future" by Oliver Riebartsch
 
"AsiaBenchmark" by Khashayar Ataie
"AsiaBenchmark" by Khashayar Ataie"AsiaBenchmark" by Khashayar Ataie
"AsiaBenchmark" by Khashayar Ataie
 
"Views on 2030" by Dr. Robin Mann
"Views on 2030" by Dr. Robin Mann"Views on 2030" by Dr. Robin Mann
"Views on 2030" by Dr. Robin Mann
 
"Views on 2030" by Dr. Holger Kohl
"Views on 2030" by Dr. Holger Kohl"Views on 2030" by Dr. Holger Kohl
"Views on 2030" by Dr. Holger Kohl
 
"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles
"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles
"Overview on the Future of Benchmarking 2030 Project" by Bruce Searles
 
"Findings on the future by GBN research" by Bruce Searles
"Findings on the future by GBN research" by Bruce Searles"Findings on the future by GBN research" by Bruce Searles
"Findings on the future by GBN research" by Bruce Searles
 

Dernier

HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfMohonDas
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.EnglishCEIPdeSigeiro
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...raviapr7
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxDr. Asif Anas
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsEugene Lysak
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...Nguyen Thanh Tu Collection
 
Philosophy of Education and Educational Philosophy
Philosophy of Education  and Educational PhilosophyPhilosophy of Education  and Educational Philosophy
Philosophy of Education and Educational PhilosophyShuvankar Madhu
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxraviapr7
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphNetziValdelomar1
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17Celine George
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17Celine George
 
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxPISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxEduSkills OECD
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice documentXsasf Sfdfasd
 
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxAUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxiammrhaywood
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxAditiChauhan701637
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptxSandy Millin
 
How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17Celine George
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 

Dernier (20)

HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdf
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptx
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George Wells
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
 
Philosophy of Education and Educational Philosophy
Philosophy of Education  and Educational PhilosophyPhilosophy of Education  and Educational Philosophy
Philosophy of Education and Educational Philosophy
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptx
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a Paragraph
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17
 
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxPISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice document
 
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptxAUDIENCE THEORY -- FANDOM -- JENKINS.pptx
AUDIENCE THEORY -- FANDOM -- JENKINS.pptx
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptx
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
 
How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 

WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality for Corporate Relationship Managers

