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

6/14/18 1

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

6/14/18 2

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

6/14/18 3

5

Danske Bank has a strong Nordic footprint

6

Why are we here?

Being # 1 in customer experience

6/14/18 4

Fundamentals

8

How do we develop operations?

Quality Delivery Productivity Em ployees

Operations

External Internal

6/14/18 5

9

Quality and efficiency are both determined by the methods in actual use

Visible Invisible Quality Efficiency Methods Mitigate by cost-cutting and you deteriorates methods even more Mitigate by installing controls hides the variation in the methods Mitigate by improving the actual methods and both quality and efficiency is improved

10

Strive daily

6/14/18 6

11

Master data reflects the actual processes in Operations Case handling process

1 .Activity 3 can only be provided in physical docs O ffe r to c u s to m e r C u s to m e r s ig n a tu re F u lfilm e n t o f a g re e m e n t C o n s u m e r lo a n 5 0 / d a y C u s to m e r P ro d u c e lo a n — P h y s ic a l (3 0 % ) A c tiv ity 1 .1 — 8 m in A c tiv ity 1 .2 — 5 m in A c tiv ity 1 .3 (5 0 % )1 — 1 0 m in P a y -o u t lo a n (9 0 % ) A c tiv ity 3 .1 — 5 m in F o llo w u p (5 0 % ) A c tiv ity 4 .1 — 4 m in A c tiv ity 4 .2 — 2 m in X E x c e p tio n 4 .1 — 2 0 m in , 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 ro d u c e lo a n — e S ig n (7 0 % ) G S L A c tiv ity 2 . 1 — 5 m in A c tiv ity 2 .2 — 5 m in X E x c e p tio n 2 .1 — 5 m in , 2 0 %

• f c a s e s

SLA = 3 d (External) SLA = 1 d (External) SLA = 1 d (External) SLA = 9 d (Internal) X E x c e p tio n 3 .1 — 5 m in , 4 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 12

Benefits of TWI must be visible in existing measurement structure

Business outcome Process performance Need for training SLA KPI performance To BU’s Quality More process errors Competence matrix Employee view Competent capacity Planning view Process change Adherence view New tasks or requirements Capacity view Delivery Fewer single backorders Productivity On process step Utilization Less time on training Fewer calls about status “Trusted partner” Faster ramp up On “new things”

6/14/18 7

13

Problem recognition Solution examples

We have problems at 4 levels

Level of problem solving

S y m p to m R o o tc a u s e

Focus

M a n a g e m e n t c o a c h e s L in e 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 th e c u s to m e r ”

• P ro c e s s im p ro v e m e n t
• S ta n d a rd s
• Im p ro v e d jo b m e th o d s
• 2. Processes

“ W e d o n ’t s e r v e th e c u s to m e rs th e w a y w e w a n t ”

• M o re re s o u rc e s
• M a n a g e m e n t fo c u s
• M a n a g e c u s to m e r e x p e c ta tio n s
• 1. Customer

“ 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 a n d w o rk is in s u ffic ie n t ” C a p a b ilitie s — S ta n d a rd s , tra in in g , p ro c e s s 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 d e s ire d s y s te m ” 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

• 4. Thinking

14

Problems and solutions

“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
• Sta n d a rd s
• Im p ro ve d jo b m e th o d s

“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
• 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

“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 su fficie n t”

• 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 d e s ire d s y s te m ”

• Le a n th in kin g o r m o d e rn m a n a ge m e n t

Solve problems at 4 levels through primary intervening at level 3 and 4

Level of problem solving

S y m p to m R o o t c a u s e

Focus

M a n a g e m e n t co a ch e s Lin e m a n a g e m e n t

• 2. Processes
• 1. Customer
• 3. System
• 4. Thinking

S T R IV E O p e ra tio n s M a n a ge m e n t in te gra te s a ll 4 le ve ls P ro je ct fo cu s is in th is a re a w ith th e p u rp o se o f im p ro vin g cu sto m e r e xp e rie n ce a n d p ro ce sse 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

6/14/18 8

15

Content of STRIVE for Quality

STRIVE foundation STRIVE for Quality STRIVE to Deliver STRIVE to Improve 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

• D e s ig n fo r n o e rro rs
• 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

Q u a lity m a n a g e m e n t

• 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

C o n tin u o u s Im p ro v e m e n t

• 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

P ro c e s s tra n s p a re n c y

• M a s te rd a ta in P ro c e s s P o rta l

O M P r in c ip le s

• U n d e rs ta n d fu ll s y s te m

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
• 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

