What is the impact of your low transaction volume branches? One often overlooked opportunity is increasing productivity rates of labor in Low Volume Branches (LVBs) – those branches where teller transactions average less than 3,000 each month. On average, LVBs represent 22% of most retail branch networks, yet only 6% of the total transaction volume, resulting in an average paid labor cost per transaction being 106% higher for LVBs.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Webinar: Back Office: February 28, 2012Judy Misbin
Find out how optimizing your back office can help improve your firms consistency and metrics around compliance, customer experience, and operational efficiencies
Paul Leamon presents common back office challenges, and defines what a world-class back office looks like, and how to build one. Additionally, explains the business impacts of becoming a world-class back office.
Leveraging Lean Thinking in Credit Unions: Three Ways to Improve Member Service While Reducing Costs.
In today's competitive environment, member service is a top priority for credit unions. At the same time, there is an increased pressure to do more with less and reduce costs. The adoption of Lean principles and tools provides an opportunity for credit unions to engage employees and simultaneously improve member service and reduce costs.
Learn the basics of Lean and how it can be applied to credit unions. Hear from Randolph-Brooks Federal Credit Union about how they are leveraging Lean methods to make significant improvements in:
* Branch Channel Lending
* Call Center Member Service
* Branch Resource Management
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
Webinar: Back Office: February 28, 2012Judy Misbin
Find out how optimizing your back office can help improve your firms consistency and metrics around compliance, customer experience, and operational efficiencies
Paul Leamon presents common back office challenges, and defines what a world-class back office looks like, and how to build one. Additionally, explains the business impacts of becoming a world-class back office.
Universal Associate Scheduling in the Branch PresentationChad Davis
Join a Branch Manager from Jeanne D' Arc Credit Union as we review how she schedules universal associates at her branch and discuss just how impactful getting the most out of this valuable resource is.
Jeanne D' Arc Credit Union has been utilizing FMSI's Omnix Staff Scheduler™ to optimally schedule their branch employees at the right place and time since 2011.
This webinar will cover:
Incorporating complex universal associate activities into a forecasted scheduling engine
The specifics around how universal associate's roles blend with other branch employees
Tips for getting the most out of the valuable universal associate resource
FMSI Teller Line Study Webinar PresentationChad Davis
See exclusive industry insights about transaction trends in the retail branch environment.
As recently mentioned in a Wall Street Journal article, the FMSI Teller Line Study is based on a compilation of transaction and labor cost statistics, built from over 20 years of proprietary data, from financial institutions all across the country. This webinar will focus on the following topics:
Eye-popping industry metrics about the teller line
The trends of branch traffic in the retail banking environment
Strategic staffing approaches from industry experts
Join special guests from Member One Federal Credit Union as we discuss just how impactful not having the proper staffing levels can be to your organization. If you have not already, make sure to download the 2013 Teller Line Study from FMSI.
Get Novel Insights on Increasing Branch Sales with Technology
The complimentary FMSI Branch Sales white paper focuses on a solution to address maximizing your branch technology investments and staff selling potential, through a new scheduling approach that:
• Transforms vague daily staff schedules into easily tracked and deliberate sales task assignments—per 15 minute increment.
• Identifies the best periods for outbound calling throughout the day, based on forecasted Idle Time during account holder traffic demand.
• Increases the time your top performers spend conducting sales related activities.
Universal Associates - Re-evaluating Employee Roles and the Account Holder Ex...Chad Davis
The Universal Associate Branch Model Webinar will serve as a road-map to those institutions looking for guidance on implementing a universal associate model, including:
Identifying which branches are a good fit for universal associates
Determining the right day-to-day universal associate mix
Improving the overall effectiveness of a universal associate approach
Building Branch Distribution for Tomorrow’s Reality, Presentation at BAI Reta...David Kerstein
With consumers increasingly using non-branch channels, the role of bank branches is evolving.
A panel of bankers from Wells Fargo, Umpqua Bank and BBVA Compass discuss the changing role of bank branches. What type of branches do we need now? How do we transition to new models?
FMSI Branch Service Webinar Power Point April 2013Chad Davis
Join Mark Debes, the SVP of Retail Banking at The Fauquier Bank, and FMSI as we aim to answer the question, is there a way to achieve world-class branch service levels with technology? Uncover insights for optimizing your teller service potential plus strategies for getting the most out of the latest branch technologies.
