Process Excellence At Credit Agricole Corporate & Investment Bank Case Study
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Process Excellence at Credit Agricole Corporate & Investment Bank - PEX Network Case Study
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Process Excellence at Credit Agricole Corporate & Investment Bank Process Excellence Network Case Study 2012 Europe Process Excellence Award Winner
“Best Project Over 90 Days”
Process Excellence at Credit Agricole Corporate & Investment Bank - PEX Network Case Study
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Credit Agricole Corporate & Investment Bank won PEX Network’s European Process
Excellence Award for Best Project Over 90 Days
CASE STUDY: CREDIT AGRICOLE
CORPORATE & INVESTMENT BANK
INSIGHT FROM EUROPEAN AWARD WINNING PROJECT
CONTEXT & PROJECT OVERVIEW
With over 54 million customers, 160,000
employees, 11 600 branches worldwide and the
expertise of its specialized subsidiaries, Credit
Agricole Group is one of the largest banks in
Europe. Its investment banking arm, Credit
Agricole Corporate & Investment Bank (CA-CIB)
launched a Lean Six Sigma initiative. Within this
Operational Efficiency Programme, the Cash
Payments process was identified as one area of
opportunity to make substantial improvement.
The Cash Management business is a transactional,
high volume, low revenue business that offers
little opportunity for growth but remains a core
client offering for the bank. It covers cash
management services and payment products, such
as; electronic transfers, standing orders, “wire”
transfers (any client requested international/
domestic payment).
IT improvement opportunities had already been
optimised, so further gains would mainly have to
come through process improvements and re-
organization across the value chain.
The company applied Lean Six Sigma tools and
techniques to tackle the problem, which included
redefining the Front to Back process (from the
Front Office through to the Operations and the
Back Office) and developed solutions that
challenged not just the process, but also how the
business line itself was organised. A productivity
gain of more than 10% was delivered across this
large front to back team and key to success was a
concerted effort to engage business users at every
step of the way.
The project was launched as part of the bank’s
PRIME (“PRocess IMprovement & Efficiency”)
Programme, a multi-year process optimisation
programme. It aims at improving all the “end-to-
end” operational processes of CA-CIB in order to
strengthen the quality of client service, improve
global efficiency by promoting synergies and
working across processes, reduce costs and
reinforce the management of risk.
For their work, innovative approach and
outstanding results, the company won PEX
Network’s award for Best Process Improvement
Project Over 90 days, a pan-European award
judged on operational and business results as well
as clarity in execution throughout the process and
sustainability of change.
Process Excellence at Credit Agricole Corporate & Investment Bank - PEX Network Case Study
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More than 50% of the time of front office staff was
dedicated to “non sales” tasks
Processes were mapped and analysed to find
non-value added activity
TACKLING CASH PAYMENT INEFFICIENCIES
The Cash Payments project at Credit Agricole
Corporate & Investment Bank (CA-CIB) began in
April 2011. The process – which handles cash
management services and payment products such
as electronic transfers, standing orders, etc. – had
been identified as a key opportunity for
improvement because of the twin problems of
decreasing revenues (owing to historically low
interest rates) and rising costs.
“It was a question of survival to streamline this
business […] in order to reduce cost, but NOT at
the expense of quality,” explained Laurent
Ripoche, Head of Transaction and Commercial
Banking at CA-CIB and sponsor of the project.
Initial data analysis showed that 280 million
operations per year were 99.8% straight through
processing (“STP”); but the remaining non-STP
payments, some 35k manual transactions per
month, drive the effort associated with 200 FTE in
the front to back process.
IT improvement opportunities had already been
optimised, so further gains would mainly have to
come through process improvements and re-
organization across the value chain.
The Lean Six Sigma team followed a DMAIC
approach to identify key problem areas and
sources of non-value added activity.This approach
included mapping and understanding the process
and challenging non-value added activities and
tasks. Data was collected on volumes and effort in
order to calculate accurate costs of poor quality
(CoPQ) and improvement solutions identified and
validated by operational employees during Kaizen
workshops, with the focus on external client
satisfaction.
