LSSGB – Case

Study
The Problem of
Delay in Account
Opening Time in
Lean Six Sigma – Continuous Improvement Project
—

Retail Banking
Published: Add Date | Published by:
Business
Case
 Lean Six Sigma Continuous Improvement Project

Business Case
Bank of XYZ, a major bank receives on an average 2000 new saving account opening customer application forms every day. 40
operators enter the application forms in a database after cross checking the CAF (Customer Application Form) with Identity Proof
details.

The entries are rechecked against the Identity Proof details by 15 Quality Assessors and further 5% sample is audited by 3 Quality
Supervisors. The sales team promises the account opening within 48 hours from receipt of the CAF. Bank of XYZ usually achieves
the account opening within average of 30 hours with a standard deviation of 6 hrs.

Recently, after a significant marketing effort, they started receiving over 3500 CAF, and the % of defects in the CAF increased far
more than the acceptable 10% of total opportunities for error and processing time of CAF also increased, leading to account opening
taking more than target of 48hrs.The Customer Application has the following sections (Opportunities for Error):

1. Title and Gender of the customer

2. Name of the customer

3. Address of the customer

4. Date

5. Identity Proof No

6. Product Code

7. Email Address

Any incorrect section is considered a defect and must be re-processed, resulting in high TAT. The Bank is losing $3750 every day primarily on
rework and penalties. The customers are also dissatisfied as the account opening is taking more time than promised. In the wake of the current
business situation, the management team decides to initiate a Six Sigma project to reduce defects and achieve target account opening time.

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01
Define Phase
 Lean Six Sigma Continuous Improvement Project

Voice of Customer (VOC)

1. Timely Account Opening: Customers expect their saving accounts to be opened within the promised
timeframe of 48 hours.
2. Adherence to Promises: Delays in account opening beyond the promised timeframe led to
dissatisfaction and inconvenience.
3. Accuracy is Paramount: Customers value accuracy in the processing of their application forms.
Errors or defects in the details provided are unacceptable.
4. Minimization of Processing Time: Customers desire a streamlined and efficient account opening
process that minimizes processing time.
5. Hassle-Free Experience: Customers seek a hassle-free account opening experience without
unnecessary delays or complications.
6. Reliable Information Processing: Customers expect their information to be accurately recorded and
processed without errors.
7. Respect for Time: Customers want their time to be respected, and they expect the bank to prioritize
efficient service delivery.
8. Reduction of Rework: Customers are frustrated with the need for rework due to errors or defects in
their application forms, which further delays the account opening process.
9. Satisfaction with Banking Experience: A reliable and efficient account opening process contributes
to overall satisfaction with the banking experience.
10. Meeting Customer Expectations: Ultimately, customers expect the bank to meet their expectations
by delivering on promises, ensuring accuracy, and providing a seamless account opening experience.

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Lean Six Sigma Continuous Improvement Project

Affinity Chart
Process Customer Financial Management
Delays in CAF Delayed account opening. Penalties due to delays. Insufficient number of
verification or approval. operators.

Inefficient re-work process Inadequate customer Costs associated with Inadequate training of
for identified defects. support for query rework. operators.
resolution.

Inefficient database entry Delayed account openings. Loss of revenue due to Inaccurate & Insufficient
process. dissatisfied customers. information provided.

Inadequate prioritization Unclear communication Lack of feedback loop for

of applications. channels for status updates improvement.

Lack of process
optimization.

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 Lean Six Sigma Continuous Improvement Project

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Lean Six Sigma Continuous Improvement Project

CTQ Summary
Bank of XYZ started receiving over 3500 CAF which are 1500 more than 2000 (previous
applications) Recently, after a significant marketing effort, they started receiving over 3500 CAF,
and the % of defects in the CAF increased far more than the acceptable 10% of total opportunities
for error and processing time of CAF also increased, leading to account opening taking more than
target of 48hrs.

