Operations
Case Study
Supporting Operations Management at Standard Bank
A Case Study by Bloor Research Author : Simon Holloway Publish date : September 2010
Standard Bank, by using QPR software for their Six Sigma initiatives, were able not only to map the processes to a standard, but to produce measures aligned to higher level objectives, with targets that were realistic and achievable, resulting in hard savings
Simon Holloway
Supporting Operations Management at Standard Bank
Introduction
The need to streamline and adapt to reduce time to market, eliminate waste and meet customer demand has quickened as a result of expanding global competition and uncertain economic times. Organisations need to critically evaluate the performance and agility of their operations. The manufacturing sector has gained benefits from adopting a number of methods such as lean manufacturing and Six Sigma to take control of operations management and make it leaner and meaner. What has become clear over the last few years is that these techniques can be applied to the services sector as well. In today’s service sector marketplace, it is vital to make the processes that deal with the operation of business not only effective and efficient in terms of customer, supplier and employee use, but also compliant with regulations both statutory and organisational. In addition, these processes have to support the implemented business strategy of the organisation. Operations Management is about measuring and managing effectively; this includes leveraging management techniques such as Six Sigma to determine the criteria for measuring the process and, as the ability to manage the resource, employees or 3rd parties to deliver the required services in the desired timeframe. In 2005, Standard Bank faced these issues and embarked on a Six Sigma project with a difference—which was the need to simplify as well make their operation business processes more effective and efficient.
A Bloor Case Study
1
Supporting Operations Management at Standard Bank
A Case Study by Bloor Research Author : Simon Holloway Publish date : September 2010
Standard Bank, by using QPR software for their Six Sigma initiatives, were able not only to map the processes to a standard, but to produce measures aligned to higher level objectives, with targets that were realistic and achievable, resulting in hard savings
Simon Holloway
Supporting Operations Management at Standard Bank
Introduction
The need to streamline and adapt to reduce time to market, eliminate waste and meet customer demand has quickened as a result of expanding global competition and uncertain economic times. Organisations need to critically evaluate the performance and agility of their operations. The manufacturing sector has gained benefits from adopting a number of methods such as lean manufacturing and Six Sigma to take control of operations management and make it leaner and meaner. What has become clear over the last few years is that these techniques can be applied to the services sector as well. In today’s service sector marketplace, it is vital to make the processes that deal with the operation of business not only effective and efficient in terms of customer, supplier and employee use, but also compliant with regulations both statutory and organisational. In addition, these processes have to support the implemented business strategy of the organisation. Operations Management is about measuring and managing effectively; this includes leveraging management techniques such as Six Sigma to determine the criteria for measuring the process and, as the ability to manage the resource, employees or 3rd parties to deliver the required services in the desired timeframe. In 2005, Standard Bank faced these issues and embarked on a Six Sigma project with a difference—which was the need to simplify as well make their operation business processes more effective and efficient.
A Bloor Case Study
1