This highly interactive 3-day workshop has been specifically designed to improve efficiency for senior managers working in the financial industry.
You will:
- Understand why processes drive the short term and long term success of every organisation
- Learn how to design processes that will deliver excellence for both the customer and the business
- Develop knowledge of the latest thinking in Operations and Process management
- Become confident in using improvement tools and techniques and also be able to teach others to use them too
- Apply the principles to the workplace to deliver real bottom line value
Who should attend:
The course will be of value to professionals in the following areas:
- Line managers
- Senior managers
- HR Managers
- Sales and Marketing Managers
- Procurement and Purchasing Managers
- IT Managers
- Finance Managers
The experience:
The programme includes a selection of learning methods including examples from various parts of the financial services sector, formal inputs, discussions, exercises and case studies. Case studies are particularly important in helping participants to understanding how different process improvement approaches have been applied in Financial Services, and will help participants select the most appropriate approach to apply in their own organisations. In addition, case studies and exercises help to inform both best practice.
Course Overview
This is a highly interactive three day workshop designed specifically for managers working in the financial sector. It focuses on the power of the process. Well designed, well controlled processes drive both the short term operational goals and the longer term strategic aims. Get processes right and costs are reduced, income improved, customers satisfied and risks controlled.
This is a critical course for every manager involved in running processes, managing people who run processes or looking to build long term capabilities.
Day 1
Introduction to Operations, Processes and Performance
- Why Process Excellence is so powerful
- Two simple models to diagnose the key issues facing any operation
- How to manage performance, including an introduction to the Balanced Scorecard
The Lifeline Insurance case study - This case highlights that not all processes should be managed in the same way. Simple analytical tools such 4Vs will be used to analysed the different nature of products / services in the case.
Process Resourcing
- Why job design is critical
- How to layout the process
- Making the right technology choices
The Schmenner Wealth Management case study - This case helps us to explore relationship between the operating characteristics of a process and its productive resources.
Process Analysis
- The power of process mapping
- Why tackling bottlenecks will transform your operation
- Little’s Law – critical knowledge for all managers
- Why variability reduction gives you the best of both worlds
The North West Construction Bank case study - This case study explores process design, especially the critical issues of loading and capacity, bottleneck identification, information recycling and Little’s Law in a practical setting.
Networks – Value and Configuration
- The opportunities are at the boundaries – the rewards for improving connections in the network
- Why relationships matter
The Red Blue relationship management exercise - This exercise is a fun yet powerful way of demonstrating the importance of, and challenges in developing collaborative relationships.
Day 2
Networks – Operation
- Are you being killed by the bullwhip effect?
- What you need to know about Service Level Agreements
A supply network volatility simulation – This simulation highlights some of the issues posed by volatile demand in Banking supply chain coordination.
Risk and Resilience
- The major topic on all managers’ issue list
- How to manage risk
- How to recover when things go wrong
The IT delivery failure at Southern Life Bank case study - This case helps us to model operational risk and consider how to develop effective prevention, mitigation and recovery strategies.
Capacity Management
- Understanding demand
- Forecasting approaches
- Learn about the different capacity strategies and which one is best for your business
The Fleet call centre case study – This case demonstrates capacity management constrains and solutions within a call centre.
Resource Scheduling
- Flexing capacity to meet the needs of the business and the customers
- Getting the right people at the right place at the right time
- Control - Understand the secret to day to day success and long term capability building
Day 3
Improvement – Lean
- Why lean is on every manager’s lips, what it is and when to use it
- Why synchronisation is critical to lean and how to achieve it
- Learn to get rid of waste
A process activity mapping in a Retail Bank exercise - A process within a retail banking environment will be analysed using a process activity mapping tool to identify how much of the process is adding value to the end customer.
Improvement – Six Sigma
- When to use Six Sigma and when to steer clear
- Understanding data the power of Statistical Process Control
The claims management at PDR Insurance Services case study - In this case the importance of organisational learning will be explored. In addition, this case will highlight how Statistical Process Control can help establish continuous improvement within an organisation.
Improvement – Quality Tools
- Learn the simple but hugely effective tools to get to the root cause of the problem
- How to give your team the confidence to use the tools everyday
The Importance-performance matrix exercise – An opportunity for participants to analyse part of their own organisation.
Operations for Strategic Impact
- Turning the operation into a strategic powerhouse
- Understand the critical strategic issues
- Learn how to develop a highly effective Operations Strategy
A Strategy mapping exercise – Another opportunity for participants to analyse the links between strategy and process excellence in their own organisation.
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The course director is an Assistant Professor at a leading UK business school and a Member of the Chartered Institute of Purchasing and Supply. He draws upon hands-on supply chain management, operations and general management experience from running his own import and retail company. He has also had 12 years experience in consultancy, research and teaching in Supply Chain Management, Business Strategy and Procurement, and Operations Strategy within leading European business schools.
He started his career as the Managing Director of a specialist importer and retailer of African arts and crafts. In 2000 he took a research position at the Centre for Business Strategy and Procurement (CBSP) at Birmingham Business School. During his time at CBSP and the business school he has been involved in and managed major research projects, working with public and private organisations in many sectors, including Financial Services, Oil and Gas, Health, Construction and Food and Farming. He has been working with large organisations including the NHS, Conoco-Phillips, Rolls Royce, Carillion, BUPA, Apetito, Bernard Matthews, Cadbury’s Schweppes, UBS, KPMG and Holcim as well as smaller enterprises such as Pioneer Foodservices.
Over the last ten years he has developed and delivered professional training modules for an international technology company focusing of value chain management and strategic sourcing, which has taken him to Europe, Australasia, and Asia. He is the author and co-author of many publications in the Supply Chain Management area, including book chapters and leading academic and practitioner journals.
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Interested in holding this course in-house? Please fill out your details and a member of our team will be in touch with more information.
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