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Lean for Banks Improving Quality, Productivity, and Morale in Financial Offices

Langue : Anglais

Auteur :

Couverture de l’ouvrage Lean for Banks

Most banking institutions suffer from numerous inefficiencies, such as poor planning; inadequate coordination and communication; ineffective processes, tools, and workflow; and excessive bureaucracy. Lean for Banks describes in easy language how to use Lean and Six Sigma management practices to significantly improve the efficiency of bank operations.

This book shows how to use Lean and Six Sigma management practices to improve the normal daily work in a bank, typically executed in the so-called "back offices." This work involves about 90 percent of bank employees and generates 90 percent of costs. Lean for Banks explains how to organize bank operations better, increase work productivity and quality by working smarter and not harder, make fewer mistakes and decrease rework, and elevate jobs from mundane and repetitive to creative and pleasantly challenging. Most importantly, it shows how to increase the satisfaction of bank customers and in turn enhance bank competitiveness and market share.

Lean for Banks is intended for all levels of bank employees: back-office workers, first-level supervisors, middle- and higher-level managers, and corporate executives. It is also intended for all levels of students at schools that teach banking skills?short courses intended for tellers, college courses in advanced banking operations, and continuing education for bank managers and line employees. This book is an entry-level text on Lean and should give readers enough understanding to prepare them for active participation in Lean deployment activities.


Banking Activities Addressed in This Book
Intended Audience
Organization of the Book

Ideal versus Traditional Bank
Ideal Bank
Dysfunctional Bank
Lean Challenge for a Real Bank

The Amazing History of Lean
Do Not Displace Good Old Knowledge with New; Integrate It
A Bit of History: from TQM to Concurrent Engineering, Six Sigma, and Lean
Total Quality Management (TQM)
Concurrent Engineering (CE)
Six Sigma
Management by Objectives
ISO 9000
Relationship of Lean to Other Improvement Strategies
Evolution of Lean to Other Industries
Literature on Lean Banking
Recommended Lean Resources
Lean Enterprise Institute
Lean in Healthcare
Lean Advancement Initiative and EdNet Lean AcademyTM
Toyota Production System (TPS)
The Toyota Way
Lean Enablers for Banking and Lean Product Development Flow (LPDF)

Critical Lean Concepts: Value, Eight Wastes, and Six Lean Principles
Customer and Value
Stakeholders and Value
Waste of Waiting
Waste of Defects and Rework
Waste of Overproduction of Information
Waste of Unnecessary Movement of People
Waste of Unnecessary Movement of Information
Waste of Overprocessing of Information
Waste of Inventory of Information
Wastes of Talent and Enthusiasm
Muda, Mura, Muri, and Hejinka
Lean Principles
Principle 1: Value
Principle 2: Mapping Value Stream
Principle 3: Flow
Principle 4: Pull
Principle 5: Perfection
Principle 6: Respect for People
Lean Applies to One-Off Projects Equally Well as to Repetitive Work
Symphony of Lean Principles

Tools of Lean
6S Method: Orderliness, Security, and Safety
Seiton (Plan Office and Computer Spaces)
Seiri (Sort)
Seiso (Sweep and Clean)
Seiketsu (Standardize)
Shitsuke (Discipline)
Safety and Security
Quality Assurance
Continuous Improvement
Bottom-Up Improvements Suggested by Individual Employees
Kaizen Blitz: Quick Improvements by a Small Team of Stakeholders
Six Sigma for Large Formal Projects
Other Improvement Methods: Brief Review
Work Standardization, Procedures and Checklists
Kanban: Simple "I Need" Signal
Visual Controls
Tracking Quality, Process Time, and Other Numerical Trends
Task or Process Status Board
Skill Set Monitoring Board
Single-Piece Flow
Work Cells and Working to Common Takt Time
Poka Yoke and Error Proofing
Gemba: Walking to See Work
Database of Lessons Learned and Risks
Communities of Practice
A3 Form

Deploying Lean
Beginning Implementation with 6S
Initial Lean Training
Elimination of Destructive Myths
Team Effort
Culture Change and Management Support
Determining Values and Identifying Customers
Lean Deployment
Hoshin Kanri for Sustaining Lean Energy
Learning from Experiences of Others
Lean Metrics
Scientific Approach
Lean Deployment: Closing Thoughts

Lean Enablers for Banks
Success of Lean Enablers Project
Applicability to Banking Operations
Lean Enablers Designed for Banks

Lean Product Development Flow (LPDF)
Lean Manufacturing: A Useful Refresher
Overview of LPDF
Integrative Events
Devising Project Schedule
Mapping Value Streams
Mapping Current State
Mapping Future State
Parsing Future State Map into Takt Periods
Project Leadership and Management
Project Room
Closing Remarks

Abbreviations and Acronyms
Idioms, Colloquialisms, and Foreign Expressions

About the Authors

Lean for all levels of bank employees: back-office workers, their first-level supervisors, middle and higher-level managers, and corporate executives.

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Date de parution :

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