  • 1. Lean project on Improving Sales, Service and Quality for Corporate Relationship Managers A Mashreq Bank – Case study 09.10.2011 1
  • 2. Introduction About Mashreq Mashreq has provided banking and financial services to millions of customers and businesses since 1967. We are one of UAE's leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait and Bahrain. We focus on providing our customers access to a wide range of innovative products and services. Mashreq is invariably among the highest performing banks in the region. Last year we recorded a Net Profit of AED 803 million from a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED 84.8 billion. Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also have customer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseas offices in nine countries, including Europe, US, Asia and Africa. Vision Customer focused To provide our customers the most rewarding banking We act in the interest of our customers, seeking to exceed their relationships expectations Mission Transparent and fair Being relationship based We are clear, concise and open in all our communications, and Delivering superior service treat customers and our colleagues with fairness, respect and trust Being the primary bank to our customers Progressive Being the Employer of Choice We are fast, agile and constantly think of ways to enhance Values customer experience We are on a constant journey towards service Bold excellence, developing innovative new products and We challenge established practices and take smart risks financial solutions. Anticipating your needs and providing Individually Responsible you with new opportunities, convenience and peace of We each take responsibility for the quality of our work, the success mind, stem from our core beliefs. of the bank and delivering the brand promise to each customer Teamwork, cooperation and responsiveness drive the way we work and form the basis of our core values 2
  • 3. Project Charter E. The Goal Statement: Improve RMs time on sales activity from 20% to 40% F. The teams involved: Medium Enterprise team – Corporate banking G. Stakeholders model: • Project chaired by the head of corporate banking • Decision making group formed for toll gate reviews involved stakeholders from – – SME banking – Credit operations – Wholesale risk management – Legal H. The project timelines: • Diagnostic – 3 weeks • Design – 3 weeks • Plan – 1 week • Roll out – 6 weeks I. Quick Win opportunities (If any) NA 3
  • 4. Measure The diagnostic indicates improvement opportunities across the 5 dimensions of Lean Key improvement Key improvement opportunities opportunities ▪ Sales activity of RMs can be ▪ Implementing new and increased by 100% effective performance – Generate additional sales management tools such as time for RMs by regular huddle structure Process Efficiency Performance simplifying and and 1:1 performance and Management shortening administrative coaching dialogues processes such as Credit ▪ Full transparency in KPI Proposal wrinting and target setting required, – ARM absorb introducing leading and administrative tasks from Customer lagging indicators and RMs and free up sales Mindsets Organization making it transparent on capacity and and Skills performance boards ▪ Workplace/floor organisation Behaviours to be addressed ▪ Closing skills gaps to be addressed using a skills matrix and coaching plans ▪ Current structure perceived ▪ Customers voice sensitive to ▪ Skills gaps observed as pricing issues and quality of per new design of pilot as rigid and hierarchal service, in particular process team (assets vs liability ▪ Going forward, there is an delays and errors mix) opportunity to increase level of engagement, ensure ▪ A survey required that links ▪ Skills development to be customer importance and formally reviewed in transparency and improve reported performance performance meetings communication between management and staff 4
  • 5. Measure Additional capacity creation opportunity, if reinvested, can increase sales activity by ~100% Additional sales activity Capacity created Percent of RM time Time savings from Percent of RM time process improvements 22.0 10.4 Time savings from transfers to ARMs 5.9 100% p.a. 4.5 3.2 ~42 2.5 20 4.4 0.7 2.4 Old % of New % of RM time on RM time on 2.0 3.0 sales activity sales activity 3.0 1.0 0 1.0 0 Total Credit Credit Excep- Queries2 Client Figures are changed improve- Proposals Facility tion1 Profitability f or conf identiality ment Agreement Report 1 Includes savings from Finance and Trade Centre related exceptions (operational and risk), cheque book exceptions and custom er call back exceptions 2 Includes savings from remittance related queries (inward and outward) 5
