LATE DELIVERY OF ATM CARD TO NEW CUSTOMER

Group Leader :
Govinda Maheshwari
Team Member:
S.M Naqi Abbass
Kashif Hussain SoIangi
Qasim Hasan Bukai
Mehreen Nisar Qureshi
Riaz Ahmed Shaikh
Company:
Bank AI- Habib Limited
Date: 29-04-2011
EXECUTIVE SUMMARY
key I|nd|ngs 8ank A| nab|b L|m|ted
I8us|ness Cond|t|on
8uslness ls ln growLh phase (neLworklng sLraLegy)
323 branches
323 A1M
All 8ranches are onllne
LowesL nL among All banklng secLor
number of complalnLs regardlng abouL Lhe uellvery Cf A1M Card 8ank whlch affecLlng cusLomer
engagemenL
II Customer Needs (Vo|ce of Customer)
L Lakes more Llme Lo dellver Lhe A1M card
LaLe uellvery of A1M card
roper uellvery of A1M card collecLlon leLLer
roper and auLhenLlcaLed lnformaLlon Lo be glven Lo cusLomer when wlll cusLomer recelve Lhe A1M card?
EXECUTIVE SUMMARY
ey llndlngs 8APL
IV Current Cond|t|on of A1M rocess
A1M Card requesL ls noL belng processed
A1M card collecLlon leLLer ls noL belng dellvered Lo rlghL address
8ranches uo noL recelve Lhe A1M card on Llme
Lack of conLlnuous monlLorlng
V Address|ng Customer Needs (Cr|t|ca| 1o ua||ty)
L should Lake 8 banklng days Lo open an accounL of cusLomer along wlLh Lhe dlspaLch of A1M Card
80 of cusLomer should geL A1M Card on Llme L wlll be 63 ln flrsL aLLempL and 70 ln 2nd aLLempL and 80
ln 3rd aLLempL
CusLomers musL be lnformed abouL Lhe A1M Card Lhrough sms by cusLomer servlce dlvlslon aLleasL by 6Lh day
from Lhe Llme of requesL
100 correspondence musL be done wlLh cusLomer servlce dlvlslon for dellvery of A1M Card
EXECUTIVE SUMMARY
Business ResuIts
Target:
Cur LargeL ls 8 banklng days Lo dlspaLch Lhe A1M card Lo cusLomer
100 daLa wlll be Laken on Lhe very flrsL Llme so LhaL cusLomer saLlsfacLlon level musL be lncreased
Cur LargeL ls 90 for Lhls voc
100 lnformaLlon musL be glven Lo cusLomer abouL how much exacLly lL wlll Lake more Lo recelve A1M Card
and why lL ls laLe?
DEFINE DEFINE - - CONTEXT CONTEXT
8ackground |nformat|on about the pro[ecL
8AnL Cverv|ew
V|s|on
1o be a quallLy flnanclal servlce provlder malnLalnlng Lhe hlghesL sLandards ln banklng pracLlces
M|ss|on
1o be a sLrong and sLable flnanclal lnsLlLuLlon offerlng lnnovaLlve producLs and servlces whlle
conLrlbuLlng Lowards Lhe naLlonal economlc and soclal developmenL
C I A M D
DEFINE DEFINE - - CONTEXT CONTEXT
C I A M D
Late De||very Cf A1M Card Current Issues
A1M card ls necessary requlremenL ln our dally llfe
CusLomer requesL ls noL belng execuLed on Lhe Llme
CusLomer need Lo flll Lhe separaLe form for Lhe A1M card
A1M requesL ls Laken afLer Lhe dellvery of welcome leLLer Lo cusLomer
Manager slgnaLure ls requlred on every form
8ranches are noL updaLed abouL Lhe process
Low workforce ln CSu
CuL of 880 complalnLs 440 were relaLed Lo A1M card
1oo|s |n Def|ne hase
1ools LhaL we used ln our pro[ecL are
C1C SpeclflcaLlons
ro[ecL CharLer
rocess Map
SLakeholder Analysls
DEFINE DEFINE - - CTQ Specifications CTQ Specifications
Vo|ce of the Customer
(VCC) C1 C1 Measure]Metr|c
Current State 1arget

L Lakes more Llme Lo process

Lhe requesL for A1M Card
L should Lake 8 banklng
days Lo open an accounL of
cusLomer along wlLh Lhe
dlspaLch of A1M Card
ComplalnL MonlLerlng SysLem
(CMS)
CuL of 880 complalns
Lhose were reglsLered ln
varlous branches Lhrough
complalnLs box and call
cenLres 30 of
problems were relevanL
Lo A1M Card
Cur LargeL ls 8 banklng
days Lo dlspaLch Lhe
A1M card Lo cusLomer
LaLe dellvery of A1M card
80 of cusLomer should geL
A1M Card on Llme L wlll be
63 ln flrsL aLLempL and
70 ln 2nd aLLempL and
80 ln 3rd aLLempL
ComplalnL MonlLerlng SysLem
(CMS)
CuL of 30 complalnLs
48 cusLomers were
complalnlng abouL Lhe
Llme duraLlon LhaL
branch Lake ln dellvery of
A1M Card
100 daLa wlll be Laken
on Lhe very flrsL Llme so
LhaL cusLomer
saLlsfacLlon level musL
be lncreased

