- Is one of the four major banks operating out of South Africa.
- Is the largest of the four by Asset Value (±€100 billion) and Earnings (> €1 billion).
- Was established in 1862 and is currently 147 years old.
- Is one of the most recognized brand names in South Africa.
- Is a public company listed on the Johannesburg Stock Exchange (JSE).
- Is 20% owned by the largest bank in the world, the International Commercial Bank of China (ICBC).
- Is represented in 17 countries on the African Continent (with over 6000 points of representation) and 21 countries abroad.
- Employs around 50,000 people worldwide, of which 34,944 are based in South Africa.
Personal and Business Banking
- Personal and Business Banking provides banking and other financial services to individual customers and small to medium-sized enterprises in South Africa, the rest of Africa, and Argentina.
- PBB contributes around 34% of the Standard Bank Group’s earnings.
- The centralized Operations area consists of just under 5000 people and is responsible for all aspects of operations within Personal and Business Banking.
- A Performance Measurement Capability within Business Operations is responsible for the measurement of people and processes.
The Journey of SUE
In 2005, our business faced numerous challenges that hindered our operations, such as inefficient processes, limited access to data, communication barriers, and a lack of automation. To overcome these obstacles, we implemented various solutions, including process improvement initiatives, automation tools, and the adoption of cloud-based technologies. We also utilized communication tools such as video conferencing and instant messaging to improve collaboration and productivity.
We deployed CRM and ERP software to improve data accessibility and streamline operations, enabling us to track customer interactions, automate workflows, and manage inventory and supply chain processes more effectively.
Today, we have made significant progress in addressing these challenges. The widespread adoption of cloud-based technologies has enabled us to operate more flexibly and efficiently. We also use advanced analytics and machine learning tools to gain valuable insights and make better decisions. Collaboration software and project management platforms help us work remotely and enhance team productivity.
The tools and solutions we implemented in response to the challenges of 2005 have helped create a more streamlined, efficient, and collaborative business environment. By continuing to leverage new and emerging technologies, we are better equipped to overcome future challenges and succeed in today’s ever-changing marketplace.
The Challenges we Faced
In 2005 we faced major challenges in the way we ran our operations.
- In 2005 we faced major challenges in the way we ran our operations.
- Silo-based and product-centric operations. Massive duplication.
- No single view of customers.
- A large number of processes.
- Processes that catered for exceptions.
- Poor measurement systems.
- Excessive error, rework, and waste.
- Checkers checked the checkers.
Things needed to Change
So we looked for companies that were doing it right …
… and challenged our own thinking at the time; that Banking and Manufacturing were two very different industries.
In Spite of the Sceptics …
We Embarked on a Journey
White Belt training (5k)
Yellow Belt training (40k)
Green Belt training
Black Belt training
contributes 12% to the Balanced Scorecard at Executive level
2005 yielded Fantastic Results
Our Six Sigma initiatives were successful in achieving hard savings of nearly €6 million. However, we soon faced a new set of challenges that impeded our progress. We had no common process repository, which made it difficult to manage and share information across the organization. Version control was also lacking, making it difficult to ensure consistency in our processes. We had no established standards, which led to inconsistency in our work output. Moreover, governance was poor, leading to challenges in decision-making and management.
Our measurement systems were also inadequate, making it difficult to track progress and measure success accurately. We were getting stale, and it was evident that we needed to adopt new and innovative approaches to improve our processes and ensure continued success. We recognized the importance of overcoming these challenges and realized that we needed to adopt a more comprehensive approach to process improvement, which included establishing a common process repository, implementing version control, and setting standards.
We also recognized the importance of good governance and measurement systems, which would enable us to make informed decisions and track our progress accurately. Finally, we realized that we needed to adopt a culture of continuous improvement to ensure that we remained agile and responsive to change.
So when traction started slipping …
… we branded and re-launched the beast!
Simplicity … Urgency … Excellence
We went back to basics
Process Mapping. Scorecard Building. User Management.
Very specific requirements for software solution
Must enable methodology
- From strategy to process management
- Scorecarding and Dashboarding
- Process Management
Single User Interface
Searching for a Tool
SAP, QPR, Cognos
Went out on Tender
Shortlisted SAP and QPR
6 month Pilot
Testing done before IIS optimisation
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Testing done after IIS optimisation
- packet size 80KB (not cashed)
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We found QPR
The results were Great
Six Sigma initiatives in the Operations space banked hard savings of over R90 million in 2006, R130 million in 2007, and R158 million in 2008.
- Mapped to a standard.
- Stored centrally.
- Visible to the users.
- Aligned to Objectives.
- Realistic and Achievable.
- Talked about daily.