Finally, the company designed a global
implementation plan created with business
involvement and owned by the business, with key
milestones, ownership and agreed due dates.
This business involvement in the changes was
critical, and the PRIME programme identified that
it was essential to engage business users at every
step of the way to ensure that the changes made
had maximum impact and would be adopted.
“My team and my role within this programme is
as a facilitator for change, but we cannot own the
change implementation and the new processes
that will be implemented on our own,” explained
Isabelle Monier-Vinard, Head of Credit Agricole
CIB’s Lean Six Sigma Programme (PRIME). “It was
critical to get all of these different stakeholders in
the same room and agree on common
improvement objectives.”
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Solutions were designed by or validated
with the business
That’s one of the reasons that the Lean Six Sigma
division ran 26 workshops conducted at all levels
of the business. Each workshop had a structured
agenda and data (including process maps, volumes
and time to process each step) to drive the
discussion and workshop attendees then added
their opinions on issues raised and then agreed
joint priorities for improvement objectives, which
were scored transparently. All issues identified
within these workshops were collated and
prioritized in the ‘House of Dysfunctions and
Waste’; so that each could be assessed and scored
against strategic objectives.
“We had to convince all the different teams to
overcome their siloed organisation towards an end
to end view and ownership of their activities,” said
Isabelle Monier-Vinard. “To do that, we used client
focussed data and linked each operational silo and
its performance to their client satisfaction and
global metric […] everything was data driven.”
This use of data helped to bridge the
organisational silos, and to make people work
together productively.
All solutions that the team came up with were
either from these workshops or validated in
‘Solution’
workshops with
the business and
then shared with
management for
decision making
and
implementation
planning. This
lead to increasing
buy-in for implementation as the workshop
audience had agreed to the solutions directly.
“The strength of these workshops was that all
levels of the organization (management and
operational) expressed themselves freely without
feeling that conclusions had already been made in
advance of these sessions,” explained Laurent
Ripoche, project sponsor.
SOLUTIONS
After extensive analysis, Credit Agricole Corporate
& Investment Bank (CA-CIB) redesigned not just
the processes but even reorganized the business
line functions into several distinct activities : front
office, middle office, back
office and reporting.
The front office was
realigned to focus on its
core business – Product
Development and Sales –
while the back office
remained in charge of the
claims management
activities. Two new activities were created: first, a
‘Middle Office’ was set up to ensure better
management of the end to end process, and
secondly, a ‘Reporting’ team, which monitors
ongoing activity and enables timely follow up of
risks. These new activities, coupled with the
realignment of the front office tasks on
commercial actions, are aimed at improving client
service while removing non value add activity and
delivering efficiency gains.
“The strength of these workshops was that all
levels of the organisation expressed
themselves freely without feeling that
conclusions had already been made in advance
of these sessions.” - Laurent Ripoche, project
sponsor
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There were two primary reasons for reorganizing
the functions in this way, explained Adrian Grant
(MBB external advisor). The first reason was lack
of clarity over what exactly the front office and the
back office should be doing. There were quite a
few administrative tasks that the front office was
performing that would have fit better under a back
or middle office. Additionally, there were things
that were being done by both sides because they
weren’t clearly defined.
“I think an effectively designed middle office in
banks is a rare thing,” said Adrian Grant. “This one
has now been designed the right way – bottom up,
not top down. I think that’s the thing that’s been
very good about this project, is it is functionally
aligned, rather than just the management team
saying let’s call them a middle office now.”
The realignment helped the Lean Six Sigma team
gain more efficiency than they could have from
improving processes alone.
“By focusing on the organizational design - instead
of just improving and optimising an existing
process - we improved the global efficiency
because we allowed the front office and the
support function to be more focussed on their
core activities,” said Isabelle Monier-Vinard.
The image at the bottom of this page details the
original process (Initial Value Chain) compared
with the redesigned version (Target Value Chain).