roper dellvery of A1M Card

leLLer
CusLomers musL be
lnformed abouL Lhe A1M
Card Lhrough sms by
cusLomer servlce dlvlslon
aLleasL by 6Lh day from Lhe
Llme of requesL
ComplalnL MonlLerlng SysLem
(CMS)
MS 8eporLs from Courler Cu
recelpLs
28 of complalnLs were
abouL dellvery of A1M
Card LeLLer
Cur LargeL ls 90 for
Lhls voc
!urpose: For translating the Voice of Customer (VOC) into measurable customer requirements, we call it Critical To Quality
(CTQ). CTQ is a term that refers to any characteristics of a product, service, or information that satisfies a key customer
requirement. CTQs must be measurable in either quantitative terms (i.e. 4 days) or qualitative terms (i.e. correct or incorrect).
DEFINE DEFINE - - CTQ Specifications CTQ Specifications
!urpose: For translating the Voice of Customer (VOC) into measurable customer requirements, we call it Critical To Quality
(CTQ). CTQ is a term that refers to any characteristics of a product, service, or information that satisfies a key customer
requirement. CTQs must be measurable in either quantitative terms (i.e. 4 days) or qualitative terms (i.e. correct or incorrect).
Voice of the Customer
(VOC) CTQ CTQ Measure/Metric
Current State Target

roper and auLhenLlcaLed

lnformaLlon Lo be glven Lo
cusLomer when wlll
cusLomer recelve Lhe A1M
card ?
100 correspondence
musL be done wlLh
cusLomer servlce dlvlslon
for dellvery of A1M Card
CusLomer complalns abouL Lhe sLaff
for reporLlng wrong lnformaLlon
11 of ComplalnLs
logged on Call cenLer
ouL of 30 LhaL
employee do noL
know how much exacL
Llme lL wlll Lake Lo
dellver Lhe A1M Card
100 lnformaLlon musL be
glven Lo cusLomer abouL
how much exacLly lL wlll
Lake more Lo recelve A1M
Card and why lL ls laLe?

Lower wlLhdrawal llmlL le

23000 ln a day
A1M Card llmlL musL be
lncreased A1M Card compalnLs Lo call cenLer
9 ouL of 30
complalns were abouL
A1M Card llmlL LhaL ls
very low and musL be
lncreased
30 llmlL musL be
lncreased as lL ls need of
Lhe cusLomers
!robIem Statement
!roject Scope
50% complaints is related about Delay in ATM card Process
t is 10 day process however customer expect delivery in lesser time.
To ensure proper process and eradicate delay for customer satisfaction and improvement in
our banking system,
!roject !Ian/ MiIestones / DeIiverabIes
!rojected Benefits
Barriers/ Support required
Business Case
GoaI Statement (MeasurabIe)
RoIes of Team Members
In scope
New customer opens account and apply for ATM card.
Out of Scope
Our scope excludes those customer who request for the ATM for the second time. t exclude
the ATM request from existing customer.
The key problem faced are:
Boarding customer is unsatisfied with ATM card process due to delay delivery.
Branch staff is oblivious of ATM card Process and is clueless about delivery when
questioned by boarding customer.
Subsequently delay in courier service makes customer more irritated
Customer:
CTQ: Overall customer boarding experience will be reduced to 8 banking days.
Proper dispatch of ATM letter.
Define 20
TH
March - 26
TH
March 2011
Measure 26t
th
March - 29
th
Mach 2011
AnaIyze 2
nd
April - 5
th
April 2011
Improve 7
th
April - 10
th
April 2011
ControI 12
th
April - 15
th
April 2011
Name RoIe % of time spent
Govinda Maheshwari Project Manager 100%
Qasim Hussain Bukai Back Up 100%
Syed Naqi Abbas Team Member 100%
Kashif Hussain Solangi Team Member 100%
Mehreen Qureshi Team Member 100%
Riaz Ahmed Shaikh Team Member 100%
Customer: Improved customer boarding process Ieads to improve market
share.
Business: 40% increase in profitabiIity.
Efficiency in process reduces cost as weII.
If new customer receives best of these service it wiII increase image of bank.
Support from the Top to bottom management.
Support from Courier company, staff, CSD and even female customers.
DEFINE DEFINE - - !roject Charter !roject Charter
Process Map:
DEFINE - StakehoIders AnaIysis
Your best estimate of the
stakehoIder's attitude, from
supportive to opposed.
L|st of Stakeho|ders
by dept ] Ind|v|dua| names
(can ||st |n order of |mportance)
Str
ong
|y
Sup
por
t|ve
Mod
erat
e|y
Supp
ort|v
e
Neut
ra|
(|nd|f
feren
t or
unde
c|ded
)
Stron
g|y
Aga|
nst]
Cppo
sed
Mod
erat
e|y
Aga|
nst]
Cpp
osed
keason for kes|stance
Leve| of
kes|stan
ce
(n|gh
Med
Low)
Act|ons
Abass D nab|b(Managlng ulrecLor)
Pe bellves LhaL cusLomer
relaLlonshlp sLarLs from
Lhe accounL openlng
process so process musL
be lmproved so sLrong
lmage and relaLlonshlp
musL be creaLed wlLh
cusLomers and a
repuLaLlon musL be bulld
by dellverlng A1M card on
Llme
very Low
Manglng ulrecLor wanL Lo flx Lhls
problem as qulckly as posslble because
bank ls aL Lhe growlng sLage so Lhey
wanL Lo creaLe Lhe sLrong name ln Lhe
markeL and creaLe sLrong brand lmage
by menLlonlng LhaL we are Lhe one who
process Lhe Lhlngs very qulckly and
fasLly We undersLand Lhe value of
Llme
Akber kaza A|| khan (Ceneral
Manager CusLomer Serlvce)

