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Most banking institutions suffer from numerous inefficiencies, such
as poor planning; inadequate coordination and communication;
ineffective processes, tools, and workflow; and excessive
bureaucracy. Lean for Banks describes in easy language how to use
Lean and Six Sigma management practices to significantly improve
the efficiency of bank operations. This book shows how to use Lean
and Six Sigma management practices to improve the normal daily work
in a bank, typically executed in the so-called "back offices." This
work involves about 90 percent of bank employees and generates 90
percent of costs. Lean for Banks explains how to organize bank
operations better, increase work productivity and quality by
working smarter and not harder, make fewer mistakes and decrease
rework, and elevate jobs from mundane and repetitive to creative
and pleasantly challenging. Most importantly, it shows how to
increase the satisfaction of bank customers and in turn enhance
bank competitiveness and market share. Lean for Banks is intended
for all levels of bank employees: back-office workers, first-level
supervisors, middle- and higher-level managers, and corporate
executives. It is also intended for all levels of students at
schools that teach banking skills-short courses intended for
tellers, college courses in advanced banking operations, and
continuing education for bank managers and line employees. This
book is an entry-level text on Lean and should give readers enough
understanding to prepare them for active participation in Lean
deployment activities.
Most banking institutions suffer from numerous inefficiencies, such
as poor planning; inadequate coordination and communication;
ineffective processes, tools, and workflow; and excessive
bureaucracy. Lean for Banks describes in easy language how to use
Lean and Six Sigma management practices to significantly improve
the efficiency of bank operations. This book shows how to use Lean
and Six Sigma management practices to improve the normal daily work
in a bank, typically executed in the so-called "back offices." This
work involves about 90 percent of bank employees and generates 90
percent of costs. Lean for Banks explains how to organize bank
operations better, increase work productivity and quality by
working smarter and not harder, make fewer mistakes and decrease
rework, and elevate jobs from mundane and repetitive to creative
and pleasantly challenging. Most importantly, it shows how to
increase the satisfaction of bank customers and in turn enhance
bank competitiveness and market share. Lean for Banks is intended
for all levels of bank employees: back-office workers, first-level
supervisors, middle- and higher-level managers, and corporate
executives. It is also intended for all levels of students at
schools that teach banking skillsâshort courses intended for
tellers, college courses in advanced banking operations, and
continuing education for bank managers and line employees. This
book is an entry-level text on Lean and should give readers enough
understanding to prepare them for active participation in Lean
deployment activities.
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