  • 6. MINDSETS AND BEHAVIORS Measure Focus group workshop helped RMs identify key organizational issues and discuss their future vision of Mashreq From.. … to ▪ Engagement: "Decisions ▪ Vision: "We should try to are enforced upon me" be more innovative“ ▪ Delegation of decision ▪ Senior Management rights: "Approaching Support: "I need to know Senior management for that my efforts will be approvals requires time recognized“, "I want and we have to follow a guidance and support from strict hierarchy" senior management“ ▪ Outdatedmasked for Data policies & Data masked for ▪ Customer focused: "We confidentiality processes: "Policies are confidentiality need to have a better made by people who have under-standing of what our little understanding of how customers want“ things work on the ▪ Beat the competition: frontline" "We can beat our ▪ Lack of direction: "Last competition with year, KPI's were officially teamwork" signed off one month before appraisals" 6 SOURCE: Corporate RM f ocus group workshop 19 April
  • 7. VOICE OF THE CUSTOMER Analyze Processing delays and errors, poor staff response and branch support caused the most dissatisfaction Top 9 reasons for dissatisfaction1 Proportion of complaints logged onto system 2 Percent Percent Key focus areas xxx 47 xxx 19 1 High fees and charges ▪ Customers charged xxx 16 xxx 16 higher f or trade licensing, service xxx 8 xxx 16 charges and check book f ee than other Poor branch Problem with online banks 8 13 support banking 2 Processing delays and errors xxx 6 xxx 13 Data masked ▪ Compliance issues, excessive approval xxx 6 xxx 9 for requirements and missing inf ormation confidentiality Problem with online 4 xxx 8 3 No response from staff banking ▪ Customers unhappy about RMs behavior, xxx 4 Other 4 sometimes misinf ormed by RMs Additional products 2 xxx 1 Not available 4 Poor Branch support ▪ Lack of coordination in Total 100 Total 100 branch, poor counter service Figures are changed f or conf identiality 1 Total 127 respondents surveyed with some having recently migrated f rom RBG 2 xx complaints logged onto system over last 6 months (true number likely higher as not all complaints logged) 7 SOURCE: CIBG Customer survey Dec 10, Complaints data Oct 10 – Mar 11, team analysis 5
  • 8. PROCESS EFFICIENCY Analyze RM sales activity can increase by more than 100% Percent of pilot Percent of pilot % of RMs time dedicated to sales RM time spent ARM time spent activities xxx 20.2 0 Current 20 xxx 16.5 20.8 Potential ~40 xxx 6.4 7.8 Portfolio +100% 10.0 4.8 Administrative and management management time Internal Queries 11.5 17.0 ▪ New SME commercial model being implemented through Lean: ARM will absorb xxx 3.0 10.2 administrative tasks from RMs and free up sales capacityfor Data masked Administrative activities 14.8 19.6 confidentiality ▪ And, Lean will generate additional sales time for RMs xxx 17.6 19.8 by simplifying and shortening administrative processes Total 100 100 Figures are changed f or conf identiality RMs currently staying back beyond 7 pm on most days due to high workload SOURCE: Observation of 2 CIBG pilot cluster and non-pilot cluster RMs over 2 day period 8 Observation of 2 pilot cluster ARMs over 2 day period
  • 9. PEOPLE PROCESS EFFICIENCY Analyze There is potential to minimize all 8 types of waste across the department Value zones ARM f ootf low Filing room 2 Value zones Unit printer/ Manager scanner Entrance 1 Division Head Office 3 Office Assist- Unit Manager Office ant/Fax 1 2 Division 3 Office Assistant workstation Head ▪ xxxx RM 4 4 RM workstations RM ▪ xxxx RM RM ARM ARM 4 5 Entrance 5 ARM workstations ▪ Used by ARMs 6 Conference Room ▪ Used by by team f or meeting Coffee/ tea 7 customers station 6 7 Printing/ production room Meeting Photo room 8 ▪ Used f or f iling/stationery/ printing -copy Key Observations 8 Coffee/tea station ▪ Filing spread across the of f ice ▪ xxx ▪ Photocopy machine location for Data masked sub-optimal ▪ Multiple areas with discarded paper confidentiality ▪ VPN not available f or hot-desking 9 SOURCE: Shadowing an ARM over a period of 2 hours
  • 10. PROCESS EFFICIENCY Analyze Improving and simplifying existing processes and transferring to ARMs can free up approximately 20-25% of RM time Total tim e for com pleting end to end process - existing Total tim e for com pleting end to end process - after im provement Time Efficiency Process m inutes Key Opportunities Credit 862 ▪ Standardize input and and checklist for collecting customer information Proposal 562 - currently a lot of irrelevant inform ation is included ▪ Lengthy and subjective information; is difficult to interpret -35% ▪ WRM queries on credit proposal waste a significant proportion of the RMs tim e Credit Facility 200 Agreem ent ▪ Reduce number of signatures required on CFA documentation (size varies 125 between ~ 20 - 70 pages where each page needs to be signed by customer -38% and verified/initialized by the RMs Custom er 52 ▪ Non value add