very SupporLlve Lowards
Lhe pro[ecLso as Lo
malnLaln a beLLer level of
servlce And Lhls pro[ecL
wlll lead Lo lmprove Lhe
relaLlonshlp of cusLomer
and bank
Low
AfLer analyzlslng Lhe complalnLs
Mansoor All khan sLrongly feels LhaL
Lhe only posslble soluLlon ls LhaL we
musL lncrease Lhe number of sLaff ln
Cu and CSu employees so LhaL Lhey
can work effecLlvely and efflcenLly
Mansoor A|| khan (Ceneral Manager)
Pe belleves LhaL work
musL be done ln order Lo
lncrease Lhe cusLomer
base
Low
new form musL be deslgned ln whlch
A1M Card requesL opLlon musL be
Lhere ln accounL openlng form so LhaL
lL can save Lhe Llme of cusLomers and
bank
DEFINE - StakehoIders AnaIysis
Your best estimate of the
stakehoIder's attitude, from
supportive to opposed.
L|st of Stakeho|ders
by dept ] Ind|v|dua| names
(can ||st |n order of |mportance)
Stro
ng|y
Sup
port
|ve
Mod
erate
|y
Supp
ort|v
e
Neutr
a|
(|nd|ff
erent
or
unde
c|ded
)
Stron
g|y
Aga|n
st]
Cppo
sed
Mod
erate
|y
Aga|
nst]
Cppo
sed
keason for kes|stance
Leve| of
kes|stanc
e
(n|gh
Med
Low)
Act|ons
A|| kaza khan (CM 1 deparLmenL) O
Pe belleves LhaL process ls
ok because A1M Card
requesL musL be Laken
separLely so LhaL work
load musL be decreased
on branch employees
Plgh
Pe belleves LhaL A1M Card requesL
musL be execuLed afLer Lhe accounL ls
opened buL branch musL Lake Lhe form
aL Lhe Llme of openlng an accounL so
LhaL cusLomer do noL have Lo flll Lhe
form agaln
uma|| k nab|b (CLC)
SupporLlve Lowards Lhe
ldea Lo aLLaln a beLLer
level of servlce Lo
cusLomers
Low
Pe ls very lnLeresLed ln solvlng Lhls
problem ouL he suggesLed LhaL bank
musL open a new deparLmenL whlch
could look afLer Cu and CSu and
could deslgn Lhe pollcy so LhaL Lask
musL be done on Lhe same day raLher
Lhan walLlng for welcome leLLer
Ia|sa| 2a|d| (Pead of MarkeLlng )
very SupporLlve Lowards
new pro[ecL
Low
eep Lhe enLlre Leam lnformed abouL
Lhe process and 1 musL updaLe Lhe
sLaLus of requesL And also Llme
duraLlon musL be glven ln Lhe sysLem
and remlnder musL be seL by branches
Loward Lhe Cu and CSu lf A1M Card ls
noL dlspach wlLhln 7 days
Key Learnings:
A1M ls noL dellvered Lo Lhe rlghL branch by CSu
SMS abouL A1M dlspaLch ls noL recelved by cusLomer
CusLomer's mlsLake ln wrlLlng of correcL address
8elucLance by female cllenLs Lo glve Lhelr cell numbers ln A1M form
MEASURE - CONTEXT
1oo|s |n Measure hase
1ools LhaL we used ln our pro[ecL are
uaLa CollecLlon rocess
uaLa CollecLlon llusLraLlon
ueLalled Asls process MA
PlsLogram
C I A M D
DeIay In ATM Card !rocess
Data co||ect|on p|an
Why do we wanL Lhe daLa ?
1o conflrm Lhe naLure and Lype of complalnLs and lssues ralsed by our valubale cusLomers Lo
whom Lhe A1M Card ls dellvered laLe
What purpose wlll Lhey serve ?
urpose for collecLlon of daLa ls LhaL lL help us Lo know where are we lacklng? WhaL are Lhe
speclflc areas where we need Lo lmprove so LhaL A1M dellvery Llme can be reduced ? WhaL
number of complalnLs have been recleved by Lhe bank ln regards Lo A1M dellvery? Pow can we
lmprove such process? WhaL sLeps can be Laken Lo lmprove Lhe dellvery of A1M card leLLer Lo
cusLomers?
Where are we collecLlng Lhe daLa ?
We are collecLlng Lhe daLa from all branches of arachl and Lahore because Lhey are hlghly
populaLed clLles where Lhe usage of A1M Card ls hlgh and mosL of complalnLs are also recelved
from Lhese clLles
What type of daLa are we collecLlng ? rocesslng Llme (ln days)
Who wlll collecL Lhe daLa ?
AccounL openlng offlcer cenLeral processlng unlL and cusLomer servlce dlvlslon 1hese
deparLmenL musL collecL Lhe daLa ln order Lo flx Lhe problem
nowdo we collecL ?
We wlll check Lhe number of A1M card requesL we recelve ln a day no of A1M Card leLLer
dellvered ln day effecLlveness of CusLomer Servlce ulvlslon Lo process Lhe requesLs
Continued....
erformance Measure A1M uellvery
Cperat|ona| Def|n|t|on 1lme from cusLomer requesL for an A1M Lo uellvery of A1M
Data Source and Locat|on
1 AccounL Cpenlng ueparLmenL where cusLomer provlde Lhe form
and requesL for A1M
2 CSu cenLeral processlng unlL deparLmenL where Lhe A1M requesL
of new cusLomer ls execuLed and A1M collecLlon leLLer ls dellver Lo
cusLomer
3 uellvery of welcome leLLer Lo dlspaLch unlL
4 ulspaLch unlL Lo arrange sLufflng of envelopes wlLh A1M
collecLlon leLLer
3 LeLLer collecLed by courler servlce and senL by 8Lh day of
cusLomer requesL
Samp|e S|ze 9 monLh daLa
Who w||| co||ect the data AccounL openlng deparLmenL Cu and CSu
When w||| data be co||ected AfLer Lhe cusLomer requesL Lo ulspaLch of A1M collecLlon leLLer
now w||| data be co||ected
CusLomer complalnL Lo Lhe call cenLer and Lhere complalnLs leLLer ln
branch box and 1CS reLurn mall
Cther data that shou|d be co||ected at the same t|me
Metho|ogy CMS complalnsL aglansL fresh dellvery MS reporLs
Cwner of Data Co||ect|on rocess (1o coord|nate mon|tor and
gather resu|t for samp|es to be co||ected by a|| branches]un|ts)
Covlnda Maheshwarl wlll collecL Lhe daLa from dlfferenL branches
and call cenLers wlLh hls Leam members
1arget Comp|et|on Date of Data Co||ect|on 30Lh March 2011
MEASURE - Data CoIIection !Ian
erformance
Measure
Cperat|ona|
Def|n|t|on Data Source and Locat|on
Samp|e
S|ze
Who w|||
co||ect
the data
When w|||
data be
co||ected
now w||| data
be co||ected
Cther Data that
shou|d be
co||ected at the
same t|me
A1M Card
De||very
1lme from
cusLomer
requesL for an
A1M Card Lo
uellvery of A1M
Card Lo
cusLomer
1 AccounL Cpenlng ueparLmenL
where cusLomer provlde Lhe form
and requesL for A1M Card
2 CSu cenLral processlng unlL
deparLmenL where Lhe A1M Card
requesL of new cusLomer ls
execuLed and A1M collecLlon
leLLer ls dellver Lo cusLomer
3 uellvery of welcome leLLer Lo
ulspaLch unlL
4 ulspaLch unlL Lo arrange
sLufflng of envelopes wlLh A1M
Card collecLlon leLLer
3 LeLLer collecLed by courler
servlce and senL by 8Lh day of
cusLomer requesL
LasL 9
monLhs
1 AccounL
openlng upL
2CenLeral
rocesslng
unlL
3CusLomer
servlce
ulvlslon
4 ulspaLch
unlL
AfLer Lhe
cusLomer
requesL Lo
ulspaLch of
A1M Card
collecLlon
leLLer wlLhln 3
days
1hrough
CusLomer
complalnLs
recelved by call
cenLer and
complalnLs leLLer
ln branch boxes
and CCS reLurn
mall
CMS daLa of
complalnLs
LxLernal requesL for
address change
MEASURE - Histogram 1
Vo| of Comp|a|nts
IANUAk 100
IL8kUAk 120
MAkCn 60
AkIL 90
MA SS
IUNL 7S
IUL 220
AUGUS1 100
SL1LM8Lk 60
1ota| 880
100
120
60
90
55
75
220
100
60
880
0
200
400
600
800
1000
N
u
m
b
e
r

