By Bohdan W. Oppenheim
Most banking associations be afflicted by a variety of inefficiencies, akin to terrible making plans; insufficient coordination and verbal exchange; useless methods, instruments, and workflow; and over the top bureaucracy. Lean for Banks describes in effortless language how you can use Lean and 6 Sigma administration practices to seriously enhance the potency of financial institution operations.
This publication exhibits easy methods to use Lean and 6 Sigma administration practices to enhance the traditional day-by-day paintings in a financial institution, more often than not performed within the so-called "back offices." This paintings contains approximately ninety percentage of financial institution staff and generates ninety percentage of prices. Lean for Banks explains how one can set up financial institution operations larger, elevate paintings productiveness and caliber through operating smarter and never tougher, make fewer blunders and reduce remodel, and raise jobs from mundane and repetitive to inventive and pleasantly tough. most significantly, it indicates tips on how to raise the delight of financial institution buyers and in flip increase financial institution competitiveness and marketplace share.
Lean for Banks
is meant for all degrees of financial institution staff: back-office employees, first-level supervisors, center- and higher-level managers, and company executives. it's also meant for all degrees of scholars at faculties that educate banking skills―short classes meant for tellers, collage classes in complex banking operations, and carrying on with schooling for financial institution managers and line staff. This e-book is an entry-level textual content on Lean and may supply readers sufficient knowing to organize them for lively participation in Lean deployment activities.
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Additional info for Lean for Banks: Improving Quality, Productivity, and Morale in Financial Offices
Sample text
It was developed for smaller projects in satellite applications, but the first author learned that LPDF became popular and effective in general office applications, so we adopted it to the banking environment. Readers interested in the products presented in Chapters 7 and 8 will find much more information in Oppenheim [2011]. Chapter 4 Critical Lean Concepts: Value, Eight Wastes, and Six Lean Principles All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash.
At the time of this writing, well over a million organizations worldwide have been certified, making ISO 9000 one of the most widely used management tools in the world today. org/wiki/ISO_9000. ” The ISO 9000 standard requires an organization seeking certification to publish a quality manual detailing adopted standards and procedures. ISO does not certify organizations. Numerous certification bodies audit organizations and issue certificates to successful organizations. Many countries have formed accreditation bodies to authorize certification.
Internal customers are employees of a Lean organization. ” Gary Convis, 2013 Each internal or external customer defines the value of the needed work. At its simplest, work value is what the customer says it is, considers important, and (if a customer is external) is willing to pay for or (if a customer is internal) is ready to accept the product as created and add value to it. Value is what the customer says it is and considers important. If the customer is external, value is what he or she is willing to pay for.