activity for RMs Queries 0 ▪ Follow up queries for transactions can be routed through corporate customer -100% service unit FTC related 100 ▪ Exceptions handled outside lotus notes lead to additional work in the process Level of impact exceptions 85 ▪ Manual follow ups required for closing the exceptions which could be -15% elim inated Call Back 20 ▪ Non Value add for RM Exception 0 ▪ Call backs should be routed to customer Call Back Unit -100% ▪ Analyze what proportion of call backs are routed to RMs ▪ Update customer contact information in the system Cheque book 65 ▪ Non Value add activity for RMs exceptions 0 To be addressed ▪ Analyze end-to-end process and link with branches in E2E -100% ▪ Update trade licenses to prevent exception reports workstream Client 282 ▪ Multiple follow ups to rectify errors/discrepancies once CPR is released profitability Report 142 ▪ SLA needed between business and support teams to provide accurate report -50% and agree on m argin of error Account 295 ▪ Sim plify form so that customer can fill it out easily without RM assistance Opening Process 215 ▪ Im prove communication between Cash and Account Management and RM to -27% sim plify m ultiple follow up procedure which wastes RM tim e Figures are changed 10 SOURCE: BBD Value Stream Mapping and observations f or conf identiality
  • 11. Analyze Example Process Flow – Credit Proposal PROCESS MAP EXAMPLE Lead tim e Tim e spend Non-value add m inutes process Role Signoff Im proved required tim ing RM/ RM/ RM/ RM/ RM/ RM/ CSO ARM ARM ARM ARM ARM ARM 5 2 Support 10 5 30 10 30 Get the CBR3 Forward staff forwards Receipt of Fill out credit Get a market Fill out report from credit check credit check credit check Start check reference document CIU for new request to request to report from template check checklist Credit support staff CIU1 via CIU via email proposal EDMS 2 xxx 1 Day RM/ RM/ RM/ RM/ RM/ RM/ ARM UM ARM ARM ARM ARM 15 15 60 120 10 30 RM /UM define Collate CP Revert to Update Create strategy & Analyze CP data into the customer for customer Initiation note approve information write up additional information in in PREM4 initiation note (Module C) 5 information module C tbd tbd 40 60 0 0 x Day xxx xxx Repeat visits to customer can be RM/ RM/ eliminated through RM UM RM better planning ARM ARM 120 Attach 10 180 120 90 Approval Enter Module C, limits, security checklist, RM reviews UM reviews Reply to from WRM & details, terms Spreads, Fin- and forwards and forwards queries from forwarded to End ancials, CBRB6 CP to WRM in Credit and conditions Report, ACR & to UM in PREM WRM into PREM Credit Check PREM Document- in PREM ation 90 120 90 60 • Process time: xx minutes (xx hours) xxx • Post-improvement time: xx minutes • Time savings: 35% • Sign offs: 4 Figures are changed • Non value added- non customer facing: 4 f or conf identiality 1 CIU: Credit Initiation Unit; 2 EDMS: Electronic Data Management System 3 CBR: Central Bank Report 4 PREM: Portfolio Reporting and Exposure Management 5 Module C: Document containing customer financial information 6 In case of existing customer pull out the CBRB report from BIS 11 SOURCE: RM process walkthrough
  • 12. Analyze PROCESS EFFICIENCY There is potential to increase the sales conversion ratio Customer acquisition Key leak- age points Meetings Overall Meetings Calls made attended Sale Conversion planned by customer Rate Leads pro- xx xx xx xx vided by LMU 92% xx% xx% xx% Calls from 43 xx xx xx own sources 88% 97% xx% xx% xx 51 xx xx Total xx% 96% xx% 14%  Urgent need to implement new leads model - Direct Sales Team to send high quality leads to RMs (as per commercial transformation workstream)  No systematic lead generation process for existing customers (RMs relying mostly on own sources to generate new sales) Figures are changed SOURCE: conf identiality f or Lead Management Unit, customer call logs January -April 2011 12
  • 13. Analyze PERFORMANCE MANAGEMENT KPI definition, target setting, reporting and improvement planning are key areas of focus for improved performance management KPI definition 1 = Poor ▪ Main KPIs exist but no clear cascade 5 = Best practice of top level sales KPIs to staf f level Corrective actions ▪ Job descriptions f or RMs in new Reporting formats and frequency roles have not been def ined as yet ▪ Root cause of problems f aced by ▪ Formats are unstandardized and clients are not identif ied quickly unclear (e.g., pipeline reports ▪ Corrective actions are not tracked 5 sent to UM in emails and excel systematically sheets in no particular f ormat) 4 ▪ Dif f icult to track perf ormance against target Performance review 3 ▪ Meetings are held regularly and Data collection, report have high attendance rates 2 ▪ No f ormal production data collection ▪ Discussions address perf ormance procedure gaps ▪ Data and report storage un- ▪ Room f or improvement in 1 standardized and poorly structuring meetings (agenda, organized, e.g., no record of sales roles, inputs, outputs) appointments - sometimes noted down on outlook and personal Blackberry calendars Improvement planning ▪ Few improvement actions outlined - of ten without any quantif ied Target setting impact ▪ Staf f is not aware of targets until ▪ Progress is not monitored very late in the year regularly ▪ Targets are not SMART1 Holding daily huddles as a regular activity has driven Chart shows weighted average of survey improvement in performance reviews responses of 3 pilot team RMs 1 SMART - Specif ic, Measurable, Actionable, Result-oriented, Time-bound SOURCE: Perf ormance Management Survey 13