4 core elements of Quality Management

6/14/18 9

17

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

18

How do we get full realization of process potential

Time Quality delivered to customers Faster Higher Sustained

C u rre n t le v e l T a rg e t le v e l

6/14/18 10

19

From Quality Islands…

If you want to know something, you can always look here Process Confirmation…no… I trust my employees

Confirm processes Check measures Train employees Document processes Define targets Improve processes

Case

• Customer

attention

• Simplicity
• Efficiency

Then you do this… you need to remember… sometimes there is an exception… you'll learn it over time As we talked about at our last meeting —this is how we do it from now on (Implement by communication)

20

…to STRIVE for Quality

1 5 ,1 1 Time Visual Team Team Visual Time Time Visual Team Team Visual Time Confirm processes Check measures Train employees Document processes Improve processes Define targets

Case

• Customer attention
• Simplicity
• Efficiency

Process Portal Templates Trainer TWI job instruction Competence matrix Training plan Process confirmation Manager Lean Supporter Improvement board A3 Performance board Process Portal Competence matrix (reg. and report) Process confirmation CI registration and report Operations Reports Masterdata Error txt maintenance Training plan Activity and error and reports (OPT) A3 registration and report Logs

6/14/18 11

21

TWI J-programs provides the foundation for and leads to a process confirmation

Slice and dice Training sheet PC template Templates

22

TWI Job method — How does it work

Merge and apply Job method New process Observations Case 1 Case 2 Case 3 + Eliminate + Combine + Rearrange + Simplify

6/14/18 12

23

Important steps of breaking down a process step

• 1. Classify job

Routine work Technician work Craft work Nonroutinework

• 2. Identify requirements

Skills Knowledge Decisions Accumulated know-how

• 4. Develop skills
• TWI Job Instruction
• Classroom training
• Classroom training, Job

Instruction, mentoring

• Mentoring
• 3. Document the standard
• Training sheet
• Navigation sheet
• General material
• W

ritten policies and Decision or Step-Action

• Checklists

24

TWI Job instruction — How does it make a difference?

6/14/18 13

25

How to perform a process confirmation

Let’s go through the pocket card for process confirm ation

Step 1 – PREPARE THE EMPLOYEE § Make the employee feel comfortable § Explain WHY § Explain HOW § Get placed in the right position Create a safe situation Step 2 – OBSERVE THE PROCESS § Observe the complete process step and let the employee explain the job § Ask questions – if necessary (limit your interruption) § Ask for improvements § Say thanks and share your observations § Tell when you will return with feedback Evaluate whether the process step is performed correct, efficient and conscientiously Step 3 – ACT ON YOUR OBSERVATIONS § Discus observations with trainer § Act to solve problems or improve the work § Set deadlines § Explain and gain acceptance Step 4 – FOLLOW UP § Do you do another Process Confirmation? § When do you follow up? PERFORM PROCESS CONFIRM ATION DO WE HAVE AN EFFECTIVE TRAINING PROGRAM TL 26

The WHY of process confirmation

Em ployees Trainer M anagem ent To perform the work correct, efficient and conscientiously If the worker hasn’t learned The trainer hasn’t taught You haven’t created the right system The worker has learned and the trainer has taught You have created the right system If the worker hasn’t learned the trainer hasn’t taught and you haven’t created the right system

6/14/18 14

27

Owns Connections Head of BU Ops

• The mgt. philosophy and

system Function Head

• The processes

Team Lead

• The process steps

Employees

V a lu e c re a tio n R e s p o n s ib ility R e s p o n s ib ility R e s p o n s ib ility E s c a la tio n E s c a la tio n C o n firm C o n firm C o n firm U n d e rs ta n d U n d e rs ta n d D e v e lo p

Process confirmation on all levels and clear expectation…

28

Benefits — Productivity and Variation

Average PT = 24,21 The last 3 weeks Average PT = 31,31 6 trained 6 retrained 6 trained 1 trained

6/14/18 15

29

Benefits — Lead time on training

Examples from teams in Danske Bank show that training time is cut dramatically Employees are trained in a way so it is easier to

• Understand what is required
• Understand how things are done
• Find support in documentation if needed

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 Number of workdays in previous training methodology Number of workdays using LQS training methodology

30

Where do we see challenges in the administrative context and how do we mitigate it

• The production process is not visual in the same way as the

manufacturing process?

• Trainers might not know all the task in the teams?
• Teams define their own standards, there is no central unit that

defines the “Standard Operating Procedure”?

6/14/18 16

Questions ?

32

Books, books, books…