proposal writing workshop sample (1)

8/11/2019 Proposal Writing Workshop Sample (1)

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Proposal for Operations Transformation at Westpac

March 26, 2009


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To: Ms. Gail Kelly, CO an! Mana"in" #irector, Westpac $an%

Mr. Peter Clare, Gro&p 'ec&ti(e, Pro!&cts an! Operations

)rom: **********, Principal, +siaPacific - +&stralia, erint /ystems

#ate: March 26, 2009

e: Operations Transformation at Westpac

We are (ery please! 1ith the opport&nity to !eepen o&r partnership 1ith Westpac an!elie(e o&r proposal pro(i!es the most comprehensi(e approach for Westpac toe'ec&te its strate"y s&ccessf&lly. This initiati(e is critical for Westpac to !ifferentiateits ser(ice !eli(ery mo!el in the mi!st of an in!&stry shift to1ar!s "ro1in" c&stomershare. Westpac la"s ehin! its %ey competitors an! the ris% of f&rther c&stomerattrition 1ill res&lt in a systemic !eterioration of profitaility.

Westpac an! erint ha(e forme! a share! perspecti(e on the importance ofoperational impro(ements to the an%3s o(erall transformation. O&r !ia"nostic 1or%earlier this year s&""ests that a s&ccessf&l transformation pro"ram can free &p at least2,000 personnel for frontline sales roles o(er the ne't 4225 months. +ss&min"c&rrent le(els of Westpac sales pro!&cti(ity, mi"ration of 2,000 personnel to thefrontline co&l! a!! 476 million in ann&al re(en&es.

+s important, a s&ccessf&l re!esi"n of e'istin" operatin" processes 1ill allo1 thean% to s&stantially impro(e t&rnaro&n! times for c&stomers an! free &p timecons&min" tas%s carrie! o&t y frontline staff. We therefore (ie1 operationstransformation not simply as "ainin" efficiencies in ac% office processes, &t as a

strate"ic catalyst to lo1er cost, re!&ce frontline 1or%, impro(e c&stomer ser(ice, an!increase the an%3s capailities as if offers more comple' pro!&cts an! ser(ices tomar%et. +s s&ch, operations transformation is an inte"ral part of Westpac3s c&stomercentric strate"y that m&st e e'ec&te! in f&ll ali"nment 1ith the an%3s ne1 strate"ic!irection.

This proposal o&tlines an operations centrali8ation pro"ram that see%s to &ic%ly a!!to the an%3s ottom line performance an! is or"ani8e! as follo1s:

'ec&ti(e /&mmary

'pecte! $enefits to Westpac

Proect )oc&s

Key /&ccess )actors

Propose! +pproach an! #eli(erales

O&r ;&alifications

Professional )ees

We reco"ni8e the importance of this transformation proect to Westpac an! theinter!epen!encies in s&ccessf&lly !eli(erin" in a timely manner. Westpac is!emonstratin" lea!ership y reco"ni8in" that it is time to enhance its ranch channel,an! implement ne1 impro(ements to enale its line lea!ers to etter meet the nee!s of

c&stomers.


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EXECUTIVE SUMMARY

The f&n!amental iss&e that has pla"&e! the performance of retail ranches at Westpacis the si"nificant amo&nt of time spent y staff on lo1(al&e a!ministrati(e acti(itiesthat !eli(er little (al&e to the c&stomer. The c&rrent ranch en(ironment is

prohiitin" Westpac from achie(in" its ne1 c&stomercentric (ision of pro(i!in" fast,con(enient an! reliale ser(ice to c&stomers across all !eli(ery channels.

O&r proposal 1ill allo1 Westpac to transform its retail ranches into a hi"h(al&e,efficient c&stomer channel 1hile "ainin" economies of scale thro&"h centrali8ation oflo1 (al&e acti(ities.

The follo1in" !escries the %ey aspects of o&r proposal:

Operations excellence is about accelerating performance. Operations

centrali8ation 1ill help !o&le profits y 1ithin 2 years y releasin" staff forsales, impro(in" c&stomer ser(ice, an! re!&cin" timecons&min" errors.

ocus on four areas to impro!e operations. The proect 1ill foc&s on 4factories3 for nonc&stomer facin" ac%office processes Be.". chec% processin"Westpac Way3 to achie(e operational e'cellence.

