The document discusses operational excellence at AXA Bank Europe, using their operations in the Czech Republic as a case study. It outlines their approach of defining roles and responsibilities to develop a process-oriented organization, controlling operational risks and quality of service, evaluating efficiency, and iteratively optimizing processes using a process map and transversal approach. The bank aims to achieve operational excellence through lean processes and organizations, quality of service monitoring, productivity and efficiency reporting, and continuous process improvements.

1. Operational
Excellence Build a Referential
to better structure
Operational Management
Case study: Czech Republic
 Define Roles & Responsibilities to develop a « process oriented approach »
 Control & Monitor Operational Risks & Quality of Service
 Evaluate the Efficiency of the Organization
 Optimize processes using the Process Map & a Transversal Approach

2. AXA Bank Europe: Operational Excellence
Czech Republic case study – Agenda
Short History
 Define Roles & Responsibilities to develop a
Lean Processes & “Process Oriented Approach”
Organizations
 Control & Monitor Operational Risks & Quality
Quality of Service of Service
 Evaluate the Efficiency of the Organization
Productivity & Efficiency
 Optimize processes using the Process Map
Iterative Optimizations using and a Transversal Approach
the Process Map
2 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

3. Short History
AXA Bank Europe
1999  Belgium
 1993: Royale Belge
2002  France
 1994: Banque Directe
2005  Germany
 specific
2007  Hungary
 1998: ELLA Bank
2009  Switzerland
 Ex Nihilo
2009  Czech Republic
 Ex Nihilo
2010  Slovakia
 Ex Nihilo
2008: AXA Bank Europe founded as such
3 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

4. Short History
Quality program based on 6-sigma
2001  Creation of a central team with objective to come up with a
plan for optimization of Quality of Service
 Objective: Achieve Operational Excellence
 Objective: Maximize creation of Added Value
 Objective: Better innovate in Product Marketing
 Objective: Optimize quality of Distribution
2002  AXAWAY Program, with BB & MBB certificates, and first
DMAIC projects
 First measures of « Customer Satisfaction »
 Employees taking ownership of key processes
 Business Process Management approach
2003  Target letters of AXA entities include AXAWAY
 Each entity must identify and control its key processes
 Each entity must achieve an amount of economies of scale
 Each entity must reach a score in « Customer Satisfaction »
4 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

5. Short History
AXA Five pillars for Operational Excellence
Target Operational Excellence
To become the “Preferred Company” of our Customers
Lean
Product Distribution Quality of Productivity &
Processes &
Innovation Channels Service Efficiency
Organization
Relying on the Group resources & Human Resources
Develop Incomes & Benefits
Maximize Added Value
5 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

6. AXA Bank Europe: Operational Excellence
Czech Republic case study – Agenda
Short History
 Define Roles & Responsibilities to develop a
Lean Processes & “Process Oriented Approach”
Organizations
 Control & Monitor Operational Risks & Quality
Quality of Service of Service
 Evaluate the Efficiency of the Organization
Productivity & Efficiency
 Optimize processes using the Process Map
Iterative Optimizations and a Transversal Approach
6 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

7. Lean Processes & Organizations
Target Operating Model at a glance
AXA Insurance
Document
Card Management
Processing ABE Local Branch Printing
&
Manufacturing Product E-Banking Scanning
Distribution & Marketing
IT support
VISA Call Centre
Back-Office Operational
MC Reporting
Official
Control Accounting Reporting Shared
National
Service Centre
Bank
Risk Audit AML Finance IT
ABE Head Office
 Global Partners are monitored from Head Office
 Specific partnerships are monitored locally
 Centralization of specific teams in
 “Regional Shared Service Centers”
7 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

8. Lean Processes & Organizations
Lean & Matrix Organizations
CEO ABE
Head Office
Legal
CFO Department COO Strategy
AXA ABE
Local Insurance CEO Local Branch
CEO Assistant
Distribution Product
CFO LCO Manager COO Manager
CFO LCO Distribution COO Marketing
Senior Senior Card Head of Back- Call Centre
Accountant Controller Team Leader Office IT support Supervisor
Accountant Controller Scanning Clerk Printing Operator
Supervisor Supervisor
Accountant Clerk Operator
Scan Op. Print Op.
Clerk
Clerk
 Lean structures
 To allow Operational Agility
 Matrix organizations
 To secure, control & insure overall coherence
8 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

