Essays on Operating Management of ANLG Bank - Inputs, Outputs and Transformation Processes Assignment

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The paper "Operating Management of ANLG Bank - Inputs, Outputs, and Transformation Processes " is a good example of an assignment on management.   The major inputs in ‘ call centers’ include customers, phones, information by customers, call center operators, the call center facility, and the inbound call screens. Customers, the information they provide, phones, and the inbound call screens are transformed resources, while the call center operators and the call center facility are transforming resources. The major outputs include customer satisfaction by having their queries answered and/or their concerns addressed. The transformational processes involve getting information about the customers’ bank accounts, their queries, and or concerns, and addressing them in the best possible way according to the operator’ s knowledge. The major inputs in ‘ credit control’ are the customers, the customers’ accounts, and the back office operators who include the personal team and the corporate credit control team.

The customers and their accounts are transformed inputs, while the back office operators make up the transforming resources. The major outputs include cheques and/or letters. The transformational process involves interpretation of the customers’ account status and decision-making on whether to bounce cheques or send letters to the customers who exceed their overdraft levels. The major inputs in ‘ voucher processing’ include courier services, the cheque encoding machines, the customers, and the human resource working in that department.

The courier services and the customers make up the transformed inputs, while the cheque encoding machines and the HR staff constitute the transforming inputs. The major output includes processed cheques. The transformational processes involve receiving the cheques from the courier and processing them through the cheque encoding machines. The major inputs in ‘ High net worth banking’ include customers, phones, meeting places preferable to the customers, and account executives.

The customers and phones constitute transformed resources, while the accounts executives and meeting places constitute the transforming inputs. The major outputs include customer satisfaction attained by properly addressing the customers’ queries or concerns. The transformational process involves obtaining information from the customers and handling it in a manner that generates a personal touch and satisfaction. Determine the similarities and differences between the four divisions using the “ 4-V’ s” approach. The 4V’ s framework as proposed by Slack, Chambers, and Johnston (2007) will look as follows when applied to the four centers at ANLG Bank:   Call Centre Credit Control Voucher processing High Net-Worth Banking Volume High volume – involves repetition High Volume – every day, the center gets a list of customers who have exceeded their overdraft levels High Volume – cheques arrive by courier and Monday is the busiest day High volume – customer queries may be made by phone or a customer may demand a one-on-one service Variety Low – call center’ s efficiency in delivering customer service depends on the number of callers seeking to speak to customer care attendants.

At night, one may get faster services while one may have to wait during the day Low – credit control does not offer much flexibility. A customer is either denied the services (e. g. a bounced cheque) or attended but with a reminder letter indicating that they have exceeded their overdraft levels. Low – voucher processing does not offer much variety because the processing depends on whether the vouchers are delivered in good time, the number of vouchers waiting to be processed, and the functioning of the voucher-processing machine. High – if the bank does not satisfy its high net-worth customers, other competing banks will. Variation High – customers call more during the day compared to night time Low – everyday, credit control gets a list of people who have exceeded their overdraft levels. High – Monday and before Christmas are very busy days for voucher processing High – customers are unpredictable despite being extremely demanding Visibility Low – the customers contact call center staff through phone calls Low – credit control is a back-office operation Low – the voucher-processing machine does a lot of the work.

Customers and staff do not interact Mixed (high and low) – although some customers place their concerns, queries, or comments via telephone calls, others prefer to be served on a one-on-one basis by the bank’ s executives. Discuss to what extent you think a common set of principles apply and what are the different skills and approaches to “ fine-tuning” the improvement activities that Jan speaks about. According to Slack et al.

(2007, p. 22), “ high volume, low variety, low variation, and low customer contact help keep costs down” . Going by the aforementioned quote, therefore, the common set of principles that all departments at ANLG bank can apply is keeping variety, variation, and visibility low, while enhancing volumes.

To fine-tune their operations, and in recognition that the four departments are different, each department would need to develop skills and approaches that serve their respective principles of keeping the volumes high and keeping variety, variation, and visibility low. High net-worth banking specifically needs to work towards lowering all three aspects (variation, variety, and visibility), while the other departments need to work on an aspect each.

References

Correa, G A., Gil, M J A & Redin, L B 2005, ‘Benefits of connecting RFID and lean principles in health care,’ Universidad Carlos III De Madrid Working Paper, no. 05-44, series 10, pp. 1-13.

Slack, N, Chambers, S & Johnston, R 2007, Operations management, Pearson Prentice Hall/Financial Times, Upper Saddle River, New Jersey.

Toussaint, J S & Berry, L L 2013, ‘The promise of lean in healthcare,’ Mayo Clinic Proc., vol. 88, no.1, pp. 74-82.

Womack, J, Byrne, A, Fiume, O, Kaplan, G & Toussaint, J 2005, ‘Going lean in health care,’ Institute of Healthcare Improvement, pp. 1-21.

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