Operational Excellence - ABE Model
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The document discusses operational excellence at AXA Bank Europe, using their operations in the Czech Republic as a case study. It outlines their approach of defining roles and responsibilities to develop a process-oriented organization, controlling operational risks and quality of service, evaluating efficiency, and iteratively optimizing processes using a process map and transversal approach. The bank aims to achieve operational excellence through lean processes and organizations, quality of service monitoring, productivity and efficiency reporting, and continuous process improvements.
Operational Excellence - ABE Model
- 1. Operational Excellence Build a Referential to better structure Operational Management Case study: Czech Republic Define Roles & Responsibilities to develop a « process oriented approach » Control & Monitor Operational Risks & Quality of Service Evaluate the Efficiency of the Organization Optimize processes using the Process Map & a Transversal Approach
- 2. AXA Bank Europe: Operational Excellence Czech Republic case study – Agenda Short History Define Roles & Responsibilities to develop a Lean Processes & “Process Oriented Approach” Organizations Control & Monitor Operational Risks & Quality Quality of Service of Service Evaluate the Efficiency of the Organization Productivity & Efficiency Optimize processes using the Process Map Iterative Optimizations using and a Transversal Approach the Process Map 2 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 3. Short History AXA Bank Europe 1999 Belgium 1993: Royale Belge 2002 France 1994: Banque Directe 2005 Germany specific 2007 Hungary 1998: ELLA Bank 2009 Switzerland Ex Nihilo 2009 Czech Republic Ex Nihilo 2010 Slovakia Ex Nihilo 2008: AXA Bank Europe founded as such 3 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 4. Short History Quality program based on 6-sigma 2001 Creation of a central team with objective to come up with a plan for optimization of Quality of Service Objective: Achieve Operational Excellence Objective: Maximize creation of Added Value Objective: Better innovate in Product Marketing Objective: Optimize quality of Distribution 2002 AXAWAY Program, with BB & MBB certificates, and first DMAIC projects First measures of « Customer Satisfaction » Employees taking ownership of key processes Business Process Management approach 2003 Target letters of AXA entities include AXAWAY Each entity must identify and control its key processes Each entity must achieve an amount of economies of scale Each entity must reach a score in « Customer Satisfaction » 4 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 5. Short History AXA Five pillars for Operational Excellence Target Operational Excellence To become the “Preferred Company” of our Customers Lean Product Distribution Quality of Productivity & Processes & Innovation Channels Service Efficiency Organization Relying on the Group resources & Human Resources Develop Incomes & Benefits Maximize Added Value 5 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 6. AXA Bank Europe: Operational Excellence Czech Republic case study – Agenda Short History Define Roles & Responsibilities to develop a Lean Processes & “Process Oriented Approach” Organizations Control & Monitor Operational Risks & Quality Quality of Service of Service Evaluate the Efficiency of the Organization Productivity & Efficiency Optimize processes using the Process Map Iterative Optimizations and a Transversal Approach 6 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 7. Lean Processes & Organizations Target Operating Model at a glance AXA Insurance Document Card Management Processing ABE Local Branch Printing & Manufacturing Product E-Banking Scanning Distribution & Marketing IT support VISA Call Centre Back-Office Operational MC Reporting Official Control Accounting Reporting Shared National Service Centre Bank Risk Audit AML Finance IT ABE Head Office Global Partners are monitored from Head Office Specific partnerships are monitored locally Centralization of specific teams in “Regional Shared Service Centers” 7 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 8. Lean Processes & Organizations Lean & Matrix Organizations CEO ABE Head Office Legal CFO Department COO Strategy AXA ABE Local Insurance CEO Local Branch CEO Assistant Distribution Product CFO LCO Manager COO Manager CFO LCO Distribution COO Marketing Senior Senior Card Head of Back- Call Centre Accountant Controller Team Leader Office IT support Supervisor Accountant Controller Scanning Clerk Printing Operator Supervisor Supervisor Accountant Clerk Operator Scan Op. Print Op. Clerk Clerk Lean structures To allow Operational Agility Matrix organizations To secure, control & insure overall coherence 8 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 9. Lean Processes & Organizations Roles & Responsibilities clearly defined ABE BOARD COUNTRY CEO AXA Bank Shared AXA Bank Country Head Office