A major banking group was continuing the roll out of their company-wide lean program within their compliance department. The team in charge of reporting suspicious banking transactions was selected. Objective:

• Eliminate all defects in incoming requests and outgoing reports
• Kill the stock of pending cases
• Report all suspicious transactions to the central bank in a timely manner.

The project lasted 13 weeks.

The lean project was driven by 1 lean coach from Operae Partners, responsible for training and supporting 1 internal change agent, 1 team leader and 8 team members.

Quality Management:

• “Red bin” analysis and problem solving
• Creation of work standards
• Employee training

Process improvement:

• Simplification of input forms
• Elimination of useless documents
• Simplification of outgoing reports

Stock elimination and lead time reduction

• Creation of visual management
• Implementation of a production leveling task board
• Flow management of reporting cases