ProcessArc

The McGraw-Hill 36-Hour Course:
Lean Six Sigma

Use your next three-day weekend to develop valuable Lean Six Sigma skills

With the integration of Lean and Six Sigma, businesses have a potent tool in the never-ending drive to deliver top-quality service and products. But you don’t need to be a Black Belt to build quality and efficiency into all areas of your operation; you just need The McGraw-Hill 36-Hour Course: Lean Six Sigma.

Complete with exercises, self-tests, and an online final exam, The McGraw-Hill 36-Hour Course: Lean Six Sigma lets you energize your organization with the power of today’s biggest breakthrough in business process improvement.

Operational Efficiency:
Process Improvement Opportunities for Credit Unions

By most external measures of customer satisfaction, credit unions appear to enjoy significant service advantages over their larger bank rivals. However, they often don’t enjoy the same scale and operational efficiency advantages. This report makes a persuasive case that credit union leaders can make significant competitive gains in their markets by implementing well-known continuous improvement techniques to simultaneously improve operational efficiency, reduce cost, and improve the member experience.

Simplify and Unleash:
One Bank’s Strategy for Growth Through Lean Six Sigma

In 2007, the CEO of a large national retail bank shrewdly detected trends that led him to believe the recent growth in the mortgage industry was unsustainable. The CEO realized the importance of strategically focusing on the retail division to make it lean and subsequently better position his organization to weather the coming storm in the mortgage industry.

Fitting a Square Peg in a Round Hole
Why Manufacturing Through LeanSix Sigma Will NOT Work in a Transaction-Based Financial Services Environment

In the late 1970s, most companies that signed on to Quality initiatives did so with their backs up against a wall. The leading U.S. based manufacturers were losing market share to overseas competitors. Companies such as Xerox and Ford were particularly hard hit and found themselves dealing with more competitive products from Japan. At that time Japanese companies were using Total Quality Management (TQM) and Lean methodologies to improve their manufacturing performance and to design “customercentric” products. In response, US based firms began to adopt TQM as well.

Improved Response Time
Increases Revenue for Global Lender

One global lender, in partnership with ProcessArc, a consulting firm specializing in Lean Six Sigma for financial services, discovered that it was losing 40% of its applications at various process stages. Lean Six Sigma helped reveal that slow response time was the key driver for the loss.

Lean Six Sigma for Financial Transactions
Operational Cost Reduction in the Millions —
Back-Office Transactions

The financial services industry is faced with growing pressures. Differentiation is eroding as industry products and services become commoditized. Financial and regulatory constraints are growing while there is increased pressure on fees. Combined, these factors are creating enormous downward pressure on profits. Today more than ever, there is an urgent need for the financial services industry to improve process efficiency and employee productivity.

Lean Six Sigma for Financial Transactions
$4.5MM Operational Risk Reduction — Wire Transfers

A medium size bank in the midst of a rapid growth cycle had one central concern: the scalability of their business processes. Management wanted to ensure that the bank possessed the required rigor and controllership to manage an increase in transactional volume. The objective was to secure growth while controlling cost and maintaining a consistent level of customer service.

Lean Six Sigma Increases Efficiency
for Financial Services Firm

A fund services organization invested in extensive technology upgrades to boost efficiency and process control with the overarching goals of improving quality and client experience. After the technology updates were fully implemented, metrics showed the organization was achieving timeliness and accuracy goals more than 99 percent of the time, but two key questions remained unanswered, “Are we effective at what we are doing,” e.g., What was the cost to the business in attaining 99-percent accuracy and timeliness? and “Do we know our operational risk points?” In partnership with ProcessArc, a consulting firm specializing in Lean Six Sigma for the financial services industry, the organization set out to tackle these questions.