Customer Issue (VOC) Critical Customer Critical to Quality

Requirement

 Prolonged Account Opening  Timely account opening  Training and

Process development
 Minimal defects rate
 Increased defect in CAF  Quality assurance
 Efficient process time
 Delay exceeding in the promised  Continuous
 Customer satisfaction improvement
 Timeframe of 48 hours
 Technology
 High rework rates integration

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 Lean Six Sigma Continuous Improvement Project

Project Charter
BUSSINESS CASE
Goal Statement Problem Statement
Bank of XYZ is facing significant financial
The goal of this project is to reduce Bank of XYZ is experiencing increased defects in
losses due to increased defects in Customer
defects in CAFs and achieve the target CAFs, exceeding the acceptable limit of 10% of
Application Forms (CAFs) and delays in the
account opening time of 48 hours, total opportunities for error, and delays in the
account opening process. These issues are
thereby minimizing financial losses and account opening process. This is resulting in
leading to customer dissatisfaction and
enhancing customer satisfaction. financial losses of $3750 per day, primarily due to
penalties. Implementing process
rework and penalties, as well as customer
improvements through a Six Sigma project
dissatisfaction due to extended processing times.
will help reduce defects, streamline Milestones
operations, and achieve the target account Project Initiation and Planning: Define
opening time, ultimately leading to cost project objectives, establish project team,
savings and improved customer satisfaction. and develop project plan.
Project Team
Data Collection and Analysis: Gather
Project Scope Project Sponsor:
data on defects, processing time, and
The project will focus on improving the Project Leader:
customer feedback. Analyze root causes Project Team Members: Representatives from
accuracy of data entry in CAFs and of issues.
streamlining the account opening process to Operations, Quality Assurance, IT, and Customer
Process Improvement Implementation: Service departments.
meet the target timeframe. This includes Implement process improvements to Six Sigma Expert/Consultant: [Name]
optimizing the workflow of 40 operators reduce defects and streamline account Data Analyst: [Name]
entering CAF data, enhancing quality assurance opening process. Quality Assurance Specialists: [Names]
processes conducted by 15 Quality Assessors Monitoring and Control: Monitor Operators: [Names]
and 3 Quality Supervisors, and implementing performance metrics, track progress, and IT Support: [Name]
corrective actions to reduce defects and implement corrective actions as needed
processing time. The scope also encompasses to sustain improvements.
addressing errors in all sections of the CAFs,
including title, name, address, date, identity
proof number, product code, and email address.

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Lean Six Sigma Continuous Improvement Project

Process Map
Suppliers Inputs Process Outputs Customers
Customers submitting Customer Application Data Entry and Successfully opened Prospective account
Customer Application Forms (CAFs) with Cross-Checking:40 saving accounts for holders submitting
Forms (CAFs), Identity sections for title, name, operators enter CAF customers. CAFs.
proof documents, and address, date, identity data into the database.
Sales team providing proof number, product Operators cross-check
information code, and email address CAF information with
identity proof details.

Identity proof Quality Assurance:15 Account details entered Bank customers

documents submitted Quality Assessors accurately in the bank's expecting timely and
by customers. recheck CAF entries database. accurate account
against identity proof opening services.
details for accuracy.
5% sample of CAFs
audited by 3 Quality
Supervisors for quality
control.

Account Opening: Account opening

Accounts opened completed within the
within 48 hours as promised timeframe.
promised by the sales
team.

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02
Measure
Phase
Lean Six Sigma Continuous Improvement Project

Data Analysis

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Lean Six Sigma Continuous Improvement Project

Data Normality Check

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Lean Six Sigma Continuous Improvement Project

Data Stability Check

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Lean Six Sigma Continuous Improvement Project

Data Sampling Strategy

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Lean Six Sigma Continuous Improvement Project

Measurement System Analysis

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Lean Six Sigma Continuous Improvement Project

Baseline Performance

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03
Analyze
Phase
 Lean Six Sigma Continuous Improvement Project

