© 2011 IBM Corporation1
Strategische Prozessoptimierung für Banken –
die Transformation auf dem Weg zur Industrialisierung
IBM Bankenstamm
© 2011 IBM Corporation2
IBM Bankenstamm
17.00 h Begrüssung & Einführung
Roger Altorfer, Leader Financial Services SectorIBM Schweiz AG
17.05 h Process Management with Lean Sigma
Marc Geiger, Senior Managing Consultant, IBM Schweiz AG
17.30 h Strategic Process Optimization for Banks
Andreas Künzler, Managing Director, UBS Swiss Bank
18.15 h Abschluss und Fragen
18.30 h Apéro und Diskussion
19.30 h Ende der Veranstaltung
Programm
© 2011 IBM Corporation3
COO / Head of BPM
Cost pressure
Regulatory Demands
Best PractiseStandards of Competition
Demand for Flexibility
Support of Revenue Growth
IT Costs & rigidIT Architecture
Implement changing Strategies
Changing Client demands
Today’s COO is confronted with multiple dimensions of challenges –integrated concepts leading to industrialization are required
© 2011 IBM Corporation4
Lean helps to establish cost-efficient, robust and flexible end-to-end processes that
are aligned with the overall strategy and maximize the client’s satisfaction.
Identify and eliminate waste
Level workload StandardizationView process end-to-end
Process Quality
High process costs, long lead times and quality issues are a typical reality of historically grown processes – The Lean method provides solutions and the basis for operational excellence
Client Client
Rework & errors
No End-To-End view & silos Multiple approvals
Unread reports
Double entry of data
Redundantcompliance checks
Lack offlexibility
• High process costs
• Unsatisfied customers
• Quality issues
• Long lead-times
• Instable processes
Effects
• Satisfied customers
• Improving cost baseline
• Less resources
• Predictable costs
Pain Points
Typical Lean
Solutions
Long transport and waiting
times
© 2011 IBM Corporation5
Strategic process selection
The strategic bottom line:in order to reach strategic growth objectives through optimized operations, Lean tackles both the cost and revenue side
Key drivers
Reasonable method choice
Speed & Attention Sustainability
Operational Excellence Objectives
Cut operational costs
Positively influence revenue Drive the transformation
© 2011 IBM Corporation6
Workshop 4Implementation
Plan
Workshop 3Future state
design
Workshop 2Map the current
state
Workshop 1Understand the
current state
Workshop 0Kick-off & awareness
training
1 Day 1 Day 2 - 3 Days 2 Days 1 - 2 Days
IBM’s proven “Drum-Beat Approach” of 5 Workshops to improve a process – from the Current State pain points to Future State solutions and a matching Implementation Plan
Week 5Week 3 Week 7 Week 9Week 1
Map end-to-end process• Identify what customers want • Talk to those who do the work• Gather data and map the end-to-end
process
Current State Assessment & Value Stream Mapping
Future State Design & Implementation Planning
Mobilisation Implementation
Mobilization• Define ambition and
scope• Allocate your resources:
– Value Stream Lead– Cross-departmental
Team• Establish value stream
governance structure
Design the Future State• Generate improvement ideas using lean
sigma techniques• Assess impact and ease to implement• Design roadmap
Implement Solutions• Run a Pilot• Implement Solutions• Deliver the benefits
Stakeholder Report Outs• Sign off workshop outputs• Build cross-functional consensus• Decide next steps / solutions
Working Style• Fast• Informal• Structured
Se-
lection
© 2011 IBM Corporation7
Current State Analysis
Process improvement report:A typical core banking process – from an unproductive Current State to a lean cost-efficient Future State (~ 25% less costs)
Role 1
1Client 2 3 4 5 6 7 8 9 10 11 12 13 14 15
2 Role 1 Role 3 Role 1 Role 3 1
20% 25% 40% 30% 40% 10%10% 5% 10% 5% 10%30%
Client
Major Pain Points include:
� Very high rework figure due to bad quality leads to multiple iterations per case
� Physical document transport time and waiting time determines the process Lead Time
� Multiple client interactions make the process unpredictable and influences client relationship negatively
� All cases follow the process designed for the most complex case
� No end-to-end process understanding of employees working in the process
� Very fragmented IT landscape provoking many media breaks
Future State Solution
1Client 2 3 4 5 6 Client
Major Benefits include:
� Sales personnel with less than half of the administrative work
� Reduction of processed volumes by half due to improved First Time Quality and early triage
� Physical documents replaced by e-workflow eliminating transport and waiting time
Role 1 2 1 Role 3
Key Metrics
� Max Lead Time reduced from 1 month to 1 week
� Max Processing Time reduced from 3 days to 2 days
� First Time Quality improved from 5% to 80%
5%5% 5% 10%