Marc Eckenhuijsen Smit has over 25 years of experience in the banking industry. He started his career redesigning loan application forms to streamline the process. This led to fewer iterations with risk management and a more predictable outcome for customers. Marc later took on roles in process optimization and became the operational excellence lead at ING Netherlands, where he created a support organization of over 35 Lean Six Sigma Black belts. One of Marc's lessons is that transparency on operational performance facts is crucial for continuous improvement. The operational performance management team at ING provides insights into end-to-end process performance across the organization to fuel learning and high performance.

1. Biography Marc Eckenhuijsen Smit
When Marc started his banking career 25 years ago at the front office of a Large Dutch General Bank, he soon found
himself redesigning the request form for commercial loans. Why? He thought it was incredible that commercial employees
like himself could only spend 20% of the time available on commercial activities. Most of the time front office personnel
spent was on getting right what initially went wrong. There was no adopted work standard, so he created one.
Streamlining the application process led to fewer iterations with Risk Management and therefore delivered a more
predictable outcome to the customers and increased commercial time available at the same time. Two years later the
bank rewarded his initiative with the company quality price of the year.
Many more initiatives and 12 years later Marc was given the opportunity to speed up the learning curve from the entire
banking organization and in 2005 he became Director Branch Operations & Change. Since then Marc was responsible for
over 100 process optimizations throughout the company and became Operational Excellence Transformation lead (Lean
Six Sigma Champion) within ING Netherlands. To support the transformation, Marc created a strong support organization
with over 35 Lean Six Sigma Black belts, 10 operational intelligence consultants and a strong BPM function.
One of Marc’s many lessons
People have a tendency to hear what they want to hear. Company-wide transparency on relevant operational
performance facts is one of the crucial elements to start the wheel of continuous improvement and to start moving
from unconsciously incompetent to consciously incompetent and further up.
The Operational Performance Management team currently gives insight in the end-to-end
operational performance from all the key processes of the organization. The facts they
deliver are crucial for the regular performance dialogues between the COO, the value chain
managers and team sessions at the work floor. They are fueling continuous learning, and
are essential in becoming and staying a high performing organization.

2. A matter of facts
Operational Performance Management at ING NL
Marc Eckenhuijsen Smit
Director Operational & Change Intelligence at ING Bank NL

3. ING Bank at a glance
About ING Bank
• ING Bank is part of ING Group, a global financial institution of
Dutch origin. Since January 2011, ING Bank has been operating
as a stand-alone company under the umbrella of ING Group. The
Group is working towards a full separation of Banking and
Insurance businesses by the end of 2013.
• ING Bank is a large international player with strong established
positions in the Northern European markets of the Benelux,
Germany and Poland, and a presence in other Western European
and developed markets, including the US and Canada. It has key
positions in Central and Eastern European markets, including
Romania and Turkey.
• ING is a leading Commercial Bank in the Benelux and CEE and
has strong global franchises in Specialized Finance and Financial
Markets. Our global clients are supported through an extensive
network in more than 40 countries.
Retail Banking
• ING Bank is the # 2 bank in the Netherlands and # 4 in Belgium
Offering services directly when possible, with advice when
needed
• Continuous focus on execution and process improvements to
improve client experience and lower costs
• ING Direct is among the world’s leading direct banks with almost
16.7 million customers and EUR 336.2 billion in total client
balances.
Income and results
Underlying income 2011: €15,854m (2010: €16,816m)
Underlying net result 2011: € 3,384m (2010: €4,242m)
Number of employees and customers
ING Bank has 68,000 employees worldwide
We have around 37 million customers in over 40 countries
Strategy 2012 – 2015 ING Bank globally
• By 2015 we want to be a strong predominantly European focused
bank with a low risk balance sheet.
• Our Commercial Banking business will continue to play a leading
role in the Benelux and Central and Eastern Europe.
• We want to selectively evolve our ING Direct franchises into
mature banks.
3

4. ING Bank Netherlands
Key Characteristics
• 2007- 2012 ING Bank and Postbank merged into new ING Bank
• Strong in market penetration (8,90 million customers)
• Nr 2 Bank in Netherlands
• 28.000 employees
• Strong centralised footprint and internet base (4 million customers on line)
• Branches: 273
• Net result 2011: €1,100/m
Market characteristics:
• Mature Market => Customers are in the lead => Service is key
Measurement => Net Promoter Score
• Mature Market => Price competitive => Operational Excellence = necessity
Measurement => First Time Right/Throughput time and Cost/Income Ratio
4