Responsibilities Local Branch Responsibility ■Risk Management ■Budgets & Targets ■Sales Approach ■Distribution Tactic ■Strategy ■Operational Risk ■Legal Compliance ■Crisis Management & BCP ■Ops & IT Architecture ■Quality of Service ■Target Letter achievement ■Logistics & HR A clear set of roles are defined by Head Office as part of global Governance Job Descriptions & Individual Target Letters take this into account 9 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 10. Lean Processes & Organizations Process Oriented Approach via Process Owners Fill & Welcome Customer Visit Sign Pack online Customer Customer Acquisitio registers on receives Agent Internet Welcome n Back-Office Customer Customer Customer Open signs receives receives Clerk Account SMS Card contract Print Welcome Operator Pack D 3 4 5 8 Scan Scan Incoming Operator Mail Insert Prospect Print PDF ATS Script in Contract Database Account opened Dela Dela Application Card Postman y y scanned created 1 Day 4 Days 1 Day 1 Day 4 Days From Day-1 Key Processes are identified & designed in details KPI & CTQ are defined Process Owners are named Objectives in terms of Quality of Service are targeted 10 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 11. AXA Bank Europe: Operational Excellence Czech Republic case study – Agenda Short History Define Roles & Responsibilities to develop a Lean Processes & “Process Oriented Approach” Organizations Control & Monitor Operational Risks & Quality Quality of Service of Service Evaluate the Efficiency of the Organization Productivity & Efficiency Optimize processes using the Process Map Iterative Optimizations and a Transversal Approach 11 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 12. Quality of Service Defining “Quality”: Customer’s Experience Critical To Quality … I research & buy Moment of Truth … Show Stopper … Performance Indicator … I open anew I deposit & transfer I cancel I use my Card Customer Journey I complain I need service I go overdraft From the Customer’s Perspective: Key Processes are identified & designed in details KPI & CTQ are defined Process Owners are named Objectives in terms of Quality of Service are targeted 12 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 13. Quality of Service Controlling & monitoring Quality By e-mail On site By letter By Call-Back Surveys are organized by Head-Office In total link with the Process structure Performed regularly, sometimes immediately Complains management Satisfaction Score is pat of Target Letter 13 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 14. Quality of Service Operational Risks Manual Processes Complex Tools Misunderstanding in Roles Mistake Regular Trainings are given Using Process Working Instructions as training material Roles & Responsibilities are clearly defined As part of the Process Description Automation of processes is key 14 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 15. AXA Bank Europe: Operational Excellence Czech Republic case study – Agenda Short History Define Roles & Responsibilities to develop a Lean Processes & “Process Oriented Approach” Organizations Control & Monitor Operational Risks & Quality Quality of Service of Service Evaluate the Efficiency of the Organization Productivity & Efficiency Optimize processes using the Process Map Iterative Optimizations and a Transversal Approach 15 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 16. Productivity & Efficiency First, forecasting… Theoretical ratios & Business Scenarios Used to forecast budgets & costs 16 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 17. Productivity & Efficiency …And then evaluating via Operational Reports Business January February March April May June July August September October November December FTE January February March April May June July August September October November December Daily, Weekly, Monthly & Quarterly Operational Reports are communicated From Branches to Head-Office or directly accessible by HO Cost / Income ratio is constantly monitored 17 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 18. AXA Bank Europe: Operational Excellence Czech Republic case study – Agenda Short History Define Roles & Responsibilities to develop a Lean Processes & “Process Oriented Approach” Organizations Control & Monitor Operational Risks & Quality Quality of Service of Service Evaluate the Efficiency of the Organization Productivity & Efficiency Optimize processes using the Process Map Iterative Optimizations and a Transversal Approach 18 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 19. Iterative Optimizations High Value Processes Process Map Core Processes Priority given to High Value processes In line with Customer Scope 19 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 20. Iterative Optimizations Transversal Approach Local Change Management Board European Change Management Board European Implementation 20 AXA Bank Europe – Operational Excellence – January 28th 2010 Cédric Coiquaud
- 21. Modèle AXA Bank Europe Merci de votre attention