Рябоконь Татьяна, Начальник управления оптимизации процессов, Райффайзен Банк Аваль. Конференция «Удвоение производительности: опыт украинских компаний в применении лучших управленческих практик»

1. Sustaining
lean process improvement
December, 2016

2. Key targets of Lean implementation
2
Productivity increase
Customer satisfaction improvement
Employees satisfaction improvement
Process improvement
Risks avoidance and decrease

3. Sustainability challenge is to manage “holding gains”
of processes improvement
3
Backsliding detrimental effect:
Waste
demotivates
temporary
harder to implement
improvements
Backsliding detrimental effect:
1. Waste of effort as the
improvement cannot be sustained
2. Seeing projects backslides
demotivates workforce
3. Signal to the organization that
process improvement is a
temporary thing that comes and
goes
4. It creates “improvement fatigue”
and culture of apathy. Which makes
it harder to implement
improvements

4. 4
Philosophy

5. Approach to gaining sustainability
5
LEAN awareness
Lean sustainability
review
LEAN+BPMS
synergy
Process
performance:
measure impact
and ensure
sustainability
FTE mapping:
create
transparency and
set priorities
Obligatory prerequisite of success is involvement of initiator to implementation
of changes and regular communication on status

6. Development of each
employee potential
6

7. 7
Corporate culture
strengthening

8. 8
ЖОДНА
ІДЕЯ
НЕ
РЕАЛІЗУЄТЬСЯ
ПОКИ
БЕЗ ТВОЇХ
ЗУСИЛЬ
Robin Sharma
NO
IDEA
WORKS
UNLESS
YOU DO
THE
WORK
Robin Sharma

9. 9
Tool

10. RBA gradual approach to LSS introduction is aimed in
engraining in yellow zone in 2013 and migration to green
zone in 2014
10
AS IS
LEAN
SUSTAINABILITY
AS IS
LEAN
SUSTAINABILITY
TO BE
Lean
SUSTAINABILITY
Ideas generationIdeas generation Hard team workHard team work ImprovementImprovement ResultsResults
• As a result of LSR heat map of strengths and development areas were specified
• Rigorous implementation of Lean practices results in Yearly productivity improvement
Lean sustainability SCORE %
Operations system %
Management infrastructure %
Mindset and Behavior %
Continious improvement %

11. Aim of BPMS is to produce and maintain stable high
performing processes
BANK CustomersBPMS is a systematic approach/ methodology to build a
process oriented organization in order to provide the right
services with a good quality and adequate price in
expected by customer time
Process management provides the framework to ensure that key processes are monitored and
improved from e2e perspective with establishment of process leadership, P&L ownership and process
performance
P&L owner Process
leader
Process
participants
PeopleProcesses PerspectivePerformance
BPMS implementation is an extremely disciplined exercise helping to reduce cost of poor quality and
service
Increase profitabilityManage Improve

12. Process review meeting: key tool of cross functional process
monitoring
12

13. BPMS indicators tracking
13
Data gathering1
Indicators discussion2
TOP management communication3

14. 14
Output and process measures identification
The Key Quality and Delivery
requirements paced on your
suppliers
• Number of applications
• Number of application:
-­ by type
-­ by source
Measures that are internal to
your process. They include
Quality and Delivery Measures
important to your internal
customers as well as waste and
cycle time measures. They are
correlated to Output Measures
• Capacity
• Rework (%, reasons)
• Productivity
• Touch time
• System availability
Output Measures are measures
used to determine how well
customers needs and
requirements are met.
• TTY
• TTC
• Number of complaints
• Improvement initiatives
INPUT MEASURES PROCESS MEASURES OUTPUT MEASURES

15. Advantages of Lean+BPMS
15
Communication
motivation
optimization
feedback
innovations
implementation
Bank development
1. Communication channel for consolidation
feedback from all key stakeholders
2. Approach for additional motivation and development
of employees
3. Efficient way for spreading optimization ideas and
“know how”
4. Source for stakeholder’s feedback
5. Unique filter for innovations, enabling to avoid
duplication and contradiction between different initiatives of
the Bank
6. Efficient resources usage for implementation
most beneficial ideas
7. Baseline for sustainable Bank development
and for implementation of innovations generated by internal
resource without additional investments in consulting

16. CONTACTS
16
natalia.belokon@aval.ua
tetiana.riabokon@aval.ua