  • 14. Analyze PERFORMANCE MANAGEMENT Sales targets are not communicated to RMs in a timely manner despite being the main KPI against which performance is measured Financial KPIs KPI Report for individual RMs Non Financial KPIs KPIs CIBG - KEY PERFORMANCE INDICATORS - FY 2010 Performance is Annual targets based primarily gauged [applicable to deposit mobilizing divisions: BBD- Regular Segment) on ~20% increase Financial KPIs NAME: ABCABCABCABC DIVISION: UNIT: BBD CIBG against financial KPIs over the previous year (80 % weightage) DESIGNATION: but no official targets PAY BAND: ▪ Funds under management S.No. Pillar KPI COMPARISON WEIGHT DENOMI Last Year Plan 2010 ACTUAL 2010 ACHIEVEMEN WEIGHTE Remarks set for 2011 NATION 2009 T D SCORE – Average Deposits [A] FINANCIAL KPIs (i) Funds under Mgt 1. Average 2010 Variance against 2009 15.0 AED mio 34,335,511.0 46,183,048.0 134.5% 20.2 Deposits include Deposits (FD+CASA) Period End Actuals Current Accounts & – Average CASA balance base Fixed Deposits. 2. Average CASA 2010 plan - Average 15.0 AED mio 31515783 35,966,387.0 114.1% 17.1 balance Balance – New deposits 3. Each RM to get 40 As per target decided 15.0 AED mio 30,000,000.0 3,304,173.8 11.0% 1.7 Closing balance of New relationships by manager Current Accounts & getting > AED 0.75m Fixed Deposits for each ▪ Revenue deposit per relationship customer (ii) Revenue 1. Actual Revenue Variance against Plan 20.0 AED mio 3,574,082.8 2,717,947.2 76.0% 15.2 2. Quality of Revenue Variance against actual 15.0 AED mio 4,981,920.0 5,115,337.0 102.7% 15.4 As per the account – Volume based on Account Planning weightages previous years weighted revenues as per the account planning planning exercise – Quality exercise [B] NON FINANCIAL KPIs Non-Financial KPIs (i) Internal Controls 1. Audit result Satisfactory result - 2.5; 2.5 (10.0) 2.5 Result will be taken for Needs Improvement - last audit conducted. (20 % weightage) Individual performance is tracked against 2. KYC completed (5); Unsatisfactory - (10) KYC >= 97% - 2.5; 2.5 0 0.0 To be provided by ▪ Audit Result (ii) annual KPIs using this template; last year targets released Behavioral Factors 1. Manager's KYC < 97% - 0 10.0 10.0 7.0 Compliance ▪ KYC completed in last quarter Assessment 2. Customer satisfaction 5.0 5.0 3.0 ▪ Manager's rating TOTAL SCORE 100.0 82.1 ▪ Customer satisfaction Audit and Managers Customer Sales compliance rating Satisfaction Performance management 80 5 10 5 focus % split of metrics Figures are changed Financial KPIs Non-Financial KPIs f or conf identiality SOURCE: BBD KPI Report 14
  • 15. Analyze PERFORMANCE MANAGEMENT Sales appointment records are not well kept or properly organized Tracking sales appointments RMs use Outlook calendar features No official data on sales to keep track of important meetings; appointments as RMs use personal not all meetings are recorded Blackberry calendars to record meeting schedules  Only a handful of meetings are recorded ▪ CRM not being used to track sales calls 15 SOURCE: BBD
  • 16. Analyze SKILLS AND ORGANIZATION Skills gaps will be analyzed with skills matrix as exemplified for pilot team Classroom Can do without trained support Actual skill Recognized Can train Required skill expert others Key gaps Lean skills Soft skills Technical skills Performance Management Asset Products knowledge Documentation of Liability Bank Systems Knowledge Improvement orientation Documentation of Asset Vigilance/Due Diligence Back End Operational Communication skills Process confirmation Learning knowledge Credit Risk Analysis Coaching/Feedback People orientation Liabilities Product Financial Analysis Setting Direction Results delivery Problem solving Data masked for confidentiality Selling skills Knowledge Knowledge Products Products 5S RM 1 RM 2 RM 3 RM 4 ARM 1 ARM 2 Lean Skills ▪ Transf er classroom learned Lean skills to rest of team Soft Skills ▪ Increase customer f ocus and improve on results delivery Technical Skills ▪ RMs will need to have product knowledge and understand processing both asset and and liability products ▪ Focus on credit risk analysis and f inancial analysis ▪ Current set-up has deliberate skills gaps around assets and liability to test new approach SOURCE: Team interviews, self assessments 16