In this presentation from The European Summit for Leaders in Finance Shared Services and Outsourcing 2012, Bob Leenen, Finance Director at Ingersoll Rand, explains how finance transformation programs can revitalise your shared services but it’s often difficult to get the resources you need from your CFO and CEO. In this session, Bob Leenen will share how to demonstrate business benefits that reach far beyond just your finance shared ser vices, covering:
• Key objectives of finance transformation you may have not considered
• How shared services can be a catalyst for wider crossfunctional change, leading to substantially higher benefits across the entire enterprise
• Reducing FTEs by 40% across the entire finance function while moving work into your SSC – how do you do more with less?
Minimum Viable Bureaucracy- A Practical Approach to Scaling Agile Project Man...Dialexa
When it comes to scaling agile project management, businesses should consider Minimum Viable Bureaucracy in addition to Minimum Viable Products (MVP). When you are planning your next software (and perhaps hardware) platform or product, make sure you ask your team or company "how do we maintain efficiency and consistency at scale without hindering creativity?"
http://by.dialexa.com/minimum-viable-bureaucracy-a-practical-approach-to-scaling-agile-project-management
FMSI Workforce Utilization Webinar SlidesChad Davis
Get a look at just how impactful not having the proper staffing levels can be to your organization when you attend this webinar brought to you by FMSI. Uncover insight for optimizing branch staffing plus strategies for improving productivity rates and enhancing or restoring profitability to your institution no matter how many branches you operate.
Are teller line labor costs draining the profitability out of your retail branch network? Find out at this recorded online event - with special guest speaker from Arizona Federal Credit Union.
» See eye-popping proprietary statistics about teller line industry efficiencies.
» Study the trends of branch traffic in the retail banking environment.
» Learn about different strategic approaches from industry experts.
View the recorded webinar
at FMSI.com/pages/120/webinars
Universal Associate Scheduling in the Branch PresentationChad Davis
Join a Branch Manager from Jeanne D' Arc Credit Union as we review how she schedules universal associates at her branch and discuss just how impactful getting the most out of this valuable resource is.
Jeanne D' Arc Credit Union has been utilizing FMSI's Omnix Staff Scheduler™ to optimally schedule their branch employees at the right place and time since 2011.
This webinar will cover:
Incorporating complex universal associate activities into a forecasted scheduling engine
The specifics around how universal associate's roles blend with other branch employees
Tips for getting the most out of the valuable universal associate resource
FMSI Teller Line Study Webinar PresentationChad Davis
See exclusive industry insights about transaction trends in the retail branch environment.
As recently mentioned in a Wall Street Journal article, the FMSI Teller Line Study is based on a compilation of transaction and labor cost statistics, built from over 20 years of proprietary data, from financial institutions all across the country. This webinar will focus on the following topics:
Eye-popping industry metrics about the teller line
The trends of branch traffic in the retail banking environment
Strategic staffing approaches from industry experts
Join special guests from Member One Federal Credit Union as we discuss just how impactful not having the proper staffing levels can be to your organization. If you have not already, make sure to download the 2013 Teller Line Study from FMSI.
Get Novel Insights on Increasing Branch Sales with Technology
The complimentary FMSI Branch Sales white paper focuses on a solution to address maximizing your branch technology investments and staff selling potential, through a new scheduling approach that:
• Transforms vague daily staff schedules into easily tracked and deliberate sales task assignments—per 15 minute increment.
• Identifies the best periods for outbound calling throughout the day, based on forecasted Idle Time during account holder traffic demand.
• Increases the time your top performers spend conducting sales related activities.
Universal Associates - Re-evaluating Employee Roles and the Account Holder Ex...Chad Davis
The Universal Associate Branch Model Webinar will serve as a road-map to those institutions looking for guidance on implementing a universal associate model, including:
Identifying which branches are a good fit for universal associates
Determining the right day-to-day universal associate mix
Improving the overall effectiveness of a universal associate approach
Building Branch Distribution for Tomorrow’s Reality, Presentation at BAI Reta...David Kerstein
With consumers increasingly using non-branch channels, the role of bank branches is evolving.
A panel of bankers from Wells Fargo, Umpqua Bank and BBVA Compass discuss the changing role of bank branches. What type of branches do we need now? How do we transition to new models?
FMSI Branch Service Webinar Power Point April 2013Chad Davis
Join Mark Debes, the SVP of Retail Banking at The Fauquier Bank, and FMSI as we aim to answer the question, is there a way to achieve world-class branch service levels with technology? Uncover insights for optimizing your teller service potential plus strategies for getting the most out of the latest branch technologies.
