Bank of the West–Creating a Culture of Continuous Improvement

Overview

Bank of the West, a prestigious financial institution, engaged our consultancy to instill a culture of Continuous Improvement amidst a challenging backdrop. The bank grappled with a 50% surge in workload volumes, yet without the luxury of adding additional personnel. Our mandate: To implement strategies that would not only accommodate this surge but also enhance overall operational efficiency.

Areas of Strategic Focus

  • Process Mapping & Analysis: Understanding and refining the bank’s existing processes was foundational to identifying opportunities for efficiency gains and workflow optimizations.

  • Workload Balance & Efficiency Metrics: In an environment with fixed personnel resources, achieving a balanced workload, adhering to Takt time, and segregating Value-Added from Non-Value-Added activities became pivotal.

  • Performance Monitoring: Introducing a comprehensive Dashboarding/Performance Measurement system was integral to ensure the bank could monitor, iterate, and sustain improvements over time.

Challenge

The landscape was clear and formidable: manage a substantial increase in workload without the ability to proportionally increase the workforce. This scenario required a paradigm shift, moving away from traditional banking operations to a model rooted in continuous improvement and efficiency.

Strategic Approach

Utilizing a Kaizen event, a methodology renowned for driving rapid improvements, we encompassed various tools and techniques such as flow analysis, Balanced Workload strategies, VA/NVA analysis, and more. Every facet of the bank’s operations was meticulously analyzed, refined, and optimized to meet the demands of the increased volume.

Impact & Outcome

Our collaborative endeavor with Bank of the West yielded remarkable results. Productivity soared by over 50%, enabling the bank to comfortably absorb the increased volume. Most notably, this significant uptick in efficiency did not come at the expense of quality; the bank continued to uphold and even exceed its quality commitments.

Walmart–Business Project Management Methodology

Overview

In an illustrious engagement with Walmart, our consultancy was chosen to spearhead the initiative of formulating and implementing a Business Project Management (BPM) Methodology. Our mandate extended beyond mere conceptualization; it encompassed the meticulous development and delivery of related training, complemented by a comprehensive playbook to guide future operations.

Areas of Strategic Focus

  • BPM Methodology Formulation: Our central directive was the creation of a robust BPM methodology tailored to Walmart’s expansive and dynamic business landscape, ensuring streamlined project management practices.

  • Training & Skill Enhancement: Complementing the methodology, a key deliverable was the development and facilitation of bespoke training modules to ensure seamless adoption and implementation across the organization.

  • Train-the-Trainer Initiative: Recognizing the scale and continued evolution of Walmart’s operations, our approach incorporated a train-the-trainer model, ensuring sustained knowledge dissemination and capability building.

Challenge

Crafting a BPM methodology for an entity as vast as Walmart, while ensuring its successful adoption across diverse teams, posed a complex challenge. Beyond the methodology’s creation, the crux was in fostering an environment of learning, understanding, and seamless application on a grand scale.

Strategic Approach

Drawing upon tools and methodologies like PMO Maturity, combined with bespoke Training Development and Delivery mechanisms, we architected a comprehensive BPM roadmap. Central to this was the “PM101” course, meticulously curated and subsequently deployed to 60 Project Managers. To ensure sustainability and continuous capability enhancement, a train-the-trainer component was integral to our strategy.

Impact & Outcome

Our collaboration with Walmart culminated in tangible, transformative results. With the BPM methodology firmly in place and bolstered by the successful rollout of the “PM101” course, Walmart now boasts an enriched project management ecosystem. The train-the-trainer initiative promises long-term sustainability, ensuring that Walmart remains at the forefront of business project management excellence.

Erie Insurance–Corporate PMO Structure, Maturity, and Delivery

Overview

Engaged by Erie Insurance, our consultancy undertook a multifaceted initiative to not only establish a Corporate PMO Structure but to also enhance its maturity and delivery capabilities. Our involvement commenced with a comprehensive PMO Assessment, subsequently supporting organizational change. The engagement is progressing into Phase 3, which is anchored around executing changes to elevate project delivery and maximize benefit realization.

Areas of Strategic Focus

  • PMO Structuring & Maturity: Central to our mandate was the establishment and refinement of a robust PMO structure, aimed at ensuring optimal project management practices and maturity levels within Erie Insurance.

  • Organizational Change Management: As changes were identified post-assessment, it became imperative to facilitate a smooth transition, ensuring organizational buy-in and alignment.

  • Enhanced Project Delivery: Moving into Phase 3, our focus sharpens on the execution of changes aimed at bolstering project delivery metrics and harnessing greater benefit realization.

Challenge

Establishing a PMO within the complex landscape of Erie Insurance, while simultaneously driving maturity and optimizing delivery, presented a rich tapestry of challenges. Beyond the establishment of frameworks, it was essential to ensure that these changes resonated at all organizational levels and were geared towards tangible benefits.

Strategic Approach

Leveraging tools and methodologies such as PMO Maturity Plan, Sponsor Training, Benefit Realization Process Mapping, and Standard Work Training, we embarked on a structured journey. Every phase, from assessment to implementation, was executed with meticulous precision, keeping the end goal – enhanced project management transparency and speed – in clear sight.

Impact & Outcome

Through our strategic partnership with Erie Insurance, significant strides have been made. With improved PMO processes in place, Erie Insurance now benefits from increased transparency in project management and faster execution. This, in turn, ensures that the projects are not just delivered, but deliver value through enhanced benefit realization.

Bank of the West–Anti Money Laundering Process Improvement

Overview

Kaeppel partnered with Bank of the West to enhance their Anti-Money Laundering (AML) processes, specifically in the domains of cash flow monitoring and currency transaction reporting. Recognizing the critical importance of these areas in the banking sector, our objective was to introduce streamlined and compliant processes that would not only meet regulatory standards but also drive operational efficiency.

Areas of Enhancement

While the Bank of the West maintained a certain standard in their AML activities, there were aspects that required modernization and optimization. Specifically, there was a need to reimagine the existing cash flow monitoring systems and enhance currency transaction reporting to meet evolving regulatory requirements and industry best practices.

Challenge

Modernizing the AML processes for a bank is always challenging given the sensitivity and the stakes involved. The primary challenge was to transition from the existing “as-is” process to the envisioned “to-be” process without disrupting ongoing operations. Additionally, analyzing vast amounts of data to identify anomalies and ensuring that the new processes would be lean and free from non-value-added steps were significant tasks.

Solution

To tackle these challenges, we employed a suite of tools and methodologies. Lean principles were adopted to analyze and optimize the workflow, ensuring that only value-added steps were retained. Six Sigma methodologies further bolstered our approach, targeting process improvements and reducing variability. Statistical Process Control Charts played a pivotal role in data analysis, enabling us to pinpoint anomalies and areas requiring attention. As a result of these interventions, Bank of the West transitioned seamlessly to a more efficient “to-be” process for cash flow monitoring and currency transaction reporting. This not only made them compliant with the prevailing regulations but also introduced significant operational efficiencies. By cutting out the non-value-added steps through our leaner process, we’ve ensured that Bank of the West’s AML operations are both effective and efficient.