O
f

C
o
m
p
I
a
i
n
t
s
Month
Vol. of Complaints
VoI. of CompIaints
MEASURE - Histogram 2
Cther Comp|a|nts DeL|very Cf A1M 1C1AL
IANUAk 40 60 100
IL8kUAk 80 40 120
MAkCn 20 40 60
AkIL 60 30 90
MA 3S 20 SS
IUNL S0 23 7S
IUL 90 130 220
AUGUS1 40 60 100
SL1LM8Lk 2S 33 60
40
80
20
60 35 50
90 40 25
440
60
40
40
30 20 25
130 60 35
440
100 120 60 90 55 75 220 100 60 880
0%
20%
40%
60%
80%
100%
N
U
m
b
e
r
s

o
f

C
o
m
p
I
a
i
n
t
s
Month
Break Up Wise CompIaints
Other CompIaints DeLivery Of ATM TOTAL
MEASURE - Histogram 3
MCN1n
kequest Is not
rocessed
We|come
Letter Not
kece|ved
SMS not kece|ved
Wrong Name on
Card
8ranches D|d
not kece|ved
the Card
Staff Not Aware
About the A1M
1C1AL No of
comp|a|nts
IANUAk 40 8 6 1 2 3 60
IL8kUAk 2S 10 4 0 1 0 40
MAkCn 20 13 3 0 0 2 40
AkIL 10 8 4 0 8 0 30
MA 12 6 2 0 0 0 20
IUNL 21 3 1 0 0 0 2S
IUL 60 40 23 0 3 10 130
AUGUS1 20 13 10 0 13 0 60
0
20
40
60
80
100
120
N
u
m
b
e
r
s