These s&ccess factors can e "ro&pe! into three cate"ories: centrali8ation,metho!olo"y, or"ani8ational chan"e, an! tactical e'ec&tion.

1) Centralization and transformation methodology


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Emplo* a $9ean Manufacturing& toolbox for process centrali(ation an#

re#esign. O&r o(erall metho!olo"y is to apply to an%in" processes the >eanMan&fact&rin"3 principles that ha(e primarily een !e(elope! for theman&fact&rin" in!&stry. These principles 1ere pioneere! an! perfecte! y Toyotaan! helpe! them ecome the 1orl!3s most profitale a&toma%er 1ith a hi"her

mar%et capitali8ation than GM, )or!, an! Chrysler comine!. We ha(e a!opte!an! implemente! these principles for spee!in" &p processes, re!&cin" 1aste, an!impro(in" &ality in an%in" an! ha(e seen pro!&cti(ity increases of at least 20

percent an! t&rnaro&n! time re!&ction of 70 percent or more, all 1ith hi"her&ality le(els. >ean Man&fact&rin"3 techni&es ha(e pro(en to e far moreimpactf&l than tra!itional core process re!esi"n pro"rams p&rs&e! y many an%s.

Re#esign an# centrali(e base# on a customer en#5to5en# perspecti!e. $estpractice centrali8ation an! re!esi"ns &nloc% si"nificant (al&e y foc&sin" on ho1the c&stomer percei(es the process an! eliminatin" all steps that !o not a!! (al&e.?n a!!ition, si"nificant (al&e is often &nloc%e! at the intersection et1een

&siness &nits Be.". et1een cre!it &n!er1ritin" an! cre!it processin"


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.rioriti(e processes to ensure a pragmatic6 focuse# approac%. While there areo(er 570 in!i(i!&al processes at Westpac, o&r e'perience is that there are I to 40en!toen! processes that really !ri(e oth the c&stomer e'perience an! &tili8esi"nificant staffin". Therefore, o&r re!esi"n 1o&l! foc&s an! prioriti8e on these

processes to ens&re si"nificant impact 1hile minimi8in" the total time re&ire! for

the centrali8ation an! transformation. This allo1s &s to "enerate a "reater n&merof early &ic% 1ins.

Capture 'uic= )ins to generate earl* impact an# organi(ational bu*5in.Transformation pro"rams often !eli(er enefits only at the en! of an &nnecessarilylon" painf&l process. O&r e'perience in an%in" operations transformationss&""est that capt&rin" &ic% 1ins early in the transformation is e'tremelyimportant to ener"i8e an! moti(ate the or"ani8ation, 1hile also !eli(erin" early(al&e that is (isile to c&stomers, staff, an! sharehol!ers. We ha(e i!entifie!&ic%1ins at Westpac !&rin" the !ia"nostic phase, 1hich rapi!ly create capacityopport&nities of =70700 )Ts 1ith si"nificant impro(ement in c&stomer ser(ice.

.RO.OSE/ A..ROAC> A0/ /E9IVERA"9ES

O&r e'perience 1ith similar an%in" operations transformation s&""ests that this cane e'ec&te! 1ithin an 4Imonth perio!. This proposal co(ers the first 42 months ofthe o&rney, ass&min" that Westpac 1ill e ale to carry most of the pro"ram after thefirst year. The three %ey principles that "o(ern the l&eprint for the pro"ram are toens&re early impact in the pro"ram, ma%e a s&stantial people in(estment that 1illhelp !ri(e or"ani8ation min!set chan"e, an! ens&re 1e are &il!in" the s&stainailityof the pro"ram. $y applyin" these principles, 1e ha(e prioriti8e! the pro"ram intothree %ey mo!&les of impro(ement initiati(es to Westpac ase! on relati(e financialimpact of each mo!&le an! the ease an! potential ris% of implementation.

ro!osed a!!roach"