RESULTS
Improvements along the value chain delivered a
gain of more than 10% productivity across this
large front to back team through the following
steps:
Process review and optimization
(removing Non Value Add activity)
Reduction of manual operations (and
operational risk)
Organizational re-alignment (Front Office
& Operations)
Challenging Supply chain (client service
channel changes to optimize payments)
The project was a front to back process review
that looked at Value Add activity from a client
perspective and functionally aligned processes to
aid efficient performance. Since the reorganization
and process optimisation, productivity gains of
12% have been validated and realised (with
budgets updated based around implementation
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actions). The overall implementation plan has
been incorporated in the new cash management
business plan for 2012.
Adrian Grant attributed some of the success to the
fact that the project looked at the entire process
from the perspective of the customer.
“I think that every process we look at always starts
with a siloed view and it’s so easy to forget our
clients in that. We become a part of the machine
rather than the front to back service the client
sees,” he said. “I think what make PRIME [CA-CIB’s
Lean Six Sigma programme] successful is that it
reminds all of the actors in the process - front to
back - about what their client sees.”
The project demonstrated the ability of Credit
Agricole Corporate & Investment Bank’s Lean Six
Sigma team to onboard a global, end to end, front
office to back office solution, overcome
organizational silos and realise the truism that
efficiency gains can be identified at the interfaces
between departments by reducing manual tasks
and improving client focus.
What were the key success
factors?
Credit Agricole CIB attributes the following
factors as key to the overall success of the
project:
Front Office sponsorship
Onboarding operational Green Belts from
the business
Voice of Client used to optimise current
service offering:
o Leading to re-focus of Front Office
on core sales tasks
o Creating a new Middle Office
(dedicated to client servicing)
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VIEW FROM THE BUSINESS
INTERVIEW WITH LAURENT RIPOCHE, HEAD OF TRANSACTION & COMMERCIAL BANKING (PROJECT SPONSOR), CREDIT AGRICOLE CORPORATE & INVESTMENT BANK
Laurent Ripoche is Head of Transaction & Commercial Banking (TCB); he has been
in this role since April 2007. He began his career in 1988 with Crédit Lyonnais
retail banking. In 1992, he worked in Fixed Income Middle-Office. In 1995, he
became Corporate Relationship Manager in Paris, then, in 1998, project Manager
RAROC Tools / Economic Capital. In 2001, he was appointed Head of Credit Risk
Management in Asia - Pacific (Calyon), then in 2005, project Manager Basle II for
corporate clients. He was Sponsor for the Cash Management project, taking
responsibility for coordinating the management decision making on this front to
back business line.
WHY WAS THE CASH PAYMENTS
PROCESS IDENTIFIED AS A STRATEGIC
OPPORTUNITY FOR IMPROVEMENT?
The Cash Payments business between 2008 &
2010 had to cope with the scissor effects of:
30% fall in revenue (decrease of interest
rates)
20% increase of its cost base
It was a question of survival to streamline this
business, our end to end processes across the
whole value chain in order to reduce cost, but NOT
at the expense of quality. The strategic objective
for Cash Payments business is first to increase
quality as valued by clients and secondly to reduce
the cost base of the operation. Launching such a
project was a good opportunity to reach these two
objectives.
WHAT WAS THE MOST IMPORTANT
THING FOR YOU TO ACHIEVE THROUGH
SPONSORSHIP OF THIS PROJECT?
I am personally convinced of the value of the Lean
Six Sigma methodology. I learned about it during
my MBA and beyond my business objectives I
wanted to test the applicability of this approach to
a banking environment where processes are less
materialized than in the manufacturing world.
As a sponsor the most important thing was to
quickly define the objectives, the scope of the end
to end processes and the geographical location of
activities. Through a first data analysis we were
able to do an efficient scoping of quantifiable
objectives that could be reached through a
pragmatic approach.