o
f

C
o
m
p
I
a
i
n
t
s
Month
ATM CompIaint Distribution
Request s not
Processed
Welcome Letter Not
Received
SMS not Received
Wrong Name on Card
Branches Did not
Received the Card
Staff Not Aware About
the ATM
TOTAL No of
complaints
MEASURE - DetaiIed As-Is !rocess Maps
C I A M D
ANALYZE - CONTEXT
1he problem ls LhaL Lhe A1M ls baslc requlremenL of cusLomer and number of cusLomer complalnLs were
lncreaslng from Llme Lo Llme and bank ls aL Lhe growlng sLage so lL was necessary Lo reduce Lhe cusLomer
complaln as LhaL cusLomer saLlsfacLlon can be ralsed AfLer gaLherlng and analyzlng more lnformaLlon we found
ouL LhaL 'Cur cusLomers were noL geLLlng Lhe A1M card on rlghL Llme when we compare wlLh Lhe oLher bank Cur
goal was Lo meeL our slogan le ' ?our 8ank naLlonwlde' lor Lhls reason we declded Lo resolve Lhls problem by
sLudylng Lhe enLlre process of A1M card
1oo|s |n Ana|yze hase
1ools LhaL we used ln our pro[ecL are
PlsLogram
llshbone ulagram (Cause and LffecL)
areLo CharL
C I A M D
ANALYZE - !areto Chart
A8L1C CPA81
roblem 1ype
8equesL s noL
rocessed
A1M
CollecLlonLeLLer
noL 8ecelved
SMS noL
8ecelved
8ranches uld noL
8ecelved Lhe
Card
SLaff noL Aware AbouL
Lhe A1M
Wrong name
on Card
CounL 208 120 64 31 13 2
4727 2772 1434 704 340 003
CumulaLlve 4772 7499 8933 9637 9997 10000
ANALYZE - !areto Chart
208
120
64
31
15
2
47.27%
27.72%
14.54%
7.04%
3.40% 0.03%
47.72%
74.99%
89.53%
96.57%
99.97%
100.00%
0
50
100
150
200
250
Request Is not !rocessedATM CoIIection Letter Not Received SMS not Received Branches Did not Received the Card Staff Not Aware About the ATM Wrong Name on Card
!ARETOCHART
ANALYSIS - Fishbone Structure (Cause And Effect)
Man
Machin
e
Materia
I
!rocess
CompIiance
issues
DeIay in ATM
DeIivery
Not highIy
trained
Scanning
machine is
not working
IT system is
down
Iink down
and Verisys
Bar code
machine have
turn down
ATM request is
mispIaced
!rinting
issues
Short of
stationery
Courier
issues
DeIay in C!U and CSD
processes
Customer forget to
bring cover Ietter
MispIace of ATM
request
DeIay in sending customer
request
Inadequate information to
process ATM request
DeIay in manager
approvaI
Low human resource in
cpu
Manager is not
avaiIabIe
A/c opening
officer
overIoad
Human error in data entry
Customer forget to
bring weIcome Ietter
suspicious
accounts
ANALYZE - Data AnaIysis Summary
C I A M D
Data Ana|ys|s Summary
8ased on Lhe PlsLogram and llshbone ulagram and also conducLed bralnsLormlng sesslons we have conflrmed LhaL
Lhe rooL causes of Lhe problems are
8equesL ls noL belng execuLed
A1M collecLlon leLLer ls noL recelved Lo cusLomer
SMS noL recelved Lo cusLomer
8ranches dld noL recelve Lhe card on Llme
number of employees are also low ln CSu
Manager ls noL avallable and mlsplace of A1M requesL
n adequaLe lnformaLlon abouL Lhe cusLomer ln form
8ar code machlne ls ouLdaLed
4772 complalnL ls relaLed Lo 8equesL ls noL belng processed
2772 ls relaLed Lo A1M collecLlon leLLer
Cur focus ls Lo resolve Lhese Lwo baslc lssue
Current TAT for CompIaint ResoIution
IM!ROVE - CONTEXT
C I A M D
n lmprove phase we need Lo ldenLlfy alLernaLlve ways Lo lmprove performance 1ry Lo evaluaLe how well alLeraLlve
wlll be able Lo meeL LargeL performance goals We need Lo speclfy crlLerla for chooslng a course of acLlon resenL
concluslon regardlng alLernaLlves and ldenLlfy recommended soluLlons
1oo|s |n Improve hase
1ools LhaL we used ln our pro[ecL are
1o 8e rocess Map
SoluLlon LvaluaLlon MaLrlx
mplemenLaLlon lan SLakeholder
CommunlcaLlon MaLrlx
1ralnlng SLraLegy
IM!ROVE - To be process Map
C I A M D
IM!ROVE - SoIution EvaIuation Form
So|ut|on Lva|uat|on Iorm
L|st of koot Cause (s) L|st So|ut|ons
of
Lffect
Lst|mated
Cost
Comp|e|
ty Lst|mated 8enef|ts k|sk
r|or
|ty
Va||dat
|on ?
8equesL ls noL belng processed on
Llme
1 new form musL be
lnLroduce
2 Lach 8equesL musL
be scanned and malled
Lo Lhe CSu deparLmenL
raLher Lhan walLlng for
Len requesL
99
CosL effecLlve
one form ls used
raLher Lhan Lwo
form
1 monLh
Save Lhe sLaLlonary
cosL
Low 1?es
99
scanner cosL ls
around 10k
1 week
L wlll save
LransporLaLlon cosL
because requesL ls
senL Lhrough scan
raLher Lhan rlder
Low 1no
A1M Card collecLlon leLLer and SMS
noL recelved Lo cusLomers
1 Lmall Lhe leLLer Lo
cusLomer also
2SMS Lo cusLomer
3 Call on 1CL number
99
8 10000/
MonLh
1 week
1 save courler servlce
cosL 2
cusLomer geL Lhe
message qulck
3 LsLlmaLed beneflL ls
23k
Medlum 1?es
8ranches do noL recelve Lhe ALm
cards on Llme
ulspaLch Lhe ALm Card
on same day when
branch dlspaLch Lhe
collecLlon leLLer Lo
cusLomer raLher Lhan
on oLher day
90
8 3000/
MonLh
2 Weeks
save Lhe cosL around
4k
Low 1?es
SLaff ls noL aware abouL Lhe ALm
Card uellvery
CSu musL emall
accounL openlng
offlcer abouL sLaLus of
A1M card
93
CosL ls very
Mlnlmal because
Lhey have Lo
updaLe ln Lhe
sysLem abouL Lhe
currenL process
sLage on Lhe
Alhablb sysLem
2 Weeks
save Around 13k ln
each branch
1elephone cosL
Low 1?es
C I A M D
IM!ROVE - SoIution EvaIuation Form
If Someth|ng Goes Wrong????
L|st the So|ut|on or Ma[or
L|ements of so|ut|on
Ia||ure Mode
(What can go wrong) Sever|ty S
(110) 10 |s
Worst
robab|||ty
(10 |s very
probab|e)
Score
S O
(n|gh score
need
attent|on) Act|on |an Cwner
Due
Date
for
Act|on
L|st the
So|ut|on
or Ma[or
L|ements
of
so|ut|on
A1M Card and A/C Cpenlng
8equesL LogeLher
8elucLanLcy of
cusLomer Lo flll Lhe
form aL Lhe Llme of
A/c openlng
1 4 4
We wlll lnLroduce
new column ln A/C
openlng form where
cusLomer have Lo Llck
mark weLher Lhey
need Lhe A1M or noL
A/c Cpenlng Cfflcer
4Apr
11
A1M
Card and
A/C
Cpenlng
8equesL
LogeLher
Scan Lhe 8equesLs for A/C
Cpenlng and ALm Card
Scanner machlne can
sLop worklng or scan
quallLy does noL
meeL sLandards
evenLaully creaLlng
dlfflculLy for Lhe
Leam Lo read so
chances of error are
hlgh
4 6 24
1o reduce Lhe
chances of error we
can purchase Lhe
new hlgh quallLy
scanner whlch work
fasLer and smooLher
or we can use emall
Lo verlfy Lhe daLa
A/c Cpenlng offlcer
and Admln
4Apr
11
Scan Lhe
8equesLs
for A/C
Cpenlng
and ALm
Card
Lmall Lhe LeLLer Lo cusLomer
CusLomer ls ouL of
clLy or lnLerneL ls noL
avallable Lo
cusLomer
3 3 13
8esL way ls Lo call
Lhem or sms Lhem
Admln 8uslness
CuallLy
4Apr
11
Lmall Lhe
LeLLer Lo
cusLomer

