Process Improvement for a Global Financial Services Company

33 day reduction in Process Lead Time

Reduced risk of future asset loss & compliance breaches

Improved customer journey

Empowered workforce to drive continuous improvement

We have seen a significant improvement and everybody has learned a lot through this process, thank you.

Executive Director

Define it

Our client is a multinational investment bank and financial services company founded and based in Switzerland. Co-headquartered in the cities of Zürich and Basel, it maintains a presence in all major financial centres as the largest Swiss banking institution and the largest private bank in the world.

Global Corporate Services (GCS) is a division of a Financial Services Company that we serve and is responsible for the delivery of Moves, Small Works and Capital Projects globally. The division is made up of a number of external providers that are responsible for space planning, project management, cost management, IT asset moves and providers of building works.

We undertook a Lean Six Sigma review, starting with defining the problem. We identified the following challenges with their Moves and Small Works processes:

  • Compliance breach: Missing assets during a routine move triggered a compliance investigation.
  • Process complexity: Overly complicated procedures hampered efficiency and transparency.
  • Lack of visibility: An absent audit trail made it difficult to track project progress and identify bottlenecks.
  • Unclear ownership: Unassigned accountability for process steps led to confusion and potential errors.

Improve it

CI Projects implemented streamlined GCS’s Moves & Small Works processes, leveraging Lean Six Sigma methodologies, through completing the following steps:

  • Project kick-off workshops
  • Voice of the Customer analysis (understanding customer needs)
  • Process mapping and process improvement
  • Performance data collection
  • Process analysis & optimisation
  • Root cause identification
  • Improvement brainstorming
  • Recommendation development

Our recommendations addressed both compliance needs and customer experience by achieving:

  • Reduced complexity: Streamlined move request and asset collection processes.
  • Enhanced approval process: Improved cost approval workflows for asset relocation.
  • Eliminated redundancy: Removed unnecessary duplicate data collection for IT assets.
  • Risk management: Implemented stronger controls to mitigate risks and improve security.
  • Improved quoting: Reduced detailed information required for initial quotes, expediting the process.
  • Centralised oversight: Introduced a dedicated role to manage moves and small works, improving customer experience through a single point of contact.

Sustain it

To ensure ongoing control and monitoring, we designed and developed a real-time dashboard to monitor project progress and identify areas for continuous improvement. We then delivered our Yellow Belt Lean Six Sigma training to key individuals to support them with managing and improving the performance on an ongoing basis.

We returned 6 months after implementation to undertake an objective review of process compliance and performance and found further improvements had been executed, demonstrating continuous improvement.

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