Another important aspect of my role as a sponsor
was to allow the methodology to highlight the axis
for improvement (confirming some of manager’s
feelings both in Front Office and Back Office)
rather than direct the outcome of the project top-
down, so that data leads the improvements in a
transparent manner.
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WHY DO YOU THINK THE APPROACH
TAKEN BY THE LEAN SIX SIGMA TEAM
AT CREDIT AGRICOLE WAS SO
SUCCESSFUL?
One key success factor was that the project team
was very transversal and balanced between Front
Office (sales), the operational business teams and
the Back Office. Coached by the PRIME Lean Six
Sigma specialists, everyone involved participated
well in workshops, where everybody was able to
talk without constraints. LSS facilitation oriented
the sessions towards shared objectives and people
shared their ideas very freely and reached a
consensus on solutions rapidly. The strength of
these workshops was that all levels of the
organization (management and operational)
expressed themselves freely without feeling that
conclusions had already been made in advance of
these sessions. As a consequence the axes of
improvement were all validated by consensus.
We know our business through intuition, but with
quantifiable measures it is difficult to refute the
need of improvement either on our process or our
organization.
THERE ARE SOME WHO ARGUE THAT
PROCESS IMPROVEMENT IS A
STRATEGIC RATHER THAN TACTICAL
ISSUE. WOULD YOU AGREE?
For me, it is both strategic and tactical. In this
project reducing manual operations was a tactical
objective (linked to cost reduction) but we
continually kept in mind our strategic objective to
improve our commercial dynamism. The approach
allowed for the elements of the service valued by
the client to be quantified. By re-shuffling the
organization of the end to end filiere, we globally
delivered recognized value that the customer is
willing to pay for. This was achieved by refocusing
FO on Sales, specializing people in a value added
middle office and simultaneously reducing cost
through lowering the number of manual
operations and eliminating the duplication of
effort.
We changed our way of working on the global end
to end filiere, focusing on client satisfaction and in
this way the improvements are strategic for our
business line!
IN WHICH WAYS DO YOU THINK THE
LEAN SIX SIGMA TEAM DELIVERS VALUE
TO THE BUSINESS?
Apart from the quantifiable benefits, the cost
reduction, we all improved our process
understanding and learned from the operational
people (who experience the processes on a day to
day basis) and engaged in transversal teamwork
for a common goal. All actors, from front to back,
valued the focus on quality as the key driver for
this business.
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LINKING PROCESS IMPROVEMENT WITH
STRATEGIC BUSINESS OBJECTIVES
INTERVIEW WITH ISABELLE MONIER-VINARD, BLACK BELT & HEAD OF CREDIT AGRICOLE CORPORATE & INVESTMENT BANK LEAN SIX SIGMA PROGRAMME (PRIME)
Isabelle Monier-Vinard is the Head of the Operational Excellence Initiative “PRIME” (Process IMprovement & Efficiency) at Crédit Agricole Corporate & Investment Bank (CA-CIB) since 2009. She manages both the delivery of process excellence and the wider adoption of the Lean Six Sigma methodology within the company from the Front Office to the Support Functions. As programme lead she supports the deployment strategy within the organization and is responsible for assuring the quality of PRIME project deliverables and the follow up of the LSS methodology and mindset. Isabelle started her career in the Group Internal Audit department of Banque Indosuez. In 2000 she joined Société Générale Corporate and Investment Banking
where she took various management responsibilities in the Equity Derivatives' Operations Department. In 2007, Isabelle joined CA-CIB as COO of Capital Markets' Operations Department to then become the Chief of Staff to the Global Head of IT & Operations.
HOW WAS THIS PARTICULAR PROCESS
IDENTIFIED FOR IMPROVEMENT?
A Cartography of 57 end to end processes has
been defined by the general management as
targets for review by 2014. We ran a project
selection with the key stakeholders, and it saw the
cash management process as a good opportunity.
When we say key stakeholders we mean front
office and support function management were
involved in this project selection. On top of that,
the head of cash management business - the front
office - was also very keen on participating in this
project.