CSu musL updaLe Lhe A1M Card

8equesL sLaLus
8elucLancy of CSu Lo
updaLe Lhe sLaLus aL
Lhe end of day
8 8 64
1ralnlng musL be
glven so LhaL Lhey
relucLanLcy musL be
reduce and CSu musL
know how Lo updaLe
ln Lhe sysLem
P8 and CSu
4Apr
11
CSu musL
updaLe
Lhe A1M
Card
8equesL
sLaLus
A1M Card and A/C Cpenlng
8equesL LogeLher
8elucLanLcy of
cusLomer Lo flll Lhe
form aL Lhe Llme of
A/c openlng
1 4 4
We wlll lnLroduce
new column ln A/C
openlng form where
cusLomer have Lo Llck
mark weLher Lhey
need Lhe A1M or noL
A/c Cpenlng Cfflcer
4Apr
11
A1M
Card and
A/C
Cpenlng
8equesL
LogeLher
C I A M D
IM!ROVE - Stake hoIder AnaIysis
L|st of Stakeho|ders
by dept ] Ind|v|dua| names
(can ||st |n order of |mportance)
Strong|y
Support|
ve
Moderat
e|y
Support|v
e
Neutra|
(|nd|ffer
ent or
undec|d
ed)
Strong|y
Aga|nst
]
Cppose
d
Moderate
|y
Aga|nst]
Cpposed
keason for kes|stance
Leve| of
kes|stanc
e
(n|gh
Med
Low)
Act|ons
Abass D nab|b(Managlng ulrecLor)
CusLomer saLlsfacLlon ls
requlred aL every sLep so
he ls ln favour of Lhls
pro[ecL he belleves LhaL
new pro[ecL wlll help Lhe
bank Lo lmprove Lhe
relaLlonshlp
very Low
Manglng ulrecLor wanL Lo flx ouL Lhls
problme as qulckly as posslble because
bank ls aL Lhe growlng sLage so Lhey wanL
Lo creaLe Lhe sLrong name ln Lhe markeL
and creaLe sLrong brand lmage by
menLlonlng LhaL we are Lhe one who
process Lhe Lhlngs very qulckly and fasLly
we undersLand Lhe value of Llme
Akber kaza A|| khan (Ceneral
Manager CusLomer Serlvce)

