4. Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres Operational Transformation Matrix
5. Lean Process Transformation Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Operational Policies Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Unit Cost based pricing Productivity Enhancement Operating Procedures Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
34. Excessive re-work and wasteSuite of tools used to address these challenges & provide solutions
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37. Productivity Enhancement Cost Control Revenue Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Lean Process Transformation Productivity Enhancement Unit Cost based pricing Productivity Enhancement Operating Procedures Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
38. Productivity EnhancementDefinitional clarity Productivity is a measure of output from a production process, per unit of input. Productivity measures the efficiency of the employees in using the organization’s scarce resources to produce goods and services. Σ Daily Volume Processed Pa = Average Team (Time Out – Time In) x FTE “Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” Paul J. Meyer
39. Productivity EnhancementI/O of Productivity Augmentation Process Input Activities Process Steps Reference Checks External Services Time Rework Redundancies Errors Wait Time People Organisation Design Span of Control Technology Core Technology Automation Tools Output Products & Services Production Capacity Defect Ratio Processing Time Delivery Time Organisation Span of Control FTE Redeployment Capability Load Balancing Capability Design Validation Management Execution Plan Dashboards
40. Productivity EnhancementProcess Schematic Capacity Plan & FTE Redeployment Analysis Process Identification & Prioritisation Current Metrics & Standard Processing Time (SPT) Organisation Structural Review & Design Proposal Current Metrics & Standard Processing Time (SPT) Process Transformation Deep Dive End-state Implementation Plan, Targets & Dashboards P1 = A1 + A2 +... An P1 = A1 + A2 +... An SPT >> FTE Conversion & Baseline Metrics Rollout, Monitoring, Measurement, Course Correction E2ESPTP1 = SPTA1 + SPTA2 + ... SPTAn
41. Resource Optimisation Cost Control Revenue Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Productivity Enhancement Unit Cost based pricing Productivity Enhancement Operating Procedures Resource Rationalisation / Optimisation Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
43. Operational Transformation Matrix Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
44. Operational Policies Cost Control Revenue Cost Control Revenue Operational Policies Lean Process Transformation Operational Policies Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
56. ProductionA Policy lays out what management wants employees to do; a Procedure describes how it should be done.
57. Operational Procedures Cost Control Revenue Cost Control Revenue Operational Policies Lean Process Transformation Operational Policies Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Operational Procedures Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
68. Control Checklists & Risk Indicators Consistency in Control Environment A checklist is an informational job aid used to reduce failure by compensating for potential limits of human memory and attention.
70. Control Checklists & Risk Indicators Early Warning Signals “I saw the signs and I was saved. Can you imagine my plight if I had ignored them; or worse, if they had not been there?”
71. Operational Risk: risk of direct or indirect losses on income or capital, resulting from inadequate or failed internal processes, personnel, systems, or from external events. Control Checklists & Risk Indicators Establishing Risk Indicators in Operations External Events Internal Process People Systems Identify potential risks Select Key Risks Identify Indicators Tracking & Monitoring Mechanism Launch Functional Self Assessment Teams SOPs deep dive
74. Control Checklists & Risk Indicators Executive Dashboards Answers fundamental questions about the health of the Operations unit. Volumes Productivity Headcount & Attendance Reconcilement outstandings Projects status Budget variance Executive alerts on issues or problems within the O&T space Pre-flights Checklist Defect rates Absenteeism SLA adherence Controls: Audit, Exceptions, Incidents Expense variance Aids executive decision-making Capacity planning & redeployment Cost control Skills renewal / enhancement Business partnership Project prioritisation
75. Business Partnerships Cost Control Revenue Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Control Checklists & Risk Indicators Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres
82. Start of day SWIFT messages received overnight sorted by ccy, MT, department, etc.
83. Through the day SWIFT messages collected from printer and sorted as above. Done every 15 mins between 8:00 am and 4:30 pm (i.e. 4 times per hr) with an average of 30 msgs per batch.
84. For IOPs each SWIFT message checked for correct reference number & no missing data prior to processing on system. On completion the transfer is data entered on screen as per the SWIFT message (7/8 fields).
85. The Transfer is now live and posted in the system. Two advices are generated, one sent automatically by Right Fax , the second is a hardcopy printed advice. EOD all printed advices are collected, sorted and checked complete address. Prepare pack to be couriered. (Courier collection 4 times a day). Time noted under Documentation. For Vostro accounts, when processing MT103/202 if an alert for "Balance Insufficient", email sent to FI for an OD approval.
97. Service Excellence in Operations Cost Control Revenue Cost Control Revenue Lean Process Transformation Operational Policies Business Partnerships Unit Cost based pricing Productivity Enhancement Operating Procedures Unit Cost based pricing Resource Rationalisation / Optimisation Control Checklists & Risk Indicators Service Excellence in Production Centres Service Excellence in Production Centres