CH&Cie - Performance Optimization - Teaser


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Combination of Lean and Dilo approaches for performance optimization in corporate and investment banks

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CH&Cie - Performance Optimization - Teaser

  1. 1. Performance optimization: productivity and quality improvement Stephanie Baruk
  2. 2. 2 Chappuis Halder & Cie has managed numerous projects of restructuration and reorganization for leading international companies Lean & “A Day in Life Of” approaches Outsourcing & Offshoring IT Transformation Programs Efficiency optimization Costs reduction Productivity and quality improvement Automating processes  Increase efficiency via tools and process automation and by avoiding manual treatments:  Enormous technical challenges  Requires process streamlining to take advantage of the new capabilities Decreasing compensation costs  Reduce compensation costs by reallocating staff on a job-by-job or activity-by-activity basis, however:  Benefit is now eroding rapidly in the most popular offshoring centers  De-multiplication of intermediaries may increase the risk for error and delay Minimizing waste and variability  Make processes more accurate, timely and efficient by improving:  The alignment of operating teams  The balancing of capacity and workloads  The transparency of information flows Methodology described in the present document 1 2 3
  3. 3. 3 Combine respective advantages of LEAN top-down approach with DILO bottom-up one to define a customized project LEAN Anchored on an innovative mix between holistic and operational theories, our approach enables us to achieve process optimization and cost reduction both from a global and a detailed perspectives, while ensuring a high level of implication with the operational teams  LEAN methodology relies mostly on brainstorming in a top-down fashion  It aims at improving efficiency and productivity by taking an holistic approach: studying processes in their entirety rather than focusing on specific activities or individual functions  Taking this global perspective is particularly essential within complex, highly sophisticated processes and environments, not well captured via operational approaches DILO  DILO “ A day in Life of” is a bottom up approach which relies on detailed tasks and process observation and analysis  Granular analysis is performed task by task and aims at identifying operational failures or inefficiencies in order to improve the whole process  The DILO approach allows us to identify very accurately optimization opportunities often neglected in holistic approaches and offers a true proximity with the operational teams
  4. 4. 4 The LEAN comprehensive approach to reducing waste and variability has proved to be very efficient in the Financial Services sector • Better define the data expected and needed by each department to be efficient • Define which data is necessary and adapt systems accordingly, centralize data as much as possible Data Management 1 Process optimization 2 Errors reduction 3 Communication 4 Schedule management 5 Over-production avoidance 6 Limit down times 7 • Identify the unnecessarily long processes or sequences • Identify tasks performed twice and correct the process accordingly • List the most frequent errors and implement new processes to avoid them • Mainly, identify operational risks, input mistakes, deficient controls, inconsistent compliance rules… • Point out failures in the communication processes • Propose actions to improve their efficiency, systematically try to decrease the number of intermediaries • List the main interruptions in a work day: breaks, meetings, etc. • Optimize time-schedule to decrease the number of interruptions (avoid non-stop meetings) • Avoid multiple and unnecessary reporting • Perform stickiness assessment • Identify lack of automation instances • Decrease validation down times • For transversal tasks (across several departments), improve work organization by increasing visibility on each team member’s activities • Keep only the essential second level controls  The goals are to reach more accurate, efficient and less risky processes, meeting deadlines via: • Resources allocation optimization • Just-in-time processes • Dropping process outcomes variability • Increasing information circulation speed and transparency • Process redesign • Errors minimization DescriptionBenefits  A focus on competencies and expertise underutilization can be added to the 7 other factors and be complementary, as it is often a key issue in FS  The LEAN methodology is structured around 7 “Mudas”, used as user- friendly tool to identify the opportunities of costs reduction and process optimization Advantages
  5. 5. 5 DILO method focuses on the operational challenges and assesses in detail “field costs”, quality and risks for each process  The quantitative approach is based on the measurement of the average time for each task:  Identification of the main bottlenecks  Identification of under-efficient areas  This implies spending a day “shadowing” a person involved the process being studied  The subject’s activities are observed and recorded, then analyzed to identify opportunities  Sampling of a larger number of people with the same role might be required in order to assess the frequency of process breakdown and to quantify the impact of the improvement opportunity  The analysis should be conducted on a normal day (not during a rush or quiet period)  The qualitative approach is based on what is observed by the employees:  Problems observed and operational constraints identified  Causes of the main failures and waste  Best practices identified and appropriate solutions to be communicated to the other teams  Interviews allow us to:  Describe what activities make up the process being studied  Understand their precise nature  Identify roadblocks to getting work done and collect ideas for improvements  Too often neglected, this phase is essential as it facilitates communication on the project, involves employees and secures their proactive participation A quantitative approach combined with… … a qualitative one  It has proved to be efficient in: • Avoiding duplication of effort • Improving inefficient processes • Identifying non-value adding activities • Pointing out frequent and/or significant communication breakdowns • Improving clarity about everyone’s roles and responsibilities • Correcting communication breakdown or barriers BenefitsDescription  The DILO study is a process analysis of specific tasks, looking for process breakdowns and cross-impacts on other parts of the business  The DILO approach allows real proximity with the teams, and their implication and awareness of the necessary changes. It is an essential part of the change management implied by the solutions proposed Advantages
  6. 6. 6 A global approach to define a customized organization Methodology Tools& Deliverables  Ishikawa diagram  Brainstorming of the “5 Why” results  KPI/KRI  Workload analysis  Analysis of the causes of all Phase I malfunctions:  Identification of the main causes and categorization  Assessment of the impact  Prioritization related to the impact  Arbitrage between re-engineering and design of new processes  Identification of solutions in terms of:  Process redesign and optimization  Workload rebalancing and resources reallocation  Enhancement of communication fluidity and transparency  Improvement in utilization of competencies and expertise II – Identification of the causes of inefficiency and their impacts  The first step is to define clients expectations and main objectives  The analysis will then focus on the following axes:  Identification of low value-adding tasks  Identification of waste through process mapping and identification of redundancies  Identification of defaults in processes and measurement of their frequency  Measurement of process variability  Measurement of the workload  Default likelihood analysis: risks and costs I – As-is analysis and diagnosis  Voice of the Customer synthesis  “Critical To Quality” Tree  SIPOC  Process flowcharts  Charge analysis  Process variability graphs  Build scenarii from the different solutions and select optimal target:  Determination of resources reallocation and definition of the new organization chart  Stretching of the workload to avoid time-breakdown during the working day  Optimization and automation opportunities for select processes and suggestions for more value generating tasks  Actions prioritization, risks assessment and test of the most impacting processes changes  New processes documentation and training of the teams  Estimation of the project benefits III – Recommendations proposal and implementation  Target process mapping  Organization scenarii and new organization charts  Job description  Roadmap and monitoring plan  Operating procedures and training material