Genpact Case Study Solution

at best-in-class levels, manage the increased competition and be future ready.
A review of the existing processes revealed significant upstream inefficiencies which created rework downstream. Limited metrics were used to monitor flow of information. Apart from issues such as Training and Workload management it was observed that existing system functionality was not being utilized. There were data integrity issues throughout the process.
Business Solution
Detailed end-to-end process mapping from origination to loan servicing was done and 150+ process maps developed. A base lining and benchmarking exercise was carried out and 80+ metrics identified. Genpact Six Sigma and Domain experts worked with bank’s business teams to generate 100+ process
With primary focus on customer satisfaction and audit compliance capabilities, Genpact analyzed the institution's disparate systems, security and data compliance processes, business process workflows, manual hand-offs, paper-driven dependencies and efficiency leakage points. Through a Root Cause Analysis (RCA,) Genpact charted out the impact of each problem on compliance adherence, customer service, and, satisfaction.
Genpact started with fixing the broken processes. It then implemented a client-customized instance of its cloud-based commercial loan origination platform, called GRADE (Genpact's Risk Assessment Delivery Environment), to enable fully integrated, straight-through, end-to-end loan processing across the front and middle office functions such as lead generation, credit analysis, credit decision, exposure management, pricing configuration, document management, and advanced reporting.
Outcome:
Genpact and its GRADE platform transformed the financial services firm's small business loan capabilities
Case Study:
A US based Financier was facing issues in its end to end process, from Originations to Funding (sub-prime loans). The process was spread across multiple locations and involved manual activities, repetitive checks and multiple handoffs leading to high cycle time. The Re-Engineering exercise revealed that (i) Ineffective team structuring lead to multiple handoffs and high wait times between teams (ii) Non Standardized processes involving repetitive checks and manual handovers (iii) Reporting structure to track performance was missing (iv) Fragmented systems and manual processes.
Business Solution
As-Is process mapping for the end-to-end process along with Activity level cycle time study was done to baseline the current performance level of the process. Standardized Processes and documentations were created to reduce process variation driving 10% productivity gains.
Data Analysis, Brainstorming and SME interviews were done to understand the challenges faced by the process. Teams were merged to remove layers and avoid repetitive work. Technology solutions such as Customer/Partner Portals implemented and existing systems were