very SupporLlve Lowards
Lhe pro[ecL Lo malnLaln a
beLLer level of servlce And
Lhls pro[ecL wlll lead Lo
lmprove Lhe relaLlonshlp of
cusLomer and bank
Low
Pe ls very keen Lo solve Lhls lssue and
hopes LhaL by lncreaslng Lhe sLaff ln CSu
and Cu we can work fasLer and can save
Lhe Llme
Mansoor A|| khan (Ceneral Manager)
Pe belleves LhaL work musL
be done ln order Lo
lncrease Lhe cusLomer
base
Low
Pe ls ln favour of new form deslgn he
belleves LhaL lL save Lhe Llme as well as
cosL of bank So bank musL go for LhaL
opLlon raLher Lhan lncreaslng Lhe sLaff
C I A M D
IM!ROVE - Stake hoIder AnaIysis
L|st of Stakeho|ders
by dept ] Ind|v|dua| names
(can ||st |n order of |mportance)
Strong
|y
Suppo
rt|ve
Modera
te|y
Suppor
t|ve
Neutra
|
(|nd|ff
erent
or
undec|
ded)
Strong
|y
Aga|ns
t]
Cppos
ed
Modera
te|y
Aga|nst
]
Cppose
d
keason for kes|stance
Leve| of
kes|stanc
e
(n|gh
Med
Low)
Act|ons
A|| kaza khan (CM 1 deparLmenL)
Pe belleves LhaL on golng
process ls Ck noL Lhe good
one llrm should go for
new process
Low
Pe belleves LhaL A1M requesL musL be
Laken onllne raLher Lhan physlcally so
LhaL lL can save Lhe Llme of bank sLaff Lo
flll Lhe daLa CusLomer flll Lhe daLa onllne
we use only magneLlc Lape
uma|| k nab|b (CLC)
SupporLlve Lowards Lhe
ldea of CM 1 deparLmenL
Lo aLLaln a beLLer level of
servlce and provlde
cusLomers wlLh Lhe
superlor servlce
Low
Pe agrees wlLh Lhe ldea of 1 deparLmenL
CM buL aL Lhe same Llme he doubL Lhe
cusLomer ls noL ready Lo flll Lhe form
onllne so lL ls beLLer Lo geL Lhe form fllled
aL Lhe Llme of accounL openlng and
process Lhe requesL aL LhaL Llme raLher
Lhan walLlng for Lhe welcome leLLer and
flll Lhe form
Abass D nab|b(Managlng ulrecLor)
CusLomer saLlsfacLlon ls
requlred aL every sLep so
he ls ln favour of Lhls
pro[ecL he belleves LhaL
new pro[ecL wlll help Lhe
bank Lo lmprove Lhe
relaLlonshlp
very Low
Manglng ulrecLor wanL Lo flx ouL Lhls
problme as qulckly as posslble because
bank ls aL Lhe growlng sLage so Lhey wanL
Lo creaLe Lhe sLrong name ln Lhe markeL
and creaLe sLrong brand lmage by
menLlonlng LhaL we are Lhe one who
process Lhe Lhlngs very qulckly and fasLly
we undersLand Lhe value of Llme
C I A M D
IM!ROVE - Communication Matrix
Commun|cat|on Matr|
Aud|ence
Method Irequency Cwner
Abass D nab|b(Managlng ulrecLor)
lace Lo lace L mall
Conference Call
CuarLerly 1eam Leader + 1eam member
Akber kaza A|| khan (Ceneral Manager CusLomer
Serlvce)
lace Lo lace L mall lorLnlghLly 1eam memebers
Mansoor A|| khan (Ceneral Manager)
lace Lo lace L mall
Conference Call
lorLnlghLly 1eam Leader
A|| kaza khan (CM 1 deparLmenL)
lace Lo lace L mall
Conference Call
Weekly 1eam Member (1 speclallsL)
uma|| k nab|b (CLC) lace Lo lace L mall CuarLerly 1eam Leader
Ia|sa| 2a|d| (Pead of MarkeLlng ) lace Lo lace L mall Weekly
1eam Members (MarkeLlng
SpeclallsL)
C I A M D
IM!ROVE - Training ScheduIe - !re - Live Training !rogram
SNo re L|ve 1ra|n|ng rogram 1ra|n|ng Schedu|e Date kespons|b||ty
1 Cr|entat|on of the new process 11Apr ro[ect Manager
2 Deta|| Descr|pt|on of procedures 16Apr ro[ect Manager
3 Departments ro|e and respons|b|||t|es 18Apr ro[ect Manager
4 rocess Mon|tor|ng too|s 21Apr ro[ect Manager
4 M|n| Case stud|es 24Apr ro[ect Manager
S ko|e |ay 26Apr
ro[ect Manager
6 u|z on New process f|ow 28Apr ro[ect Manager
C I A M D
IM!ROVE - Training ScheduIe - !ost - Live Training !rogram
S No
ost L|ve 1ra|n|ng rogram 1ra|n|ng Schedu|e Date kespons|b|||ty
1 D|scuss|on Sess|ons 1May rocess Cwner
2 kev|ew of rocess 4May rocess Cwner
3 kefresher 1ra|n|ng on the rocess 8May
rocess Cwner
4 kefresher 1ra|n|ng on the rocess Mon|ter|ng 1oo|s 12May
rocess Cwner
S u|z 16May
rocess Cwner
IM!ROVE - Key Findings (Iesson Iearned)
C I A M D
key I|nd|ngs
We came up wlLh very creaLlve soluLlons buL lmplemenLaLlon of ldea's was a challenglng Lask
ManagemenL supporL was all Lhe way wlLh us whlch made us Lo lmprove loop holes effecLlvely
Measure resulLs carefully and ob[ecLlvely
CONTROL - CONTEXT
C I A M D
1he maln ob[ecLlve of Lhls area ls Lo ensure LhaL Lhe enLlre process has close conLrols and ls belng monlLored
ConLrol ls requlred aL all levels of Lhe new process L ls Lhe sLaLe of sLablllLy normal varlaLlon and predlcLablllLy rocess of
regulaLlng and guldlng operaLlons and process uslng quanLlLaLlve uaLa
number of Craphs were used Lo measure Lhe effecLlveness of Lhe process
1he conLrol phase helped us Lo flx Lhe process and shows Lhe level of commlLmenL and serlousness Lowards cusLomer complalnLs
and organlzaLlons lnLernal lssues
1o excel and have saLlsfled cusLomers we need Lo meeL cusLomer needs aL all Llmes
1oo|s |n Contro| hase
1ools LhaL we used ln our pro[ecL are
ConLrol CharL
ConLrol lan
ManagemenL revlew meeLlng (monLhly)
Servlce Champlons revlew meeLlng (8lweekly)
CONTROL - ControI Chart 1
Vo| of Comp|a|nts
IANUAk 100
IL8kUAk 120
MAkCn 60
AkIL 90
MA SS
IUNL 7S
IUL 220
AUGUS1 100
SL1LM8Lk 60
Cctober 40
November 27
December 23
1ota| 970
C I A M D
FEB A!RIL
3
rd
Qtr Trend
UN AUG OCT
100
120
60
90
55
75
220
100
60
40
27 23
970
0
200
400
600
800
1000
1200
ANUARY MARCH MAY ULY SE!TEMBER November TotaI
N
u
m
b
e
r