It was important right from the start to have the
involvement of both front and support function
employees, a very strong sponsorship from the
head of the front office. It helped us to have a full
end to end review of this, what we call here in our
language, a filiere, meaning we go from the front
to the back of the process.
THROUGHOUT THIS PARTICULAR
PROJECT, I UNDERSTAND THAT YOU
RAN A LOT OF WORKSHOPS AT EVERY
LEVEL OF THE ORGANISATION.. WHY
WAS IT SO IMPORTANT FOR YOU TO
TAKE THIS APPROACH?
My team and my role within this programme is as
a facilitator for change, but we cannot own the
change implementation and the new processes
that will be implemented. So for us and for the
company, it is key to have the business in the
workshops agreeing on the future state, because it
secures the effective implementation. The cash
payment project crosses different departments –
front and support – and even within these
different departments there are siloed teams. So
it was critical to get all of these different
stakeholders in the same room and agree on
common improvement objectives. The key was
really to give them the ownership of the issues:
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first of all the ownership and the
acknowledgement of problems and the solutions
and secondly of all the change management
issues, before launching the implementation plan.
WHAT WOULD YOU SAY WAS THE MOST
DIFFICULT ASPECT OF THE PROJECT,
AND HOW DID YOU OVERCOME IT?
In every investment bank, the front office and
support function do not naturally see their
activities as a transversal and common state.
Bringing a front to back shared understanding was
the main challenge for us in this project – we had
to convince all the different teams to overcome
their siloed organisation towards an end to end
view and ownership of their activities.
To do that, we used client focussed data and
linked each operational silo and its performance to
their client satisfaction and global metric. So
everything was data driven, which is very
important to make in fact all these different key
stakeholders converge towards a search for
improvement. In fact, we were able to effectively
identify the defects and their root causes in a
factual way, regardless of whether they were in
the front, or, the back office. So it was very
important to have all this data driven analysis
because it helped to bridge the silos, and to make
people work together productively.
TAKING A MORE STRATEGIC VIEW, I
UNDERSTAND THAT PART OF YOUR
ROLE AND YOUR AIM AT CRÉDIT
AGRICOLE HAS BEEN TO BUILD A
SUSTAINABLE AND SELF-SUFFICIENT
LEAN SIX SIGMA PRACTICE THAT CAN
REALLY TRANSLATE THE STRATEGIC
OBJECTIVES OF MANAGEMENT INTO A
SPECIFIC CHANGE AGENDA. WHAT DOES
THAT ACTUALLY LOOK LIKE TO YOU?
After three years of building this practice - the first
Lean Six Sigma practice that this company has ever
had - I would summarise our journey with four
words: first, adaptation, second, pragmatism,
third, delivery, and the last, conviction.
With these four, in fact, key cornerstone
principles, we will still be able to translate and to
adapt to our general management’s strategic
objectives, and to deliver exactly what is expected
from this initiative. But on top of that, the key
element for me is conviction and pragmatism - not
going too fast, not too slow, but getting to exactly
where we need to be.
RIGHTLY OR WRONGLY, MANY TEND TO
ASSOCIATE LEAN SIX S IGMA WITH COST
CUTTING, AND NOT REALLY A WHOLE
LOT MORE. DO YOU THINK THAT THIS IS
AN ACCURATE ASSESSMENT OF WHAT
LEAN SIX SIGMA CAN REALLY BRING TO
THE BUSINESS?
In my opinion, Lean Six Sigma is not about cost
cutting. It is about efficiency. The key message I
carry around the company is about all of us looking
for efficiency. Anyone can decide to do top down
cost cutting, but I don’t believe that brings
sustainable efficiency to the organisation.
By deploying a Lean Six Sigma approach, we
contribute to performance. In a sense, we perform
a sanity check on our current processes and on the
organisation. We bring four key elements to the
table with regards sustainable improvement.
These elements are: securitisation, monitoring,
client satisfaction, and global efficiency. I believe
that what Lean Six Sigma brings us is how to be
better in a measurable way that our clients, the
business and the employees recognise.
