Demographic change and a shortage of skilled workers mean that financial institutions will need to achieve significant efficiency gains in the coming years in order to remain competitive. The key drivers for this are:
Management is generally aware of these changes. However, for an organization to successfully navigate such a transformation, it is essential to get employees on board.
“Back then, we succeeded in getting all employees on board with the transformation toward an optimized and standardized process environment. Our understanding of the structure, our sense of responsibility for our own processes, and our mindset focused on continuous improvement have helped us to keep evolving and to implement all innovations (automation solutions) in the best possible way.”
Dr. Bernd Hochberger – Chairman of the Board, Operations, Stadtsparkasse München
"Together with EMPORIAS, we have embedded the KVP (Continuous Improvement Process), based on Lean Management principles, into our organizational units and processes. During the project-based implementation for each organizational unit, we analyzed processes bottom-up with all employees, identified non-value-adding process components, derived measures for process optimization, established key figures for improved process control, and embedded the know-how and tools for KVP. As managers, we use KVP to continuously create the leeway we need for new challenges and tasks."
Dr. Markus Meudt – Head of Organizational Management, ALH Group
"Over the years, we have ensured that each team continuously improves its own processes. On average, our back office actively generates over 200 improvement measures per year, representing a 3% increase in efficiency. Employees are motivated to tackle problems and find solutions together. This happens not only within the back office but also at the interfaces with the market."
Frank Maubach – Director of Credit Management, Stadtsparkasse
Independent structures
Trouble-free production
Continuous Improvement (CI)
Transparency regarding performance, quality, and costs
Modularization & Standardization
Basics
1. Laying the Foundation
Transparency and data foundation for potential identification
Methods
2. Introduction to Methods & Tools
Qualification
3. Empowering Leadership and Employees
The Production Model for Active Back Office Operations—Results of Continuous Process Improvement
For the pastsix years, the production model developed in collaboration with EMPORIAS has been in use for SSKM’s active back office operations. The underlying production model is based on the specifications of Model K. Structured application types and the employee-oriented design of the production lines are key to its success. This enables:
The initial one-time efficiency gains achieved through the project exceeded the specified targets. In addition, the teams have implemented annual continuous process improvements (CPI).
To this end, the project with EMPORIAS established the framework necessary for successful CPI. To ensure sustainable implementation , meaningful process metrics are used and discussed during the CIP sessions. In addition to these prerequisites, cultural change within the department is a key success factor—employees have learned to use mistakes as a source for optimization.
Integration of the customer organization into a cooperative project culture for sustainable implementation
Consideration of best practices, experience gained from over 20 years and 250 successfully implemented projects
Long-term support for customers through to successful implementation for over 70% of existing customers—personal, hands-on, and on an equal footing
Collaboration and exchange of experience with our cooperation partners to implement best-in-class solutions
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