A major bank’s operations department was underperforming and lacked the management structure to control and track performance - driving excess cost and poor customer outcomes.
A major bank’s operations department had long been recognised as inefficient, but the leadership team lacked the management tools and visibility to understand where performance was being lost or how to address it systematically.
Without clear workflows, defined standard work, or meaningful KPIs, operational managers were making decisions based on experience rather than data. The result was excess spend, inconsistent output, and poor customer outcomes that were difficult to diagnose or correct.
A lean management system was designed and implemented over three months, covering the full suite of management controls: time allocation, workflow discipline, standard work definitions, KPIs, capacity management, and skills tracking.
The work was done directly with operational managers and team leaders - building capability in the organisation rather than creating dependency on external support. The system was designed to be owned and run by the team from day one.
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