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Banking Systems & Operations
Banks continually deal with changing regulations, technologies and competition. There are tools that facilitate improvements in business processes to deal with these changes starting with the identification of opportunities through implementation. Most line managers have only limited experience with these tools and only limited time to participate in process improvement while managing current operations. Many of my assignments have involved working with line managers in systems and operations to deal successfully with major changes in check processing, check and document imaging, cash vault operations and services, business continuity planning, purchasing, interdepartmental strategic planning and re-engineering, process development and implementation, and mergers and acquisitions. Examples of Related Experience:Led one of several teams to document processes, interfaces, systems, opportunities and strategies for 17 back office departments of a major bank for for business process improvement at the department level. Evaluated results with other teams to identify opportunities to coordinate process improvement, systems development and strategies across departments. A major bank shipped checks and documents from branches to central sites for processing and shredding. Imaging them in branches offered major improvements in service and costs but raised issues of customer information security related to destruction of scanned items. Developed centralized management structure, polices, and processes for decentralized shredding. Also outlined audit processes. A planned process for imaging of checks in branches offered major improvements in service but could not be cost justified. Managed a study that expanded the scope of the new process to include documents from branches and other bank departments. Checks plus documents and an end-to-end solution increased value and reduced costs for shared services enough to justify the larger investment. The largest cash vault in one of the ten largest U.S. banks acquired dollar bill sorting equipment capable of processing five times the number of bills per hour. This required new business processes from receipt of cash at the facility's door through processing and delivery to the inner vault. Managed process re-development and wrote the procedures manual. A large IT organization in a major bank planned projects annually as part of the corporate budgeting process. Their visible project horizon was less than a year and future planning was based largely on informal discussions with major users. Designed and implemented a queuing process for projects that allowed internal customers to submit requests as needs were identified. Provided better information about the project backlog, facilitated periodic review of project priorities and extended the planning horizon. Customers were receiving statements without some of their canceled checks from a major bank with more than 9 million customers. The percentage was very small, but increasing. A merger, changes in systems and growth were overwhelming normal quality control. Improved existing business processes. Designed and implemented a management reporting system to predict problems before they affected customers. Used existing data to track four key steps and two outcomes. Posted results on the intranet in ways that highlighted negative trends and potential failures, identified sources of problems and tracked improvements. Provided special reports to improve communication with internal customers.
Created and managed a communication strategy to support the implementation of centralized management of corporate wide purchasing. Identified and addressed opportunities and issues to assure executive support and minimize operational resistance. Cost saving of more than $100 million annually.
Contact: Hal Amens hal@lpf.com 310-902-0560
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