O
f

C
o
m
p
I
a
i
n
t
s
Month
Vol. of Complaints
VoI. of CompIaints
Complaints After the new
system
CONTROL - ControI Chart 2
MCN1n
Cther Comp|a|nts DeL|very Cf A1M 1C1AL
IANUAk 40 60 100
IL8kUAk 80 40 120
MAkCn 20 40 60
AkIL 60 30 90
MA 3S 20 SS
IUNL S0 23 7S
IUL 90 130 220
AUGUS1 40 60 100
SL1LM8Lk 2S 33 60
Cctober 20 20 40
Novembver 1S 12 27
December 13 10 23
C I A M D
CONTROL - ControI Chart 2
40
80
20
60
35
50
90 40 25
20
15 13
488
60
40
40
30
20
25
130 60 35
20
12 10
482
100 120 60 90 55 75 220 100 60 40 27 23 970
0%
20%
40%
60%
80%
100%
JANUARY MARCH MAY JULY SEPTEMBER Novembver Total
N
U
m
b
e
r
s

o
f

C
o
m
p
I
a
i
n
t
s
Month
Break Up Wise CompIaints
Other CompIaints DeLivery Of ATM TOTAL
CONTROL - ControI Chart 3
C I A M D
MONTH
Request s not
Processed
Welcome Letter
Not Received
SMS not
Received
Wrong
Name on
Card
Branches Did not
Received the Card
Staff Not Aware
About the ATM
TOTAL No of
complaints
JANUARY 40 8 6 1 2 3 60
FEBRUARY 25 10 4 0 1 0 40
MARCH 20 15 3 0 0 2 40
APRL 10 8 4 0 8 0 30
MAY 12 6 2 0 0 0 20
JUNE 21 3 1 0 0 0 25
JULY 60 40 25 0 5 10 130
AUGUST 20 15 10 0 15 0 60
SEPTEMBER 10 15 9 1 0 0 35
OCTOBER 3 10 7 0 0 0 20
NOVEMBER 2 6 4 0 0 0 12
DECEMBER 2 4 4 0 0 0 10
Total 482
CONTROL - ControI Chart 3
0
20
40
60
80
100
120
N
u
m
b
e
r
s

o
f

C
o
m
p
I
a
i
n
t
s
ATM CompIaint Distribution
Request s not
Processed
Welcome Letter Not
Received
SMS not Received
Wrong Name on
Card
Branches Did not
Received the Card
Staff Not Aware
About the ATM
TOTAL No of
complaints
C I A M D
As t Process..
CONTROL - ControI !Ian
ndicators Control
Limit
Checking
tem
Checking
Frequency
Responsibili
ty
T1 1 Day Daily A/c
Opening
Register
Daily A/c Opening
Officer
T2 scanning
of form
1 Days Daily
Scanning
record
Daily A/c Opening
Officer
T3 ntimation
to customer
3 Days MS Report Monthly Dispatch
Quality
Officer,
Courier
Company,
DQO
T4 2 Days MS report
of return
mail.
Monthly Front end ,
Operations,
DQO
C I A M D
T1
T2
T3
T4
CONTROL - Key Findings (Lesson Learned)
1lghL MonlLorlng of SLA agreemenL and perlodlc spoL checks
MeeLlng wlLh all vendor courler (s) on MonLhly basls
AccuraLe logglng of complalnLs
ulfferenLlaLe lnqulry from acLual complalnLs
roper problng of every complalnL recelved by fronL end sLaff and by ulspaLch CuallLy unlL (uCu) offlcer
1ralnlng of operaLlon sLaff
TooIs Overview TooIs Overview
1. Histogram
2. Fishbone Diagram (Cause and
Effect)
3. Pareto Chart
1. Brainstorming
2. To Be Process Map
3. Solution Evaluation Matrix
4. mplementation Plan Stakeholder
5. Communication Matrix
6. Training Strategy
1. Control Chart
2. Control Plan
3. Management review meeting
(monthly)
4. Service Champions review meeting
(Bi-weekly)
1. CTQ Specifications
2. Project Charter
3. Process Map
4. Stakeholder Analysis
1. CTQ tree to identify
measures
2. Performance standard
3. Detailed As-is process MAP
4. Histogram
ONTROL ONTROL
EFINE EFINE
M!LEMENT M!LEMENT
EASURE EASURE
NALYZE NALYZE
Lessons Learned Lessons Learned
Lesson Learned from our team
Pow Lo deLermlne Lhe rooL cause of any process
CusLomers are Lhe lmporLanL parL of any organlzaLlon as for Lhem Lhe enLlre process has Lo change
Pow Lo meeL Lhe dead llnes
locus on Llmely dellvery of A1M Lo cusLomers
key Cha||enges
Call cenLre relucLance Lo glve Lhe accuraLe daLa
L was dlfflculL Lo meeL Lhe dead llnes
Lessons Learned Lessons Learned
S| S|gma Methodo|ogy
Slx Slgma model le uMAC ls a process for conLlnued lmprovemenL L ls sysLemaLlc sclenLlflc and facL
based 1hls closedloop process ellmlnaLes unproducLlve sLeps ofLen focuses on new measuremenLs and
applles Lechnology for lmprovemenL
o|nt to be shared to others
Worklng wlLh people from dlfferenL backgrounds ls amazlng because of Lhelr dlverse approach Lowards
slLuaLlons
MoLlvaLlon level goes hand ln hand wlLh hlgh cusLomer saLlsfacLlon