As the bank scaled its business, it faced rising costs and declining quality in operations. Management noted a lack of transparency in the actual cost of products and operations, as well as lengthy and low-quality back-office processes. To address these issues, the team carried out a diagnostic of the process model using Activity-Based Costing (ABC) and Lean methodologies, followed by the development of initiatives for process optimization and automation.
Resource Intensity Analysis: In collaboration with the bank, the team ranked and identified the most resource-intensive end-to-end processes (e.g., retail debt collection, SME lending process, corporate client fund acquisition, among others — more than 20 processes in total).
Process Diagnostics: For each process, the team conducted a series of Lean sessions involving over 100 employees from relevant departments. These sessions included:
“As-Is” Process Analysis: Creating detailed maps of current processes with identified functions involved;
Loss Identification: Categorizing inefficiencies such as redundant and routine manual operations, function duplication, and other waste.
Solution Development and Roadmap Design: For each process, the team created a “To-Be” map and a set of optimization initiatives, including reengineering solutions, automation aligned with the current IT architecture, robotic process automation (RPA) for routine tasks, and AI-based OCR technology for processing standard documents.
Initiative Implementation: Developed a detailed three-year roadmap for implementing the initiatives, prioritizing them based on expected economic impact, complexity, and cost of implementation.