SUCCESSFUL
PROJECTS
Proprietary Project & Program Management
Each year a substantial number of Strategic Initiatives are being launched following from Management's Team yearly off-site. People across all departments are to lead or participate in projects, next to their other tasks. How to get this done, sustainably and pragmatically? Also, Management requires a clear view on the respective project's status. Comprehensive, yet reliable and enabling Management to act whenever so needed. Discover what our solution looked like, and how we got to discover the leanest way to walk this steep learning curve.
Leaning a Team: recurrent penalties of millions $ avoided
In a large multinational bank, one team is tasked with financial transfers in all different kind of currencies, across the globe. They must obey several daily hard deadlines (called: cutoff times), yet with several hundreds of transfers every single day, deadlines got missed regularly, and resulted in millions of dollars of penalties. The human side; everyone in the team was continuously under stress, and anything not immediately being a transfer got postponed, leading to backlogs they couldn't seem to reduce. So, add people you might say. Possibly true, but a Lean approach gets to the bottom, avoids jumping to conclusing, and changes are considered throughly and implemented with care. Operational Exellence and rigourous operational communication at its best.
Lean a Pan-European End-to-End core business process and Operational Excellence rollout.
Together with the operations manager we initiated the mission to lean their Core-process from beginning (intake) till the final step (invoicing paid), incorporating representatives of all entities (Belgium,Italy, the Netherlands, France, Germany) throughout the entire project. Throughput time has been reduced with more then 10%, opening the opportunity to see a turnover increase without increasing the process's cost. We also laid down the foundations for Operational Excellence and a Continuous Improvement culture, where Structural, Systematic, and hyper-efficient operational communication is the Key to it all. Find out the how we did it.
Operational re-organisation facilitated through Lean
On initiative of the COO, all managers within operations (+ 16p) had followed the 6-day Lean trainings, and were starting with Standardisation of tasks, and White Boards had just been initiated in about 8 teams- although not yet 100% embedded. Then, a major new client came and the challenge was - with only a few months before the deadline - to integrate a doubling of operational staff, a multiplication of workload, and a consequentially necessary reorganisation. Not only this, but a few dozen of operational processes has to be adapted or redesigned. At first sight a seemingly 'mission impossible', So, how did Lean and the project management methodology (PMM) inspired by Lean, contribute ?
Reduction of throughputtime from 27 to 3 days across 7 departments
A process transversing 5 internal departments and two subcontracting firms got reduced in throughput time from 27 to 3 working days. In the earliest stages we needed to get rid of a blaming-others habit, instill middle management and employees' confidence in the project team's mandate, capabilities, objectivity, and clarify the 'why' of our process improvement project.
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