Danske Bank Thomas Ilskov Principal Analyst, CJ & Process, CoE - PDF document

6/14/18 Danske Bank Thomas Ilskov Principal Analyst, CJ & Process, CoE Strategy Execution Customer Service Delivery Danske Bank Education • Bc. Science, Manufacturing & Systems • Certified TWI Trainer, Job Instruction and Job Relations Experience • Experienced with TWI Job Instruction for 4 years • Project Manager for roll out of “Learning Quality System” in Danske Bank. a key element in that program is the TWI Job Instruction • Use TWI Job Method in order to improve administrative processes and define a standard before introducing training • Extensive experience with administrative working environments as costumer care and sales organizations Personal • Married to Malene and live in Odense, Denmark with their 4 children 1

6/14/18 Julija Davidaviciute Senior Analyst, CJ & Process, CoE Strategy Execution Customer Service Delivery Danske Bank Education • Bc. in Teaching • Certified TWI Trainer, Job Instruction Experience • Experienced with TWI Job Instruction for 2 years • Project Consultant for roll out of “Learning Quality System” in Danske Bank. a key element in that program is the TWI Job Instruction Personal • Lives in Vilnius, Lithuania, and loves it TWI as an integrated part of the Operation Model at Danske Bank 2

6/14/18 Danske Bank has a strong Nordic footprint 5 Why are we here? Being # 1 in customer experience 6 3

6/14/18 Fundamentals How do we develop operations? Quality Delivery External Operations Productivity Em ployees Internal 8 4

6/14/18 Quality and efficiency are both determined by the methods in actual use Mitigate by installing controls Mitigate by cost-cutting and you hides the variation in deteriorates methods Visible the methods even more Quality Efficiency Methods Invisible Mitigate by improving the actual methods and both quality and efficiency is improved 9 Strive daily 10 5

6/14/18 Master data reflects the actual processes in Operations Case handling process F u lfilm e n t o f O ffe r to c u s to m e r C u s to m e r s ig n a tu re C o n s u m e r lo a n 5 0 / d a y a g re e m e n t C u s to m e r P ro d u c e lo a n — P h y s ic a l P ro d u c e lo a n — e S ig n (7 0 % ) P a y -o u t lo a n F o llo w u p (3 0 % ) G S L (9 0 % ) (5 0 % ) SLA = 3 d SLA = 1 d SLA = 1 d SLA = 9 d (External) (External) A c tiv ity 1 .1 — 8 m in A c tiv ity 2 . 1 — 5 m in (External) A c tiv ity 3 .1 — 5 m in (Internal) A c tiv ity 4 .1 — 4 m in X E x c e p tio n 3 .1 — 5 m in , A c tiv ity 1 .2 — 5 m in A c tiv ity 2 .2 — 5 m in A c tiv ity 4 .2 — 2 m in 4 0 % o f c a s e s A c tiv ity 1 .3 (5 0 % )1 — X E x c e p tio n 2 .1 — 5 m in , 2 0 % X E x c e p tio n 4 .1 — 2 0 m in , 1 0 m in o f c a s e s 5 % o f c a s e s X E x c e p tio n 1 .1 — 1 0 m in , 2 0 % o f c a s e s P r o c e s s s te p tim e — 2 0 m in P r o c e s s s te p tim e — 1 1 m in P r o c e s s s te p tim e — 7 m in P r o c e s s s te p tim e — 7 m in 1 .Activity 3 can only be provided in physical docs 11 Benefits of TWI must be visible in existing measurement structure Need for training Process performance Business outcome Competence matrix Quality Fewer calls about status Employee view More process errors “Trusted partner” Competent capacity Delivery SLA KPI performance Planning view Fewer single backorders To BU’s Process change Productivity Faster ramp up Adherence view On process step On “new things” New tasks or requirements Utilization Capacity view Less time on training 12 6

