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    Super7 Operations: The Next Step for Lean in Financial Services
    Super7 Operations: The Next Step for Lean in Financial Services
    Super7 Operations: The Next Step for Lean in Financial Services
    Ebook94 pages47 minutes

    Super7 Operations: The Next Step for Lean in Financial Services

    By Menno R. Van Dijk MSc

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    About this ebook

    When author and operational excellence consultant Menno R. van Dijk joined ING Domestic Bank in the Netherlands, the company had already been using the Lean system a few years. But van Dijk felt something was missingthe fun factor: experiments, improvements, a supportive management style, and teamwork. He wasnt seeing the sense of invigoration and renewal that comes when employees on the shop floor experience the improvement brought on by a Lean implementation.

    He went to work and created a new approachSuper7that took the Lean system in financial services to the next level. It radically reduced customer waiting times with less management and more responsibility on the shop floor. In Super7 Operations, he discusses Super7 in detailhow it was developed, what it does for customers, how it changes culture on the shop floor, and how it affects employees and managers. He explains its benefits, which include

    flexible capacity to cope with fluctuating demandno inventory, no waiting;

    small, autonomous teams committed to getting the job done for their customers;

    output management and delegated responsibilities; and

    continuous improvement of performance without the need for tight controls.

    Including case studies, this guide provides valuable tips and tricks for implementing Super7 in an organization that is looking for ways to improve their customers experience.

    LanguageEnglish
    PublisheriUniverse
    Release dateNov 29, 2013
    ISBN9781491713518
    Super7 Operations: The Next Step for Lean in Financial Services
    Author

    Menno R. Van Dijk MSc

    Menno R. van Dijk, MSc, currently an operational excellence consultant and trainer, earned a master’s degree in engineering from Delft University of Technology. His innovative views on Lean and teamwork led to the development of Super7 Operations within ING. He and his wife, Angie, have two children and live near Amsterdam, the Netherlands.

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      Book preview

      Super7 Operations - Menno R. Van Dijk MSc

      Contents

      Foreword

      Introduction

      Discovering The True Benefits Of Lean

      Section 1   Super7 Operations

      [Chapter 1]   Super7 – The Logical Next Step For Lean Within Financial Services

      Super7 Defined

      The Limitations Of Operational Management In Back Offices

      Super7 – Rethinking The Back Office

      [Chapter 2] The Development Of Super7 At Ing

      The Problem

      The Solution – Developing Super7 Operations

      [Chapter 3] Three Reasons To Introduce Super7 In Your Operation

      [Chapter 4] What Super7 Means For The Manager

      Management Of Inventory

      Management Of Assigning Work

      Management Of Skills

      Management Of Work In Progress

      Section 2 Case Studies – Experiences With Super7 Within Ing

      [Chapter 5] Os Leeuwarden: One Year After Super7 Implementation

      Cultural Shifts With Super7, One Year In

      Tips And Tricks, One Year In

      Employee Feedback, One Year In

      [Chapter 6] Super7 At The Mortgages Department

      Implementing Super7

      Lessons Learned

      [Chapter 7] Super7 At The Credit Cards & Loans Department

      Setting Objectives And Goals

      Organising The Pilot

      Results

      Lessons Learned

      Credit Cards Pilot

      A Shift In Culture

      Section 3 Super7 Outside Of Operations – Ideas And Experiments

      [Chapter 8] Super7 Within A Small Consultancy Team

      Objectives

      The Solution

      The Pilot

      The Result

      [Chapter 9] Is There A Use For Super7 Outside Of Back Offices?

      Conclusion

      References

      Acknowledgements

      FOREWORD

      This is a book about impactful change. There are many theories on operational excellence, but few deliver on their promise. Our people do their best to keep their promise every day by delivering great service to our customers, working closely together, and showing the flexibility to adapt to ever-changing customer demands.

      ING aims to build the preferred bank: the bank you love to do business with. At the time we developed that objective, we focused on earning our customers’ trust through transparent products, value for money, and superior service. For daily banking business, this translated to delivering exactly the service that the customer wants, when and where he or she wants it. In operations, we had started to measure process performance some years earlier. Our organisation quickly needed to become more customer centred, and many initiatives were started to improve on end-to-end process performance.

      We captured our ideas on what a good process should look like in a set of ten principles, to which every ING customer operational process had to adhere. An example of this is that many of our paper forms are rapidly being replaced by digital dialogues that make use of all information that we already have. This way, a customer never needs to fill in the same information twice.

      During this time, Super7 Operations was developed within Operational Services in Leeuwarden, our centralised operations department that handles most of the day-to-day customer requests. The results were impressive. Just as IT changes are sped up and made ‘agile’ by putting people together in scrum teams, Super7 Operations cuts throughput times to one day (Today In, Today Out [TITO]), and our organisation is flexible enough to adopt to all fluctuations in daily demand. To underline the innovative nature of this change: Super7 Operations at ING was nominated for the 2012 Dutch NCCA award for innovation.

      For me, this book celebrates the dedication and hard work of all the people at ING Operational Services and ING Business Change that were involved in creating the success of Super7 Operations. I hope you will enjoy reading it.

      —Bart Schlatmann

      Chief Operating Officer (COO)

      ING Domestic Bank

      The Netherlands

      INTRODUCTION

      I have been always amazed by what is achieved when a production team, with operators and maintenance engineers working closely together, improves their own production line step by step. I’ve seen this many times throughout my fifteen years of working as a lean consultant (as of this writing). The first signs of improvement appear after the team gets training and starts applying the principles of lean. The team finds the first quick wins, and this immediately creates enthusiasm and momentum. The real transformation happens, however, when the team begins to truly cooperate. They become an improvement team, committed to improve performance, making optimal use of the strengths of each of the team members. When they really get going and continuous improvement starts, it’s just wonderful to witness.

      Printing lines double their weekly output within one year, with their set-up times reduced from two and a half hours to twenty minutes. The filthiest printing ink-fill lines turn into spotlessly clean and well-organised production lines. And, most of all, production workers rediscover the fun in their work and regain a sense of pride in the performance of their production line.

      I’ve been working as a lean and Lean Six Sigma consultant since 1998. Over the years, I’ve introduced the concept of improvement teams within a dozen production companies within the Netherlands, and a few in Germany. In these multidisciplinary teams, people from different departments work together on the single task of improving a production line, making it run faster and smoother, reducing downtime and breakdowns, etc. Individuals that are part of a team have the flexibility to cope with any production problem that can occur. For me, the people on the shop floor aren’t ‘resources’ that need to be ‘managed’, but, rather, creative and knowledgeable individuals who can do great things, especially when they truly work together.

      Later in my career, I was asked to introduce lean in other types of organisations: logistics, retail, healthcare, and financial services. I’ve always enjoyed these kinds of projects: translating what I had learned in production to a completely different setting, applying the same underlying principles, and making them work in practice. In my most recent position as an internal consultant at ING Bank, I implemented these ideas in what I, and others, feel is an innovative way – Super7 Operations.

      Lean itself has been around in financial services for over ten years (as of this writing). However, among the insurance companies and banking back offices that I saw, the implementation of lean in this context usually focuses on making the operation manageable and

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