process excellence at credit agricole corporate & investment bank case study

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”


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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.


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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.”

Process Excellence at Credit Agricole - PEX Network Case Study

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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.

http://www.processexcellencenetwork.com/process-excellence-news/press-releases/winners-announced-at-european-process-excellence-a/


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process excellence at credit agricole corporate & investment bank case study

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