A top tier Caribbean bank did not have visibility to their current end-to-end Retail Lending process performance. The bank was lacking in an accurate view and plan of how their Retail Lending processes can be optimized by leveraging the existing functionality proposed in the upcoming automated workflow solution to reduce waste, reduce turnaround time, improve operational controls and the overall customer/front line experience.
Additionally, there was no consolidated, coordinated function for managing and improving end to end Retail Lending processes factoring in the needs of critical internal groups. New products, processes and improvements were executed in silos without coordination and alignment from an end to end perspective. Process engineering, lean management, six sigma and business process management capabilities were lacking within the organization to help drive continuous improvement and effective process management.