Process Door Analysis

1.Define: -Clearly define the problem: Delayed account openings and increased defects in CAFs.
- Identify critical components: Focus on the key sections of the CAF causing defects (Tile and Gender,
Name, Address, Date, Identity Proof No, Product Code, Email Address).
2. Measure:- Quantify the problem: Calculate the current defect rate and processing time.
- Gather data on defects in each CAF section. - Calculate the sigma level using the defect rate and
standard deviation of processing time.
3. Analyze: - Identify root causes of defects and delays: Analyze data to pinpoint specific issues in each
CAF section.
- Use tools like Fishbone diagrams or Pareto charts to prioritize major contributors to defects. -
Investigate reasons for the spike in defects after the marketing effort.
4. Improve: Develop and implement solutions: Propose corrective actions for each identified root cause.
- Consider process optimization, additional training for operators, or system enhancements. - Test
changes on a smaller scale before full-scale implementation.
5. Control: - Establish control measures: Implement monitoring systems to track defects and
processing time. - Define new standard operating procedures and provide ongoing training. - Set up a
feedback loop for continuous improvement. Specific Actions: - Enhance operator training on cross-
checking CAFs for accuracy. - Implement automated validation for critical sections to reduce manual
errors. - Review and update procedures to address defects in each CAF section.

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Lean Six Sigma Continuous Improvement Project

Process Door Analysis - Fishbone

• Outdated or unreliable • Inefficient data entry

technology process
• Lack of
standardization
• Insufficient operators
• Inadequate quality
• Inadequate training control procedures
• High absenteeism
The Problem of
Delay in Account
Opening Time in
Retail Banking
• Poor quality of CAF forms
• Inaccurate or incomplete
identity proofs • High pressure
work
environment
• Unrealistic target turnaround time • Lack of
communication
• Inaccurate defect tracking and
collaboration

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Lean Six Sigma Continuous Improvement Project

Process Door Analysis - Pareto

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Lean Six Sigma Continuous Improvement Project

Process Door Analysis – 5 Why

Why is the account opening time exceeding the target of 48 hours?
• Because there is an increase in the number of defects in the Customer Application Forms (CAFs).

Why are there more defects in the CAFs now?

• Because the recent marketing efforts have led to an influx of over 3500 CAFs, putting a strain on the
processing capacity.
Why are the marketing efforts resulting in more defective CAFs?
• Because the increased volume of applications is overwhelming the 40 operators responsible for data
entry, leading to errors.
Why are the operators making more errors with the increased workload?
• Because the current process relies heavily on manual data entry, which becomes error-prone under
high pressure and volume.
Why is the data entry process still manual despite the increase in workload?
• Because there has been no implementation of automated or assisted data entry tools to handle the
increased volume efficiently.

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 Lean Six Sigma Continuous Improvement Project

Process Door Analysis – Causes

Segregation Input Door:
Customer Application Forms (CAFs)
Processing Door:
Quality Assessment and Audit
Causes: Causes:
•Influx of CAFs due to recent marketing efforts. •Quality assessment performed by 15 assessors.
•Increase in volume from 2000 to over 3500 CAFs daily. •Only a 5% sample audited by 3 supervisors.
•Variability in the quality of CAFs received. •Inefficiencies in the quality assessment process,
2. Input Processing Door: Data Entry and leading to missed errors.
Verification
Causes:
•Manual data entry by 40 operators.
•High pressure and workload leading to errors.
•Inadequate training for operators on identifying and Output Processing Door:
correcting errors. Rework and Correction
Causes:
•Identification of defects in CAFs after processing.
•Need for reprocessing due to errors.
•Time and effort required for correction adding to processing
time.
5. Output Door: Account Opening Time
Causes:
•Exceeding the target of 48 hours for account opening.
•Increase in processing time due to errors and rework.
•Dissatisfaction among customers due to delays.

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Lean Six Sigma Continuous Improvement Project

Control impact matrix (Causes)

•Quality assessment performed by
•Influx of CAFs due to recent
15 assessors.
marketing efforts.
•Only a 5% sample audited by 3
•Increase in volume from 2000 to
supervisors.
over 3500 CAFs daily.
•Inefficiencies in the quality
•Variability in the quality of CAFs
assessment process, leading to
received.
missed errors.