5. 2008 - 2009 2010 – start 2011
Base camp
Show potential
Camp 1
Gaining
control
Improvements
(LSS)
3
2
Set objective
• Measure customer
transactions in the
VC
• Delivery guarantee
dashboards in VCs1
• Service guarantees
and delivery
guarantees
• Get recognition for
success
• Build knowledge LSS
and OM
• Experiment with
architecture
• Work with LSS tools
• Use of architecture
• Initiatives out of VC-
steering
• Continuous
improvement
• Further use of
architecture
• Training line
management in
LSS / VC
steering+
• Focus on
investments and
savings
Measurement
4
• Measure team
performance
• Start to plan
performance
management
• Meet E2E VC
performance
• Start E2E planning
• Build uniform,
flexible reports
across VCs
• Build tool with
real-time,
cascading in-
sights
• Introduce VC-
steering method
• Governance, clear
vision and
performance dialogVC steering
• OM and E2E VC
management
• Broaden target
audience towards
entire VC
• Obtain sponsors,
create awareness
• Recognize and share
best practices
• Governance,
compensation
focus on output
• Continuous
Improvements is
part of daily work
Q1 – Q3 2011 Q4 2011 – Q2 2012
Our journey until now: from Base camp in 2008 to Camp 3 Now!
Phasing of our Operational Excellence journey
Unconscious
incompetence
Conscious
incompetence
Conscious
competence
Unconscious
competence
End state
Continuous
improvement
• Clear and
smart strategy
for every one
• Empowered
workforce
• E2E and fact based
• Strong
performance dialog
• Quality is dominant
driver. Time and
money derivative
• 100% transparency
Camp 2
Deliver on
promise
Camp 3
Ownership on
output
5

6. To bring Operational Excellence to the “next level” cooperation within and
between value chains is needed
Sense of urgency around the consequences of
silo management must have set ground …
…and skills & willingness have to be
created to cooperate around value
creation
6

7. We’ve facilitated this with E2E steering through a proprietary method:
Customer Value Chain Steering (Dutch: Klant Keten Sturing)
KPI-Tree
“Regarding the Organizational hierarchy
related and influencable KPI’s that
endorses the vision.”
4
Yearly
Monthly
Weekly
Daily
Vision Meeting
Value chain
End-to-end processes
Channel/Back Office
AGENDA
- Subject 1
- Subject 2
- Subject 3
Performance dialogue
incl. meeting structure
“Efficient, short, highly frequent control moments in
which the effects of ATTITUDE AND BEHAVIOR on
performance and continuous improvement become
visible.”
6
Roles and
responsibilities
“All value chain stakeholders acknowledge their
CONTRIBUTION to the performance and act on it. “
3
Proces-
step 1
Proces-
step 2
Proces-
step 3
KPI
KPI
KPI
KPI
Mission and vision2
“Relevant PROCESSES for the customer needs and
its following GOALS form the scope of its mission
and vision. “
Customer1
“Customer need is the
starting point for
sustainable VC steering”
Dashboards
“ Representable, Up to
date STEERING and
MANAGEMENT
INFORMATION for
monitoring the
performance, a starting
point for continuous
improvement.”
5
Sustainable
implementation VC-
steering demands
customer centricity
7

