Challenge
This major Australian bank was seeking to improve both customer experience and operational efficiency by embracing agile ways of working and combining Lean, human-centred design and technology solutions such as workflow, APIs and intelligent automation.
Members of the Cinc team were engaged to provide leadership, subject matter expertise and delivery capability to support the bank's Process Industrialisation program.
The initial focus was Small Business Lending, where high rates of rework were driving poor productivity, increased operating costs and lengthy customer decision times.
Approach
A rapid diagnostic was undertaken to assess current performance, identify root causes and design a future-state operating model.
The work culminated in a proof-of-concept pilot and detailed future-state process design, defining both the target operating model and expected performance outcomes.
The pilot focused on:
Inbound Quality
Introducing an upfront quality step to prevent defects entering the process, supported by structured feedback loops to identify root causes and drive corrective action.
Workflow and Case Management
Redesigning workflow logic to reduce work fragmentation, improve case prioritisation, strengthen FIFO adherence and establish clearer protocols for managing workable and unworkable applications.
Performance Management
Implementing new performance measures designed to reinforce productive behaviours while minimising distortion and gaming of metrics.
Flow-Based Operations
Shifting the focus from functional service levels to end-to-end flow, supported by revised KPIs and operating rhythms.
Process Standardisation
Reducing variation through standardised ways of working, improving consistency and enabling convergence toward best practice.
Team members involved: Peter Campbell and Steven Tan.
NB This engagement was delivered prior to the establishment of Cinc. The experience and results described reflect work personally delivered by the team members identified above.