WHAT TECHNIQUES DO YOU EMPLOY TO
REALLY SUPPORT THE OVERALL
STRATEGIC OBJECTIVES AT CRÉDIT
AGRICOLE?
If I go back to the four main principles I mentioned
earlier - adaptation, pragmatism, delivery and
conviction - we can translate them into eight
execution principles that need to be carried out in
order to bring value to the company. First of all we
need a clear and constant sponsorship from
general management, something that we have
here. The second execution principle is a
pragmatic and global approach
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through a project selection aligned to our general
management objective, and also a project
approach adapted to the issue we have to cope
with.
The third principle is the collaborative project
execution in two pillars: we always work with a
mixed team of in fact Lean Six Sigma experts and
operational staff, and we still focus on the middle
management involvement and ownership at the
end of our project.
The fourth is a strict protocol for the follow up and
the acknowledgement of our results. By this I
mean all results - financial and non-financial. These
are followed in the control tower that we are in
charge of, and for all of the identified gains, we
involve Finance in the agreement of our
monitoring process. This is key for us, because it
gives the initiative real credibility in terms of
efficiency and improvement.
The fifth one is the training of operational staff to
be able first of all to get them involved concretely
in the project, and secondly to enable them to be
able to roll out any micro improvement initiatives
in their own activities or propose new ideas for
improvement. Governance, the sixth one, to
involve each “rung” of the hierarchy within
management, which includes top management.
What that gives you is a strong investment of
conviction by top management for the
programme.
Seventh is the communication, which needs to be
very active, and communication is still on two
things. First of all, the programme objectives, to be
very clear with everybody within the company
about the objectives we are looking for, and also
to communicate on results - and especially
success. We need to reward also operational
staffs who have been working with us on this
improvement project. And the final principle is to
have a dedicated team of very motivated people
looking for projects that will enable change and
provide value to the company.
FINALLY, WHAT ARE YOU DOING TO
REALLY MAKE YOUR LEAN SIX SIGMA
ACTIVITY SUSTAINABLE FOR THE LONG
TERM?
As I said, we do run our project systematically with
a mixed team of Lean Six Sigma experts and
operational staff. So the first thing is that these
operational staff free up half of their time to
become part of our extended team. That means
that they are really part of the project team. We
thoroughly train them, coach them during all the
projects, and ensure they use the Lean Six Sigma
tools effectively. This is so that we do not have to
carry everything by ourselves. We have trained
almost 100 operational staffs who are now a
community who understand our approach and are
able to roll out and use Lean Sigma tools in their
own daily work. When I'm talking about
operational staff, we try to onboard different
levels of operational staff, meaning just an
employee working on the process, but also middle
managers. We give them the opportunity to be
part of a global review end to end of the process
which they normally don’t have the opportunity to
do.
Second, we focus our project delivery on
quantifiable benefits for our clients, and delivering
also to the middle management sustainable tools
like process maps, operational risk metrics,
capacity models and competency matrices that
they can still use after the project has ended, and
that will be in fact part of their daily monitoring
tools.
In parallel, we are building a Lean Six Sigma
academy that will allow us to train more people
outside of our core project focus. In fact, our
process expertise is recognised outside of the Lean
Six Sigma optimisation core focus because we are
now involved in key strategic IT transformation
projects for which we are in charge of the process
contribution in designing the target processes
before IT configuration.
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ABOUT PROCESS EXCELLENCE AWARDS
The Process Excellence Awards have been established to
honour, recognize and celebrate projects that
demonstrate true best practices. Entrants are assessed
on the use of methodology, business impact, and
excellence within the practice of Lean, Six Sigma &
Business Process Management (BPM). Judges for the
PEX Network awards are assembled of experts and
business leaders working in industry.
A full list of European award winners 2012 can be
obtained on PEX Network.com.
Process Excellence at Credit Agricole - PEX Network Case Study
13 | P a g e
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