This leading credit union values member service above all else—and that means having the appropriate staffing levels to satisfy its members' financial transaction needs. As a result, they staffed branches to ensure needs were met at peak-volume times; however, they didn’t reduce staffing levels enough during low-volume periods. To better manage capacity, they needed to gain a better understanding of actual branch traffic patterns.

A major Canadian financial institution had attempted to implement Six Sigma practices in the past with limited success. Because previous process improvement efforts were not sustained, employees were skeptical about how successful a consulting firm could be in helping the leadership team change culture and lead transformation activities to simultaneously eliminate waste, improve service, reduce errors, and reduce costs.

Randolph-Brooks Federal Credit Union was challenged by process complexity and inefficiencies. Opportunities for improvement were providing a live response to at least 90 percent of all incoming calls within 30 seconds, resolving customer calls within 150 seconds, improving IT help desk workflow, and generally making operations more efficient and responsive.

A payment processing company was experiencing significant volume fluctuations by day-of-week, and time-of-day, yet did not have a way to analyze and adjust staffing needs to maximize efficiency and cost. As the company acquired new customers and engagements, it needed to effectively estimate operating costs to remain profitable.

An account that is pre-approved by the institution, but not used by its customers, represents a lost opportunity to do business with a good customer. See how Guidon helped an institution find out why customers were not taking advantage of their pre-approvals – and how the institution provided the value proposition to do so.

The processing of fraud/forgery claims for Regulation E (electronic transactions) and checking/savings accounts were merging into one operational site. Find out how Guidon helped retail management create a standard workflow, document system requirements for an integrated claims process, reduce the cycle time in the claims process and design a combined Fraud Claim System.

A firm was struggling to obtain timely funding of major technology initiatives across its various lines of business, resulting in significant delays in the delivery of projects. Using Lean Six Sigma methodology, Guidon helped the firm’s financial controller solve the problem.

Guidon consultants helped the commercial operations of a top five Canadian bank, with more than $350 billion in assets, use Lean Six Sigma to improve its loan delivery process and transform the culture to one of continuous improvement.

A regional item processing business unit was consolidating three sites into one and had been tasked with achieving significant operational improvements in productivity, error and defect reduction, capital expense and capacity to accept additional volume.

See how Guidon helped an organization meet higher quality requirements and reduce operating costs by 20 percent in order to maintain profitability.