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   33 million consumer relationships

   3.4     million small business

   # 1 Consumer Bank

   5829 branches

   #...
Merger – Nations Bank of Charlotte, NC



Inorganic growth strategy



Problems with customers



Six Sigma Adoption



Ga...
No core values


 Time taken to
                                    Not generating
    display
                           ...
Resistance of
                  Six Sigma

  Focus on                          Errors in

acquiring more                  ...
Inorganic Strategy > large Customer
 Knowledge Gap
                     Base >No retention & satisfaction


              ...
Employees,
       Customers




                       People
                                                AT M s , O n...
Organic Growth
                 Six Sigma
   Strategy




                             8
   Providing High Quality Service

   Enhancing satisfaction

   Retention of Customers




                           ...
Journey   Begins




                   10
Right Level of measurement


   Accounting for variability


    Right emphasis on quantitative vs. qualitative


    Inte...
Breakthrough Strategy


Champions   Master Belts   Black Belts   Green Belts




                                         ...
Core Performance   Business   Leadership
    Metrics        approach   Philosophy




                                    ...
Gathering VOC &
                                      CTQ

                                                   Benchmarking...
Increasing &
                         Improving
                          Service




                                    ...
Recruited
                                Professionals




                                                            Ad...
Help ed in Cu ltu ral Tran sf o rmatio n



         Followed set of core values


 Acquiring customers to Building long l...
   Importance of accuracy in service industry

   2 1 s t C e n t u r y – E f f e c t i v e To o l

   A way to perfect...
Improved
   Sales      Productivity
Performance




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Bank of America presentation

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Adoption of Six Sigma @ Bank of America

Published in: Business

Bank of America presentation

  1. 1. 1
  2. 2.  33 million consumer relationships  3.4 million small business  # 1 Consumer Bank  5829 branches  # 1 AT M B a n k i n g S y s t e m - 1 6 , 5 0 0 AT M s  # 1 Online Bank  # 1Small Business Bank  2 nd l a rg e s t M a r k e t C a p i t a l i z a t i o n  Serves more than 150 countries  Acquisition with Merrill Ly n c h – w o r l d ’s largest wealth 2 manager
  3. 3. Merger – Nations Bank of Charlotte, NC Inorganic growth strategy Problems with customers Six Sigma Adoption Gains from Six Sigma Certification Cu ltu ral Tran sf o rmatio n 3
  4. 4. No core values Time taken to Not generating display enough sales transactions Failed to Frequent generate breaking down of customer online system satisfaction High Response cycle time 4
  5. 5. Resistance of Six Sigma Focus on Errors in acquiring more customer deliver customers channels Lower Low customer efficiency delight scores No proper leadership 5 philosophy
  6. 6. Inorganic Strategy > large Customer Knowledge Gap Base >No retention & satisfaction Lead to low delight scores & low Standard Gap quality of service Communication Promised but not delivered Gap Perception & Problems in AT M s , break down of Interpretation Gap online system 6 Promised Quality services, Service Gap satisfaction but not delievered.
  7. 7. Employees, Customers People AT M s , O n l i n e Banking System Serving Customers Process Te c h n o l o g y 7
  8. 8. Organic Growth Six Sigma Strategy 8
  9. 9.  Providing High Quality Service  Enhancing satisfaction  Retention of Customers 9
  10. 10. Journey Begins 10
  11. 11. Right Level of measurement Accounting for variability Right emphasis on quantitative vs. qualitative Interpretation & management support for change Reducing error or defects in services or products Follow “ Breakthrough Strategy” 11
  12. 12. Breakthrough Strategy Champions Master Belts Black Belts Green Belts 12
  13. 13. Core Performance Business Leadership Metrics approach Philosophy 13
  14. 14. Gathering VOC & CTQ Benchmarking Metrics for Sale 90% Customer of services Delight Set Standards & High Quality Ta r g e t s – e a c h Service branch & employee 14
  15. 15. Increasing & Improving Service Reducing Reduce errors response cycle time Operations & Computerized & entire value Electronics chain Channels 15
  16. 16. Recruited Professionals Adapt to Prioritizing Culture of services Quality Imparted Set up of Quality 16 P r o c e s s Te a m s Training to Employees
  17. 17. Help ed in Cu ltu ral Tran sf o rmatio n Followed set of core values Acquiring customers to Building long lasting relationships Significant Cost savings & Revenue Generation Reduced Errors & long waiting queues 17 Speed up Merger of BOA & Fleet
  18. 18.  Importance of accuracy in service industry  2 1 s t C e n t u r y – E f f e c t i v e To o l  A way to perfect organization – Management to Goodwill 18
  19. 19. Improved Sales Productivity Performance 19
  20. 20. 20

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