The business unit formed part of a major retail bank’s Credit Operation and had the responsibility of recovering debt which was achieved by liaising with 3rd party ‘advice bodies’ acting on behalf of the bank’s customers.
More than 30 people worked in the unit, with plans to recruit more. The staff were attempting to manage a backlog of more than 10,000 work items which stretched back 24 days, significantly higher than the 5-day service level agreement. There was also a high variability in standards between staff and poor levels of quality, caused by inadequate process control and a general lack of effective operations management.
A 12-week Lean transformation approach was taken by Reinvigoration to drive improvement with the key elements being:
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