Case Study: South African Bank

* 14% Increase in Productivity
* 10% Capacity Released
* Single View of all Operations

The bank, one of the top four financial institutions in South Africa offers a comprehensive range of financial services including the bank’s retail and business banking, which serves over 7.4m private clients and 22,000 business clients.

A key service within the bank is a debt counselling service designed to help customers facing financial difficulties. Debt Counselling is a regulatory process whereby an over-indebted customer can appoint a debt counsellor to advise the customer and help reduce the stress associated with debt.

The biggest improvement was in the area of training and upskilling, specifically with the more junior/newer team leaders in my area. They say a picture is worth a thousand words and Workware from ActiveOps really helps.

You can try and teach a person operations management, but with Workware the person can actually see the results and impact of their decisions, which makes embedding the principles of ops management so much easier.

– Head Debt Counselling

Benefit Summary

14%

Increase in productivity

10%

Latent capacity released

Global visibility of all operations

Accurate

resource, capacity planning and monitoring

  • 14% productivity improvement
  • Real time and historic visibility of individual, team and departmental performance data
  • 10% of latent capacity identified and freed up
  • Common business framework, data interpretation and language introduced via AOM
  • Accurate resource, capacity planning and monitoring
  • Improved performance reviews, skills development and target setting across the operations
  • Continuous improvement process

Business Challenges

Given the sensitive and time critical nature of the work, the ability to act quickly and provide feedback to all parties is key. In total, the debt counselling department employs 134 staff divided between 18 teams, each with a team leader processing 150,000 various steps in the debt counselling process per month on average.

Keeping track of all the department activities and resources was previously supported by information extracted from a workflow system incorporated into multiple spreadsheets. The information was used to support weekly planning meetings but was limited to measuring volumes of work processed in the previous week.

The management required greater visibility and granularity on the performance of the entire operation from individual, to team, to department, including resource availability, allocation and capacity.

To ensure the best use of the information there was also a need for a new department-wide, consistent management framework to improve the management, collaboration between teams, planning, customer service and cost control.

The Implementation

The Workware and AOM implementation was completed within 12 weeks.

Providing a clear picture of ‘business as usual’ giving accurate real-time performance data, process volumes, latent capacity and opportunities to “load balance” between teams.  Real-time data aggregated by Workware is captured from individual agents including core and diverted activities.

Providing a consistent business framework of meetings, language, interpretation and use of the data to plan, forecast and monitor short and medium-term work volumes and capacity forecasts.

With better skilled leaders and managers on the floor it is easier for me to move away from the operations management and focus more on strategic initiatives. From my laptop I have a view of exactly what is happening in my business, but I find that I need to check it less and less as my staff continue to develop. The preparation for the loading and variance meetings is really all the ops management that I do these days.

Head Debt Counselling