Mo#ule ?@ .rogram launc% B )ee=sD

- #e(elop !etaile! master proect plan

- stalish reso&rce plan an! select proect team memers

- $&il! comm&nications plan

- #esi"n approach for ranch in(entory e'ercise

-/elect pilot ranches

Mo#ule +@ "ranc% front5office excellence B4 mont%sD

- a&nch ranch in(entory team to collect ranch !ata

- $&il! >asis3 aseline ranch capacity plannin" mo!el

- e!esi"n ranch processes an! !etermine processes for centrali8ation

- nhance f&nctionality for selfser(ice channels

- #e(elop optimal ranch sche!&lin" ase! on c&stomer !eman! patterns

- Pilot an! refine impro(ements in select ranches

- #e(elop rollo&t plan for net1or%1i!e implementation

Mo#ule ,@ "ac=5office an# cre#it process excellence B4 mont%sD


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- a&nch ac%office in(entory team to collect operations !ata

- $&il! >asis3 aseline operations capacity plannin" mo!el

- e!esi"n cre!it an! operations processes 1ith >lean3 metho!olo"y

- #esi"n an! estalish national an! re"ional operations h&s to s&pport

ranches

Mo#ule @ Transformation program support on5goingD

- PMO o(ersi"ht s&pport for transformation initiati(e

- $&!"et re(ie1 an! s&pport

- Comm&nications for all %ey sta%ehol!ers

- Monitor pro"ress

- +!(ise on chan"e mana"ement approach

ro#ect deli$erables

The !eli(erales from the operations transformation lin%e! to each of the ao(emo!&les 1o&l! incl&!e:

Operations transformation l&eprint

Operations centrali8ation re!esi"n man&al

$ranch in(entory

)&nctionin" call centre !esi"n

i"oro&s ranch staffin" system

?mplemente! mi"ration steps

Ee1 process re!esi"ns for centrali8e! cre!it processes

Ee1 process implemente! for centrali8e! payments an! chec% processin"

Ee1 process maps for acco&nt openin" an! ranch acco&ntin"

Ee1 ranch formats an! national rollo&t plan

On"oin" transformation pro"ram s&pport

OUR FUA9IICATIO0S

O&r &ni&e approach meets a critical nee! for Westpac on this important initiati(ease! on o&r e'tensi(e "loal e'perience in operations transformation an! o&r !eep&n!erstan!in" an! %no1le!"e of Westpac.

O&r e'perience 1ith other financial instit&tions in +&stralia s&""ests that this o&rneyre&ires a &ni&e len! of competencies from oth Westpac an! erint. We elie(ethat erint is est positione! to help Westpac &ic%ly an! effecti(ely implement forthe follo1in" reasons:

/eep un#erstan#ing of 1estpac. )or the past se(en years, 1e ha(e ha! a s&ccessf&l&siness relationship 1ith Westpac. We &n!erstan! yo&r or"ani8ation, yo&r c&lt&rean! ho1 to s&ccessf&lly 1or% 1ith yo&

/eep un#erstan#ing of ban=ing operations transformation. We ha(e a !eep&n!erstan!in" of the an%in" in!&stry 1ith competence 1ith all aspects of operationstransformation. We ha(e s&ccessf&lly complete! o(er 200 an%in" en"a"ements


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1orl!1i!e since 4994. We ha(e o(er J7 cons&ltants 1ith !eep e'pertise ser(in"financial instit&tions.

Uni'ue operations centrali(ation an# transformation tools. We ha(e con!&cte!27 operations transformation proects for an%s aro&n! the 1orl! since 4996. We

ha(e !e(elope! a &ni&e approach an! tool%it that incl&!es ean an! /i' /i"mametho!olo"ies to an%in" an! &ni&e approaches to implementin" or"ani8ationalmin!set chan"es.

A trac= recor# for mar=ing operations c%ange successful in ban=ing, ser(icefirms, an! other man&fact&rin" firms.

.ROESSIO0A9 EES

?ncl&!e pricin" an! other feesL

OUR TEAM

?ncl&!e ios of team memersL

proposal writing workshop sample (1)

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