9. Lean Processes & Organizations
Roles & Responsibilities clearly defined
ABE BOARD COUNTRY CEO
AXA Bank Shared AXA Bank Country
Head Office Responsibilities Local Branch Responsibility
■Risk Management ■Budgets & Targets ■Sales Approach ■Distribution Tactic
■Strategy ■Operational Risk ■Legal Compliance ■Crisis Management & BCP
■Ops & IT Architecture ■Quality of Service ■Target Letter achievement ■Logistics & HR
 A clear set of roles are defined by Head Office
 as part of global Governance
 Job Descriptions & Individual Target Letters
 take this into account
9 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

10. Lean Processes & Organizations
Process Oriented Approach via Process Owners
Fill & Welcome
Customer Visit
Sign Pack
online Customer Customer
Acquisitio registers on receives
Agent Internet Welcome
n
Back-Office Customer Customer Customer
Open
signs receives receives
Clerk Account
SMS Card
contract
Print Welcome
Operator Pack
D 3 4 5 8
Scan Scan
Incoming
Operator Mail
Insert
Prospect Print PDF
ATS Script in Contract
Database
Account
opened
Dela Dela Application Card
Postman y y scanned created
1 Day 4 Days 1 Day 1 Day 4 Days
 From Day-1
 Key Processes are identified & designed in details
 KPI & CTQ are defined
 Process Owners are named
 Objectives in terms of Quality of Service are targeted
10 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

11. AXA Bank Europe: Operational Excellence
Czech Republic case study – Agenda
Short History
 Define Roles & Responsibilities to develop a
Lean Processes & “Process Oriented Approach”
Organizations
 Control & Monitor Operational Risks & Quality
Quality of Service of Service
 Evaluate the Efficiency of the Organization
Productivity & Efficiency
 Optimize processes using the Process Map
Iterative Optimizations and a Transversal Approach
11 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

12. Quality of Service
Defining “Quality”: Customer’s Experience
Critical To Quality …
I research & buy Moment of Truth …
Show Stopper …
Performance Indicator …
I open anew
I deposit
& transfer
I cancel I use my Card
Customer
Journey
I complain I need service
I go overdraft
 From the Customer’s Perspective:
 Key Processes are identified & designed in details
 KPI & CTQ are defined
 Process Owners are named
 Objectives in terms of Quality of Service are targeted
12 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

13. Quality of Service
Controlling & monitoring Quality
By e-mail
On site
By letter
By Call-Back
 Surveys are organized by Head-Office
 In total link with the Process structure
 Performed regularly, sometimes immediately
 Complains management
 Satisfaction Score is pat of Target Letter
13 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

14. Quality of Service
Operational Risks
Manual Processes
Complex Tools
Misunderstanding in Roles
Mistake
 Regular Trainings are given
 Using Process Working Instructions as training material
 Roles & Responsibilities are clearly defined
 As part of the Process Description
 Automation of processes is key
14 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

15. AXA Bank Europe: Operational Excellence
Czech Republic case study – Agenda
Short History
 Define Roles & Responsibilities to develop a
Lean Processes & “Process Oriented Approach”
Organizations
 Control & Monitor Operational Risks & Quality
Quality of Service of Service
 Evaluate the Efficiency of the Organization
Productivity & Efficiency
 Optimize processes using the Process Map
Iterative Optimizations and a Transversal Approach
15 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

16. Productivity & Efficiency
First, forecasting…
 Theoretical ratios & Business Scenarios
 Used to forecast budgets & costs
16 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

17. Productivity & Efficiency
…And then evaluating via Operational Reports
Business
January February March April May June July August September October November December
FTE
January February March April May June July August September October November December
 Daily, Weekly, Monthly & Quarterly
 Operational Reports are communicated
 From Branches to Head-Office or directly accessible by HO
 Cost / Income ratio is constantly monitored
17 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

18. AXA Bank Europe: Operational Excellence
Czech Republic case study – Agenda
Short History
 Define Roles & Responsibilities to develop a
Lean Processes & “Process Oriented Approach”
Organizations
 Control & Monitor Operational Risks & Quality
Quality of Service of Service
 Evaluate the Efficiency of the Organization
Productivity & Efficiency
 Optimize processes using the Process Map
Iterative Optimizations and a Transversal Approach
18 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

19. Iterative Optimizations
High Value Processes
 Process Map
 Core Processes
 Priority given to High Value
processes
 In line with Customer Scope
19 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

20. Iterative Optimizations
Transversal Approach 
Local Change
Management Board
European Change
Management Board
European
Implementation
20 AXA Bank Europe – Operational Excellence – January 28th 2010
Cédric Coiquaud

21. Modèle AXA
Bank Europe Merci de votre attention