•Manual data entry by 40 operators. •Identification of defects in CAFs

•High pressure and workload leading after processing.
to errors. •Need for reprocessing due to errors.
•Inadequate training for operators on •Time and effort required for
identifying and correcting errors. correction adding to processing time.

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Lean Six Sigma Continuous Improvement Project

Hypothesis Check
H0: Implementing automated or assisted data entry tools will not significantly reduce errors in
processing CAFs.

H1: Implementing automated or assisted data entry tools will significantly reduce errors in
processing CAFs.

H0: Providing enhanced training for operators will not result in a significant decrease in error
rates during data entry.

H1: Providing enhanced training for operators will result in a significant decrease in error rates
during data entry.

H0: Making changes to the quality assessment process will not lead to a significant
reduction in missed errors.

H1: Making changes to the quality assessment process will lead to a significant
reduction in missed errors.

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Lean Six Sigma Continuous Improvement Project

Regression Analysis

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04
Improve
Phase
Lean Six Sigma Continuous Improvement Project

Brainstorming Insights
1.Automated Data Entry Tools: Introduce software solutions to automate data
entry for accuracy and efficiency.
2.Enhanced Operator Training: Provide comprehensive training to improve data
entry skills and error identification.
3.Increased Quality Assessment Sampling: Audit a higher percentage of
applications to catch errors early.
4.Streamlined Process Workflow: Review and streamline workflow to eliminate
bottlenecks and inefficiencies.
5.Technology-Driven Quality Checks: Implement automated validation checks
and error detection systems.
6.Optimized Resource Allocation: Evaluate staffing levels and resource
allocation to meet demand.
7.Enhanced Customer Communication: Improve communication with customers
regarding process timelines.
8.Continuous Monitoring and Improvement: Establish a system for ongoing
performance metrics and reviews.

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 Lean Six Sigma Continuous Improvement Project

Solution Prioritization
1. Assess the extent to which each solution can reduce processing time and meet
the target of 48 hours for account opening.
2. Evaluate the feasibility and practicality of implementing each solution within the
organization's resources and constraints.
3. Consider the cost-benefit ratio of each solution, including initial investment,
ongoing maintenance, and potential savings from efficiency improvements.
4. Prioritize solutions that have the greatest potential to reduce errors and defects in
the account opening process.
5. Assess the impact of each solution on customer satisfaction and experience,
considering factors such as transparency, communication, and ease of account
opening.
6. Consider whether the solution is sustainable in the long term and can be scaled
up to accommodate future growth and changes in demand.

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Lean Six Sigma Continuous Improvement Project

IOT Solution

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Lean Six Sigma Continuous Improvement Project

RPA Solution

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Lean Six Sigma Continuous Improvement Project

LEAN Tool: 5S

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Lean Six Sigma Continuous Improvement Project

LEAN Tool: SMED

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Lean Six Sigma Continuous Improvement Project

LEAN Tool: Spaghetti

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Lean Six Sigma Continuous Improvement Project

LEAN Tool: Kaizen

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Lean Six Sigma Continuous Improvement Project

LEAN Tool: Poka-Yoke

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Lean Six Sigma Continuous Improvement Project

FMEA

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Lean Six Sigma Continuous Improvement Project

Force Field Analysis

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Lean Six Sigma Continuous Improvement Project

Implementation Plan

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Lean Six Sigma Continuous Improvement Project

Acceptance Strategy

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05
Control
Phase
Lean Six Sigma Continuous Improvement Project

Control Charts

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Lean Six Sigma Continuous Improvement Project

Control: Documentation

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Lean Six Sigma Continuous Improvement Project

Control: Monitoring

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Lean Six Sigma Continuous Improvement Project

Control: Response Plan

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Lean Six Sigma Continuous Improvement Project

Overall Summary

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kpmg.com/socialmedia

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