6/14/18 We have problems at 4 levels Level of problem solving Problem recognition Solution examples Focus “ W e d o n ’t s e r v e th e c u s to m e rs th e • M o re re s o u rc e s w a y w e w a n t ” • M a n a g e m e n t fo c u s 1. Customer S y m p to m L in e • M a n a g e c u s to m e r e x p e c ta tio n s m a n a g e m e n t “ W e h a v e a p ro b le m w ith th e p ro c e s s s e r v ic in g • P ro c e s s im p ro v e m e n t th e c u s to m e r ” • S ta n d a rd s 2. Processes • Im p ro v e d jo b m e th o d s “ O u r a b ility to im p ro v e a n d s ta b ilize p ro c e s s e s C a p a b ilitie s — S ta n d a rd s , tra in in g , p ro c e s s a n d w o rk is in s u ffic ie n t ” c o n firm a tio n , p la n n in g , p ro b le m s o lv in g 3. System “ O u r th in k in g d o e s n ’t le a d to th e L e a n th in k in g o r m o d e rn m a n a g e m e n t R o o tc a u s e M a n a g e m e n t d e s ire d s y s te m ” 4. Thinking c o a c h e s 13 Solve problems at 4 levels through primary intervening at level 3 and 4 Level of problem solving Problems and solutions Focus “W e d o n ’t se rve th e cu sto m e rs th e w a y w e w a n t” • M o re re so u rce s 1. Customer S y m p to m Lin e • M a n a ge m e n t fo cu s • M a n a ge cu sto m e r e xp e cta tio n s m a n a g e m e n t “W e h a ve a p ro b le m w ith th e p ro ce ss se rvicin g th e cu sto m e r” • P ro ce ss im p ro ve m e n t P ro je ct fo cu s is in 2. Processes S T R IV E • Sta n d a rd s th is a re a w ith th e • Im p ro ve d jo b m e th o d s O p e ra tio n s p u rp o se o f im p ro vin g cu sto m e r M a n a ge m e n t “O u r a b ility to im p ro ve a n d sta b ilize p ro ce sse s a n d w o rk is in te gra te s a ll e xp e rie n ce a n d in su fficie n t” 3. System 4 le ve ls p ro ce sse s • C a p a b ilitie s — Sta n d a rd s, tra in in g, p ro ce ss co n firm a tio n , p la n n in g, p ro b le m so lvin g “ O u r th in k in g d o e s n ’t le a d to th e R o o t c a u s e M a n a g e m e n t d e s ire d s y s te m ” 4. Thinking • Le a n th in kin g o r m o d e rn m a n a ge m e n t co a ch e s If we improve the processes …without improving the system and thinking …then we’ve failed If we improve the system …without improved customer experience and processes …then we’ve failed 14 7

6/14/18 Content of STRIVE for Quality T h e S T R IV E fo r Q u a lity will im p le m e n t th e a d v a n c e d c a p a b ilitie s w ith in Q u a lity M a n a g e m e n t a n d P ro c e s s D e s ig n . O n to p o f th is th e P ro c e s s Tra n s p a re n c y w ill b e ra is e d to th e n e x t le v e l b y a lig n in g M a s te rd a ta a n d d o c u m e n ta tio n in th e P ro c e s s P o rta l P ro c e s s d e s ig n P ro c e s s tra n s p a re n c y • D e s ig n fo r n o e rro rs • M a s te rd a ta in P ro c e s s P o rta l • F a ilu re m o d e e ffe c t a n a ly s is • E rro r p ro o fin g O M P r in c ip le s Q u a lity m a n a g e m e n t • U n d e rs ta n d fu ll s y s te m • T W I Jo b In s tru c tio n • P ro c e s s c o n firm a tio n • D e te c t a n d im p ro v e p ro c e s s q u a lity K e e p p ro m is e s • O n b o a rd n e w m a n a g e rs C o n tin u o u s Im p ro v e m e n t • R e g u la r a s s e s s m e n t o f b e h a v io u r • A 3 p ro b le m s o lv in g C h a n g e w ith s ta b ility • C h a n g e o f p ro c e s s w ith in G O STRIVE foundation STRIVE for Quality STRIVE to Deliver STRIVE to Improve 15 4 core elements of Quality Management 8

6/14/18 This is how we get results Some causes for variation • Training methods • Management behaviour • Unprecise documentation • Poor relations • …and much more …but rarely IT Variation is a gift to improvement activities Denis Becker @TWI Conference 2014 17 How do we get full realization of process potential T a rg e t le v e l C u rre n t le v e l Quality delivered to customers Higher Sustained Time Faster 18 9

6/14/18 From Quality Islands… Then you do this… you need to remember… sometimes there is an exception… you'll learn it over time Train employees Define If you want to know something, you Process Confirmation…no… Confirm targets Case processes can always look here I trust my employees • Customer attention • Simplicity Document Check processes • Efficiency measures Improve processes As we talked about at our last meeting —this is how we do it from now on (Implement by communication) 19 …to STRIVE for Quality Competence matrix (reg. Competence TWI job matrix instruction and report) Trainer Training plan Training plan Time Train employees Time Visual Visual Process Process confirmation confirmation Team Team Masterdata Define targets Process Portal Confirm processes Case Error txt 1 5 ,1 1 maintenance • Customer attention Manager • Simplicity • Efficiency Document Check Activity and processes measures error and Templates Team Team reports (OPT) Process Portal Visual Performance Visual board Time Operations Time Improve Reports processes Lean Supporter A3 registration A3 Logs and report Improvement CI registration board and report 20 10

6/14/18 TWI J-programs provides the foundation for and leads to a process confirmation Training sheet Slice and dice PC template Templates 21 TWI Job method — How does it work Observations Case 1 Merge and apply Job method New process Case 2 Case 3 + Eliminate + Combine + Rearrange + Simplify 22 11