In this presentation from The European Summit for Leaders in Finance Shared Services and Outsourcing 2012, Bob Leenen, Finance Director at Ingersoll Rand, explains how finance transformation programs can revitalise your shared services but it’s often difficult to get the resources you need from your CFO and CEO. In this session, Bob Leenen will share how to demonstrate business benefits that reach far beyond just your finance shared ser vices, covering:
• Key objectives of finance transformation you may have not considered
• How shared services can be a catalyst for wider crossfunctional change, leading to substantially higher benefits across the entire enterprise
• Reducing FTEs by 40% across the entire finance function while moving work into your SSC – how do you do more with less?
Minimum Viable Bureaucracy- A Practical Approach to Scaling Agile Project Man...Dialexa
When it comes to scaling agile project management, businesses should consider Minimum Viable Bureaucracy in addition to Minimum Viable Products (MVP). When you are planning your next software (and perhaps hardware) platform or product, make sure you ask your team or company "how do we maintain efficiency and consistency at scale without hindering creativity?"
http://by.dialexa.com/minimum-viable-bureaucracy-a-practical-approach-to-scaling-agile-project-management
FMSI Workforce Utilization Webinar SlidesChad Davis
Get a look at just how impactful not having the proper staffing levels can be to your organization when you attend this webinar brought to you by FMSI. Uncover insight for optimizing branch staffing plus strategies for improving productivity rates and enhancing or restoring profitability to your institution no matter how many branches you operate.
Are teller line labor costs draining the profitability out of your retail branch network? Find out at this recorded online event - with special guest speaker from Arizona Federal Credit Union.
» See eye-popping proprietary statistics about teller line industry efficiencies.
» Study the trends of branch traffic in the retail banking environment.
» Learn about different strategic approaches from industry experts.
View the recorded webinar
at FMSI.com/pages/120/webinars
VMworld 2015: vRealize Operations Insight: Manage vSphere and Your Entire Dat...VMworld
Learn how vRealize Operations Insight delivers an integrated solution for performance management, capacity optimization, real-time log analytics, and more.
Business Metrics for the AV Industry - PSNi Network PresentationJohn Graham
This presentation is targeted to financial professionals with the focus is on metrics that help in operations and strategic planning, not valuation or financial ratios. We will discuss the current trends we are seeing in the A/V space for metrics, where we see the future for A/V metrics and the barrier to making the most of those metrics
See detailed industry insights about overlooked lobby management best practices in the retail branch environment.
Get a look at just how impactful not having the proper lobby management approach can be to your organization when you attend this webinar brought to you by FMSI. Uncover insight for increasing your lobby sales plus strategies for improving your lobby service no matter how many branches you operate.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. Agenda
• Welcome and Introductions
• State of the Financial Institution Industry
• Low Volume Branch Teller Transaction Analysis
• Review Cost Impact
• What Can We Do with Low Volume Branches
• Next Steps
• Open Discussion including Q&A Session
3. Today’s Speakers
• Gordon A. Williams IV, FMSI - Senior Vice President
• Deonne Edwards, Kitsap Credit Union – KCU Regional
Manager Branch Operations
• W. Michael Scott, FMSI – President/CEO
• Chad Davis, FMSI – Marketing Manager
4. State of the Financial Institution Industry
In 2011 community banks and credit unions face many external
Low Transaction Volume Branches
conditions, which affect their bottom lines, including:
• Regulation E – a reduction in NSF fees
• Continued loan losses from unemployment, an ailing housing
market, and a sluggish economy
• Reduced revenues from loans and associated fees due
to the economy
• Rising labor and overhead costs
8. How Are Low Transaction Volume Branches (LVB)
Affecting the Industry?
• A November 2010 Teller Transaction Analysis study shows
Low Transaction Volume Branches
the current environment of LVBs compared to larger
volume branches.
• Comprised of both community banks and credit unions.
• Includes 100 financial institutions nationwide.
9. LVB Branch Teller Transaction Analysis:
November 2010 Data
Low Transaction Volume Branches
11. What is the Business Intelligence from
These Numbers?
Low Transaction Volume Branches
12. LVBs Are Costly to Operate
The combined cost of labor, utilities, technology, maintenance,
Low Transaction Volume Branches
and property taxes adds up
• A minimum of $150,000 to $250,000 per LVB
13. What Is The Breakeven on Operating Expenses?
Branch would have to generate and maintain a collectable loan
Low Transaction Volume Branches
portfolio, with a net 3% interest rate margin spread, totaling
$5,000,000.
14. Why Does This Environment Exist?
• LVBs were inherited from an acquisition.
