Operations Improvement in the Finance Sector - GLC Europe
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Online MasterClass 11-12 February, 2021
Operations Improvement
in the Finance Sector
MasterClass
Alan Power
learning objectives:
By the end of the programme delegates will be able to:
• Outline the approach for aligning the operation to meet the needs and
expectations of the customer both internal and external;
• Demonstrate an ability to use a number of tools and techniques to improve
the performance of key business processes;
• Describe a number of approaches to improve the effectiveness of the
human resource;
• Outline alternative organisational structures to deliver improved
customer service while delivering greater efficiencies.
www.glceurope.com
Operations Improvement 11-12 February, 2021
In The Finance Sector Online MasterClass
MasterClass
introduction:
Operations management is an area of business concerned with the production of goods and
services and involves the responsibility of ensuring that business operations are efficient –
in terms of using as little resource as possible – and effective in terms of meeting customer
requirements. It is concerned with managing the process that transforms inputs (in the
forms of materials, information, labour and energy) into outputs (in the form of goods and
services) to deliver outcomes for the company and the customer.
To perform this function effectively, Operations Managers have a number of responsibilities,
for example:
• Aligning the operation’s strategy with the company strategy;
• Deploying the operations strategy;
• Designing the company’s services and processes;
• Planning & controlling the operation.
In addition, Operations Managers have a responsibility to improve the performance of
operations: continuous improvement is the focus on improving quality and reducing costs.
AIMS:
The overall aim of this course is to provide delegates with an introduction to the Operations
Manager role of establishing and executing a strategy of continuous improvement with
a focus on the Finance Sector.
METHODS:
It is our intention to give you an opportunity to understand the nature and practice of
operations improvement. In order to do so we will present you with a range of learning
experiences including presentations and exercises, in addition, a case study will be used
as an example of how one company in the UK Finance Sector, took this approach to deliver
dramatic improvements in all their Key Performance Indicators.
Who Should Attend?
It is not only operations managers who run back office operations in the Finance Sector, all
managers in all parts of the business run some form of operation, for example: a finance
manager’s operation processes invoices and other financial transactions, an HR manager’s
operation processes recruitment and training courses, so, if you are responsible for the
management of processes then you are an operations manager. This course will be of
interest to all managerial levels: senior, middle and first-line managers.
www.glceurope.com booking@glceurope.com +36 1 848 0515
Operations Improvement 11-12 February, 2021
In The Finance Sector Online MasterClass
MasterClass
TraineR:
Alan Power
Alan Power first became aware of Quality Management in the 1980s while personnel
director of Mortgage Express Ltd, a UK mortgage lender and subsidiary of TSB Bank Ltd.
As a direct result of this interest Alan was appointed general manager of a new, centralised
mortgage company, TSB Homeloans Ltd., a new mortgage division for the parent bank. TSB
Homeloans was set up in Scotland during 1990s using the principles of Quality Management
- recognised today as Lean and Six Sigma – while deploying other Quality Management
methodologies including Benchmarking, ISO9001, the EFQM Excellence Model and the
Balanced Scorecard.
During the period of Alan’s tenure TSB Homeloans won the following awards:
• The Digital Quality Award;
• The Quality Scotland Prize for Business Excellence;
• The Quality Scotland Award for Business Excellence’
Prior to taking on this role Alan had some 20 years’ experience in senior roles in Human
Resource Development.
Following the merger of TSB Bank Ltd with Lloyds Bank plc Alan was appointed Head
of Quality Policy & Strategy, with responsible for establishing and deploying Quality
Management throughout a bank with forty business units, eighty-six thousand employees
and three thousand, five hundred retail branches.
In 2003 Alan set up his own management consultancy, MPOWER (UK) Ltd. to offer training
and consultancy in Quality Management, Lean Operations, Six Sigma and a variety of other
topics. Today Alan has a global presence with clients in the Far East, the Middle East, North
& West Africa and the Caribbean.
The full range of his work can be viewed at: www.alanmpower.com
www.glceurope.com booking@glceurope.com +36 1 848 0515Operations Improvement 11-12 February, 2021
In The Finance Sector Online MasterClass
MasterClass
day1 day2
08:50 Connecting to the online MasterClass 08:50 Connecting to the online MasterClass
09:00 Introductions and Objectives 09:00 Introductions and Objectives
Operations Improvement – Six Sigma
09:30 Operations Management • Case Study: TSB Homeloans (a UK
Mortgage Company);
• Exercise: what is operations management?
• Identifying special cause and common
• The transformation process: transformed
cause variation;
and transforming resources;
• How process variation impacts on business
• Identifying Key Performance Indicators to
performance;
effect control and deliver improvements;
• The development of Control Charts to
• Describing a general model of operations
identify process variation;
management;
11:00 Coffee Break • Exercise: how to calculate standard
10:30 deviation;
• Data collection and sampling systems;
11:20 Operations Improvement – Lean
• Exercise: simulating process flow;
• The 7 classic wastes + 6 more; 11:30 Coffee Break
• Quality Control v Quality Assurance
• The limitations of visual quality control 11:50 • Exercise: Calculating process capability and
checks sigma scores;
• Exercise: constructing a control chart using
data from the Case Study company;
12:30 Lunch Break • Calculating process capability.
• Feedback systems to inform improvement
activities;
13:30 Operations Improvement – Lean - • Establishing improvement priorities;
Continued
• Case Study: Lean Operations;
• Exercise: line balancing – Heijunka;
12:30 Lunch Break
• Exercise: standardised work;checks
13:30 • Exercises: Pareto Analysis to establish the
‘vital few’ issues;
14:30 The three pillars of Lean Operations • Exercise: Cause & Effect diagram with
• Just in Time (JIT) 5Whys.
• Exercise: Calculating Takt time; • The cultural issues to address in order to
• Review of Exercise; establish process control charts
• Pull versus Push systems;
• How to achieve one-piece flow.
14:45 Coffee Break
• Jidoka
• Automatic and manual line stops;
• Managing the integration of people and 15:05 Establishing a Continuous Improvement
machines; Strategy
• Error proofing systems;
• A road map for the implementation of a
• Creating a visual control system. Lean Six Sigma strategy.
• Culture – the critical role of organisational
culture 16:30 Summary and conclusion
15:30 Coffee Break 16:50 Feedback/Evaluation Session
15:50 Black Box Thinking – the benefits of
continuous feedback to the learning End of Day 2
organisation 17:00 END
17:00 END End of Day 1
All dates and times are expressed in UTC/GMT+1
on the Agenda (CET Time Zone)
www.glceurope.com booking@glceurope.com +36 1 848 0515Operations Improvement 11-12 February, 2021
In The Finance Sector Online MasterClass
MasterClass
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