  • 17. Improve Proposed design approach for corporate RMs Outputs DMG support Voice of the ▪ Design new customer questionnaire/ survey ▪ tbd 1 customer ▪ Define procedure for follow up and analysis Process efficiency ▪ Standard Operating Procedures for CP, CFA, call ▪ Nasser Masri 2 & end-to-end flow backs, finance and trade related exceptions, ▪ Johnson Rajan client profitability reports ▪ Amro Bibi ▪ Standardized template for Credit Proposals ▪ Tony John Crasta and CFA (With CP projects team) ▪ Nasser Paracha ▪ Updated systems with customer information for improved query handling - CRM ▪ Pipeline management for leads Performance ▪ Performance board ▪ Islam Shikoh 3 management ▪ Activity targets and metrics ▪ Amro Bibi ▪ MIS template / IT reporting tools ▪ Meeting structure/ agenda ▪ Structure one-on-one meetings with managers ▪ Capacity management tool/ holiday planner ▪ Implementation of CRM usage ▪ Skills matrix ▪ Islam Shikoh 4 Organisation and skill ▪ Coaching plan ▪ DILO ▪ Lean Wall ▪ Islam Shikoh Mindsets and 5 behaviours ▪ M&B survey and feedback ▪ Suggestions box ▪ Rewards and recognition – link to PM boards 17 SOURCE: Team Analysis
  • 18. VOICE OF CUSTOMER Improve Customer surveys need to be conducted on an annual basis with actionable improvement plans From To ▪ Surveys are conducted on an ad hoc ▪ Conduct structured customer surveys basis when required once a year as launched online (9th May 2011) ▪ Results of surveys not linked to action ▪ Link customer surveys to action planning planning and feedback for and feedback improvement ▪ Customer survey results are not linked ▪ Link survey results to KPI’s for to team performance objectives RM/UM/DM Decisions required: ▪ Conduct customer survey on a routine basis – once a year SOURCE: Customer Feedback Survey Launched on 9 May 2011, 18 Mashreq Research Team 30
  • 19. VOICE OF CUSTOMER Improve Three of four main customer concerns/issues identified in the diagnostic will be addressed as part of design solutions Customer Feedback Design Solution Processing delays and errors ▪ Reduce referrals and exceptions, (call ▪ Compliance issues, excessive approval backs, FTC referrals, Cheque book requirements, missing information referrals) ▪ Standardize Credit Proposal process reducing errors and lead time for approvals ▪ Enforce acceptance criteria for requests at branches No response from staff ▪ Increase customer facing time for RMs, ▪ Customers unhappy about RMs availability of customer data and behavior, sometimes misinformed information, ARM and call centre support by RMs to address customer concerns/queries Poor Branch support ▪ Lean in branches, streamlining of ▪ Lack of coordination in branch, poor branch processes counter service High fees and charges ▪ Not addressed as part of the Lean ▪ Customers charged higher for trade transformation workstream (may be licensing, service charges and check considered as part of commercial book fee than other banks workstream) SOURCE: Customer Feedback Survey Launched on 9 May 2011, 19 Mashreq Research Team
  • 20. Design phase initiatives Improve To be covered in Wave 2 Improvement lever Processes Initiatives Impact ▪ Credit Proposal ▪ Design customer input template xx Re-design and ▪ Design customer documentation checklist Internal transfer ▪ Design internal checklist /guidelines for writing Credit Proposal ▪ Design standard template for credit proposal ▪ Credit Facility ▪ Convert CFA docum ent into booklet format to reduce xx ▪ Agreem ent num ber of signatures ▪ Push forward on issue of docum entation size with legal ▪ FTC Exceptions ▪ Further analysis of exceptions data including lim it expiry xx or excess ▪ Rem ittance Exceptions ▪ Analyse issues pertaining to incomplete inform ation and xx signature issues ▪ Analysis of channels used for call backs xx ▪ Call Back Exceptions ▪ Elim inating call backs for un-contactable customers xx ▪ Raise threshold lim its for call back ▪ Update customer inform ation in the system ▪ Cheque Book Exceptions ▪ Update trade license in the system xx ▪ Inconsistent form at ▪ Delivery to wrong branch ▪ Client Profitability ▪ Follow up with team working on CPR Report ▪ Account opening Process ▪ End-to-end process –Tackle in wave 2 ▪ Custom er Queries to be ▪ Train outsourced call center on corporate customer xx Transfer handled by the call queries Out center ▪ Plan com m unication for the customer to route the queries to the call center ▪ Ensure all RMs/ARM log custom er queries on CRM Total percent of RM tim e freed ~xx% 20