Low Transaction Volume Branches
• LVBs were new branches that never grew as expected.
• LVBs are in a community that would otherwise not be served.
15. Why Does This Environment Exist? (cont.)
• The focus was on the larger branches.
Low Transaction Volume Branches
• The magnitude of the low volume transactions and the costs
associated with them was simply never realized.
16. What Can We Do with Low Volume Branches?
Reduce the weekly hours of operation.
Low Transaction Volume Branches
• Actual hours of reduction will vary based on your particular branch
network environment.
• The average weekly hours of operation could be reduced as much
as 25-35% from the current study’s 45.9 hours per week to a more
modest number of
• 30 (M-F 9 to 3)
• 35 (M-F 9 to 4).
17. What Can We Do with Low Volume Branches?
Kitsap Credit Union (KCU) Case Study
Low Transaction Volume Branches
• Deonne Edwards, Kitsap Credit Union – KCU Regional Manager
KCU is an 18 location $820,000,000 Credit Union located in Washington State
2007 – Implemented FMSI Staff Scheduling Software
2008 – Evaluated and analyzed information provided on a monthly basis
2009 – Began making changes to the way that we were hiring, scheduling and utilizing
staff in an effort to:
–Increase Productivity (Teller Transactions per Hour)
–Increase the % of Part Time Employees
–Decrease Excess Waiting for Work Time and
–Lower Excess Labor Costs
18. What Can We Do with Low Volume Branches?
Kitsap Credit Union Case Study (continued)
Results from 2009 efforts were positive!
Low Transaction Volume Branches
–Productivity and Part Time Utilization increased while Excess Waiting for Work time decreased significantly.
Sharp decline in excess labor costs was also realized!
2010 Organization-wide Initiative (Reduce Expenses & Increase Efficiencies)
Full Optimization of Branch Network
Goals and Plan of Action
–Analyze Hours of Operation at each location with a focus on the Low Transaction Volume Branches
–Reduce Hours of Operation with no employee layoffs and minimal member impact
19. What Can We Do with Low Volume Branches?
Kitsap Credit Union Case Study (continued)
Low Transaction Volume Branches
KCU’s Low Transaction Volume Branches
– 3 Branches on Military Base Installations that would not otherwise be served
– Reduced weekly Hours of Operation (from 107 hours to 90 hours at these 3 LVB’s)
– Resulted in reductions in labor costs and excess waiting for work
Employee Morale
Member Reaction - increase in member satisfaction ratings
Ongoing Plans
20. What Can We Do with Low Volume Branches? (cont.)
Close LVB Saturday operations.
Low Transaction Volume Branches
• Result in a minimum impact on branch network transaction volume
(given these branches average only 50 transactions on a Saturday).
• Actual institution impact will vary.
• Should closely mirror the FMSI study results.
21. What Can We Do with Low Volume Branches? (cont.)
Minimize labor intensive dual control with the use of technology.
Low Transaction Volume Branches
• The use of a cash recycler would take the place of dual
control and the cash vault.
• The teller image capture will eliminate the need for
branch capture and provide a good audit trail.
• These technologies can reduce the teller labor
costs by 50%.
22. What Can We Do with Low Volume Branches? (cont.)
Remote Video Teller Screens
Low Transaction Volume Branches
• Video Chat
• Approach eliminates the staffing need at remote locations,
while still providing the branch services for the account
holders in the area.
23. What Can We Do with Low Volume Branches? (cont.)
• Branch consolidation, absorbing these LVBs into other
Low Transaction Volume Branches
nearby branches.
• Close some of the LVBs and leave that particular market.
24. What Can We Do with Low Volume Branches? (cont.)
Offer free checking in LVBs to increase market share and better
Low Transaction Volume Branches
utilize those facilities.
• Larger banks moving to tiered checking account fees.
25. Next Steps
Take the right steps to analyze your LVBs and take appropriate
Low Transaction Volume Branches
actions. Knowing your particular numbers is the first step.
• How many LVBs do you have?
• What are your costs per LVB?
• What is your decision criteria to keep a LVB open?
• Have you conducted an Hours of Operation Analysis?
26. Conclusion
Financial institutions that implement an initiative that
Low Transaction Volume Branches
ultimately decides how they handle low volume branches –
will achieve great indefinite cost savings.
27. FMSI
FMSI has assisted over 600 financial institutions nationwide
in optimizing their branch networks, through applying
Low Transaction Volume Branches
Actionable business intelligence from the analysis of transaction data.
– Learn more at www.fmsi.com or call 770.619.3443