© 2011 IBM Corporation1

Strategische Prozessoptimierung für Banken –

die Transformation auf dem Weg zur Industrialisierung

IBM Bankenstamm

© 2011 IBM Corporation2

IBM Bankenstamm

17.00 h Begrüssung & Einführung

Roger Altorfer, Leader Financial Services SectorIBM Schweiz AG

17.05 h Process Management with Lean Sigma

Marc Geiger, Senior Managing Consultant, IBM Schweiz AG

17.30 h Strategic Process Optimization for Banks

Andreas Künzler, Managing Director, UBS Swiss Bank

18.15 h Abschluss und Fragen

18.30 h Apéro und Diskussion

19.30 h Ende der Veranstaltung

Programm

© 2011 IBM Corporation3

COO / Head of BPM

Cost pressure

Regulatory Demands

Best PractiseStandards of Competition

Demand for Flexibility

Support of Revenue Growth

IT Costs & rigidIT Architecture

Implement changing Strategies

Changing Client demands

Today’s COO is confronted with multiple dimensions of challenges –integrated concepts leading to industrialization are required

© 2011 IBM Corporation4

Lean helps to establish cost-efficient, robust and flexible end-to-end processes that

are aligned with the overall strategy and maximize the client’s satisfaction.

Identify and eliminate waste

Level workload StandardizationView process end-to-end

Process Quality

High process costs, long lead times and quality issues are a typical reality of historically grown processes – The Lean method provides solutions and the basis for operational excellence

Client Client

Rework & errors

No End-To-End view & silos Multiple approvals

Unread reports

Double entry of data

Redundantcompliance checks

Lack offlexibility

• High process costs

• Unsatisfied customers

• Quality issues

• Long lead-times

• Instable processes

Effects

• Satisfied customers

• Improving cost baseline

• Less resources

• Predictable costs

Pain Points

Typical Lean

Solutions

Long transport and waiting

times

© 2011 IBM Corporation5

Strategic process selection

The strategic bottom line:in order to reach strategic growth objectives through optimized operations, Lean tackles both the cost and revenue side

Key drivers

Reasonable method choice

Speed & Attention Sustainability

Operational Excellence Objectives

Cut operational costs

Positively influence revenue Drive the transformation

© 2011 IBM Corporation6

Workshop 4Implementation

Plan

Workshop 3Future state

design

Workshop 2Map the current

state

Workshop 1Understand the

current state

Workshop 0Kick-off & awareness

training

1 Day 1 Day 2 - 3 Days 2 Days 1 - 2 Days

IBM’s proven “Drum-Beat Approach” of 5 Workshops to improve a process – from the Current State pain points to Future State solutions and a matching Implementation Plan

Week 5Week 3 Week 7 Week 9Week 1

Map end-to-end process• Identify what customers want • Talk to those who do the work• Gather data and map the end-to-end

process

Current State Assessment & Value Stream Mapping

Future State Design & Implementation Planning

Mobilisation Implementation

Mobilization• Define ambition and

scope• Allocate your resources:

– Value Stream Lead– Cross-departmental

Team• Establish value stream

governance structure

Design the Future State• Generate improvement ideas using lean

sigma techniques• Assess impact and ease to implement• Design roadmap

Implement Solutions• Run a Pilot• Implement Solutions• Deliver the benefits

Stakeholder Report Outs• Sign off workshop outputs• Build cross-functional consensus• Decide next steps / solutions

Working Style• Fast• Informal• Structured

Se-

lection

© 2011 IBM Corporation7

Current State Analysis

Process improvement report:A typical core banking process – from an unproductive Current State to a lean cost-efficient Future State (~ 25% less costs)

Role 1

1Client 2 3 4 5 6 7 8 9 10 11 12 13 14 15

2 Role 1 Role 3 Role 1 Role 3 1

20% 25% 40% 30% 40% 10%10% 5% 10% 5% 10%30%

Client

Major Pain Points include:

� Very high rework figure due to bad quality leads to multiple iterations per case

� Physical document transport time and waiting time determines the process Lead Time

� Multiple client interactions make the process unpredictable and influences client relationship negatively

� All cases follow the process designed for the most complex case

� No end-to-end process understanding of employees working in the process

� Very fragmented IT landscape provoking many media breaks

Future State Solution

1Client 2 3 4 5 6 Client

Major Benefits include:

� Sales personnel with less than half of the administrative work

� Reduction of processed volumes by half due to improved First Time Quality and early triage

� Physical documents replaced by e-workflow eliminating transport and waiting time

Role 1 2 1 Role 3

Key Metrics

� Max Lead Time reduced from 1 month to 1 week

� Max Processing Time reduced from 3 days to 2 days

� First Time Quality improved from 5% to 80%

5%5% 5% 10%