  • 21. PROCESS EFFICIENCY Improve Processing time for Credit Proposals can be reduced through standardization, simplification of template and automation of inputs From To Current CP Sample 1 Current CP Sample 2 Customer Checklist CP Template Documentation Structured and required f rom standard CP f or al customer clients Dif f erent f ormats used – each CP must be Customer Input Template CP Checklist/ Guidelines read dif f erently ~7-15 pages containing excessive Checklist to assist inf ormation ARMs in writing CPs Description Description ▪ Credit Proposals are un-standardized, lengthy and Standardize subjective ▪ Standardize customer input template (company ▪ Extra ef f ort spent in collating customer inf ormation f inancials, background, etc.) through multiple calls and visits Minimize rework ▪ Takes a long time f or RM and UM to review ▪ Use of checklist in collecting customer documents will minimize return visits to customer Simplify ▪ Reduce the number of f ree text f ields in the CP template ▪ Reduction in number of iterations at review stage Decisions required ▪ Approve new credit proposal template, customer input template and checklist Potential impact xx% 21 SOURCE: WRM interviews, BBD RMs, team analysis 34
  • 22. PROCESS EFFICIENCY Improve Reduce paperwork and administrative time by introducing new Credit Facility Agreement From To Existing CFA document New CFA document 1 Customer signs at Shortened CFA CFA document set 3 page schedule the end of terms Booklet and conditions Description Description ▪ Length of existing CFA documentation ~20-70 pages ▪ Convert Terms and Condition into a standard booklet of ▪ Length of Standard terms and conditions ~15-20 pages ~7-8 pages ▪ Customer signs each and every page of the CFA ▪ Obtain customer signatures on last page of booklet only document ▪ Include standard schedules in the booklet, not as a ▪ RMs review every page bef ore sending it to Wholesale separate document Credit Operations ▪ Document is sent back in case any page is lef t out by the customer/ RM ▪ 3 page schedule as separate document Decisions required Potential impact %  Approve booklet version of CFA document as interim solution  Approve redesign of CFA document with fewer pages (longer term solution) 1 New CFA document designed by legal (has not been rolled out so f ar) 22 SOURCE: Discussion with BBD RMs; Legal Department
  • 23. PROCESS EFFICIENCY Improve Increase threshold limits and allow branches and CPC unit to process transactions to reduce number of call backs From To Call Back status Reasons for uncontactable ▪ Ref er all uncontactable call back cases Percent call backs to a senior manager within CPC 1 Remittances who will process it if the transaction is in order 26 Successf ul 51 Un- 7 2 ▪ Do not call back if signature has been 2 40 contact- verif ied f or applications submitted at able Contact Custo Contact Contact branch by customer not mer number number 18 available not not incompl in availab respondi ete in Unsuccessf ul Cancelled contact le ng contact list Call back threshold analysis ▪ Update customer contact number in CRM Percent – RMs to collect updated inf ormation 50 f rom customer 39 – Instruct customer to submit updated inf ormation at branch 11 > 1m 500k - 1m 0 - 500 k ▪ 40% of call backs are escalated to RMs as the customer is un- ▪ Increase the call back limit to 1 million contactable instead of 500k f or BBD ▪ Contact list is not updated with latest customer contact details Decisions required ▪ Grant CPC Remittance unit approval to process transactions which are in Potential impact % order without call backs ▪ Increase threshold limit for call backs ▪ Eliminate call-backs if application has been submitted at the branch 1 CPC: Cheque processing unit 23 SOURCE: Call back data for February to April 11 from the call back unit
  • 24. PERFORMANCE MANAGEMENT Improve Performance management boards will enable effective tracking of key metrics on a daily basis D m m Queries/ Average CASA CPR/Total Revenue Complaints Status balance m m m D tbd Average assets Deal of the month MER/CP Status D D Area for problem C solving Meeting planner Q D m D Coaching/training Focus of the Team Skills matrix plans month barometer D Updated daily Updated f rom reporting system m Updated monthly Updated manually Q Updated quarterly 24
  • 25. Improve PERFORMANCE MANAGEMENT Performance dialogue must be linked and paced Perf ormance review Tracking mechanism to allow ownership at each level Frequency Daily Weekly Monthly Quarterly LF + Quarterly Divisional Led by Divisional Manager meeting Manager with UMs in attendance Quarterly data of all the KPIs along with other Divisional perform ance Manager Monthly tools Led by Unit Managers meeting +Unit Managers with RMs and ARMs in attendance Level Perform ance ppt prepared by UM Unit having m onthly Manager + Weekly sum mary of the Team Meeting Board RM/ARMs (Thursday at 0900 hrs) Team RM/ARMs Daily Huddle + Unit (0800 hrs) Manager (if Perform ance available) Board showing Perform ance weekly results board – daily/m onthly results 25