In 2006, a large banking group decides to deploy lean in one of its recently purchased subsidiary. The latter employs 15,000 people spread out over 800 sites. The lean transformation program started in the bank’s back office functions.

In 6 years, 200 projects were carried out in various areas: back office, information technology, human resources, risk management, etc. The continuous improvement program impacted 3000 employees who have acquired lean experience. 30 lean project leaders received extensive lean training and became autonomous change agents. 7 project leaders eventually became lean coaches in charge of training new project leaders, and 3 of them evolved as lean program managers.

Collaborators who were engaged in the lean program gave a more positive assessment of job satisfaction than their colleagues.