Applying Lean Thinking to Service Value Streams in Banking
Transforming functional silos into customer-backed value stream
Presentation Code: VS4-01
Value Stream: VS4 - Lean Beyond Manufacturing
Day & Time: Tuesday, Oct 16, 2012 - 9:30 AM
Length: 1 hour, 10 minutes
Three years ago, Capital One fraud and dispute customer satisfaction scores were some of the lowest in the service industry. That's because its strong focus on internal measures was causing long lead times, poor outcomes and customer complaints. The solution: focus on the customer need. They 1) identified customer back services, 2) defined value and value added activities, 3) created new metrics and 4) either changed old metrics to measure success from the customer's perspective or shelved them altogether. The value chain continues to break down department and team silos, re-assemble teams to align to key customer outcomes and develop "See-in-the-Moment" skills to measure value on a daily basis. The company changed its focus and saw much improvement. During this presentation you will hear how the company managed its change and learn how these changes may be ones you can use at your business.
In this presentation:
- Hear why Capital One decided it needed to change.
- Learn how the company discovered what needed to be changed.
- Find out about a model that helps service teams in an office setting.
- Hear how to measure performance and make value flow visible.
- Learn how to break down organizational silos and focus on delivering value to customers.
- Take home tips that just might benefit your business.
Capital OneCapital One is a diversified bank that offers a broad array of financial products and services to consumers, small businesses and commercial clients. A fortune 500 company, Capital One has one of the most widely recognized brands in America. As one of the nation's top 10 largest banks based on deposits, Capital One serves banking customers through branches located primarily in New York, New Jersey, Texas, Louisiana, Maryland, Virginia and the District of Columbia.
Steve Manley currently heads the Fraud/Disputes department of Capital One Credit Cards. Steve joined Capital One in 1998, after spending 10 years as an USAF pilot. In his 13 years with the company, he has worked in almost every aspect of operations and has had several stints in credit card marketing. Steve began his process journey as a second lieutenant in the U.S. Air Force, where he became a qualified total quality management facilitator. He holds a six sigma black belt, and for the past seven years he has been focused on bringing lean principles to service. Steve received his bachelor's degree in aerospace engineering from the University of Alabama and his MBA from Colorado State University.
Ron Oslin is currently leader of the lean sensei team at Capital One - a team composed of five retired Toyota sensei who provide coaching to all levels of leadership at Capital One. Ron joined Capital One in 2007, already having more than 20 years of lean application in manufacturing and service. Ron began his process learning journey as an intern with Dr. Edward Deming in 1982 and has applied lean methodologies in printing, auto manufacture, marine heating and air conditioning manufacture, healthcare, education and banking. Prior to joining Capital One, Ron held roles as CEO, COO and transformation leader in several organizations. He received his bachelor's degree from Virginia Commonwealth University and is a six sigma master black belt.
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