8. One of the maturity steps we had to take
Team 6
00-01-00
TIJD: 15:00
TEAM KPIs Realisatie Target
Gemiddelde aanwezigheid % 85% 80%
Gemiddelde beschikbaarheid % 86% 80%
Gemiddelde productiviteit % 101% 100%
T.E. % 87% 80%
T.T.E. % 74% 80%
Kwaliteit input (FTR) % 89% 83%
PLANNING REALISATIE
TOTAAL UREN WERK GEPLAND uren 104,40
UREN WERK GEREALISEERD uren 105,55
NOG TE DOEN uren -1,15
BESCHIKBAAR PRODUCTIE UREN uren 3,60
PROGNOSE REALISATIE J
Operational Management - LEAN
Value chain 2. Cards januari 2011
Proces 2.01 Aanvraagproces creditcards ALLE KANALEN (inclusief fulfilment) Owner
Vorige Huidige Vorige Huidige
1. Doorlooptijd - Aantal binnen de norm 4.468 6.633 ≤ 11 kal.dgn
2.1 Aantal - Nieuwe instroom E2E 7.929 11.118
2.1.1 Aantal - Nieuwe instroom - call E2E 2.688 3.659
2.1.2 Aantal - Nieuwe instroom - internet E2E 1.876 2.876
2.1.3 Aantal - Nieuwe instroom - kantoren E2E 2.033 3.011
2.1.4 Aantal - Nieuwe instroom - mail E2E 1.332 1.572
2.2 Aantal - Onderhanden werk E2E 246 128
2.3 Aantal - Uitstroom E2E 5.973 8.867
3.a. Uitval - Totaal aantal uitval (absoluut) E2E 1.710 2.123
3.b. Uitval - Totaal uitval (relatief tov uitstroom) E2E 21,6% 19,1%
3.1 Uitval - Aantal uitval door afwijking Output kwaliteit E2E A1
3.2 Uitval - Aantal uitval i.v.m. terug naar klant E2E 1.286 1.565
3.3 Uitval - Aanvraag komt nooit aan bij einde proces 131
3.3.1 Uitval - Aanvraag komt nooit aan bij einde proces - Zwart gat 131
3.3.2 Uitval - Aanvraag komt nooit aan bij einde proces - Onbruikbare aanvraag
3.3.3 Uitval - Aanvraag komt nooit aan bij einde proces - Overige redenen
Vorige Huidige Vorige Huidige
1. Doorlooptijd - Aantal binnen de norm 100,0% 100,0% ≤1 wdg
2.1 Aantal - Nieuwe instroom 7.929 2.876
2.1.1 Aantal - Nieuwe instroom - call 2.688
2.1.2 Aantal - Nieuwe instroom - internet 1.876 2.876
2.1.3 Aantal - Nieuwe instroom - kantoren 2.033
2.1.4 Aantal - Nieuwe instroom - mail 1.332
2.2 Aantal - Onderhanden werk - -
2.3 Aantal - Uitstroom 6.219 8.995
3.a. Uitval - Totaal aantal uitval (absoluut) 1.710 1.565
3.b. Uitval - Totaal uitval (relatief tov uitstroom) 21,6% 54,4%
3.1 Uitval - Aantal uitval door terugsturen naar eerdere afdeling 424
3.2 Uitval - Aantal uitval i.v.m. terug naar klant 1.286 1.565
3.3 Uitval - Aanvraag komt nooit aan bij einde proces 131
3.3.1 Uitval - Aanvraag komt nooit aan bij einde proces - Zwart gat 131
3.3.2 Uitval - Aanvraag komt nooit aan bij einde proces - Onbruikbare aanvraag
3.3.3 Uitval - Aanvraag komt nooit aan bij einde proces - Overige redenen
YtD
Jane Lobbrecht
NPS Score
Klachten #
Nieuwe metingen
YtD Prognose YtD
OI Dashboard Periode (maandnummer - jaar)
Prognose YtD
E2E
Metingen volledige maand
Klantnorm
CO
Metingen volledige maand
Norm CO
Nieuwe metingen
1.2. E2E - Doorlooptijd van afgewezen aanvragen in kalenderdagen
0
100
200
300
400
500
600
700
800
900
1000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 >30
aantallen
huidige maand
vorige maand
1.1. E2E - Doorlooptijd van toegewezen aanvragen in kalenderdagen
-
500
1.000
1.500
2.000
2.500
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 >30
aantallen
huidige maand
vorige maand
2.1. CO - Doorlooptijd van verwerkte aanvragen in kalenderdagen
-
1.000
2.000
3.000
4.000
5.000
6.000
7.000
8.000
9.000
10.000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 >15
aantallen
huidige maand
vorige maand
2.2. CO - Ouderdom onderhanden werk in kalenderdagen
-
0
0
1
1
1
1
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 >15
aantallen
huidige maand
vorige maand
Service Guarantees: VC in control
Scan je klant!
Scan your customer! – Individual Customer
measurement
From steering on TTE to
monthly steering on E2E
VC…
...from monthly steering
on E2E VC to weekly and
daily performance
dialogues based on
customer experience.
Spot On
Scan your Customer!
8

9. Performance dialogues are moments of insight
The power of one single point of truth on operational data has been proven successful.
1. Dashboards must give correct
data (single point of truth)
2. Lay-out and presentation have to
encourage use
3. All value chain members have
access to information
4. Users can make their own ‘what
if’-analyses
5. Paperless makes data place
independent
6. Constant check on redundancy
of data
9

10. Product Portal gives critical insight to start analysing process performance
Bizmap
Indicators
Graph
Appendices
Information
Action list and
Analysis
1
2
3
4
5
6
1
2 3
4
5
6
10

11. Different views possible by using the Bizmap
11

12. 12

13. Portal Process level – example
SIPOC
Action list
& Analysis
Information
Channels
Indicators
Gauge
1
2
3
4
5
6
2
3
4 5 6
1
7
Graphic 7
13

14. Portal Teamlevel gives insight in the daily performance on the floor.
Team,
Cluster &
Proces
Action List
Graphics
(variable)
Indicators
Appendix
Information
1
2
3
4
5
6
2
3
5
6
7
1
8
Gauges 7
Graphics
(DLT + #)
4
8
14

15. Example of a channel report
15