Sensitivity: Internal & Restricted

Challenge & Selection: Visualization

I Manage a large Transformation Program with one of the Investment firms with the mandate to drive  efficiencies using new age digital levers Like Automaton, Process Excellence, Analytics and Machine  Learning, we adopt the method of Eliminate, optimize and Automate which means before we onboard  our journey with Transformation we assess the process understand the current challenges, limitations  and then design the future state and post which we work with development team for Implementing it.

We encountered a series of challenges during our transformation journey mainly related to People,  Process and Technology and I want to share one such specific challenge with regards to business process  and How we used Visualization to streamline the process which will enable us to drive better business  outcomes

The Process that we were responsible for had many Manual steps, fragmented and were not  standardized and because of which team on the ground were working at 120% of their capacity, resulted  in many errors and thereby Impacting the P& L and also firm’s reputation.

During our assessments we had interviewed and shadow mapped with the operations team and  assessed their current way of working, one thing came out very evidently that they do not have a front  to back view of their processes and they rely heavily on their SOP’s which was mostly text with no visual  representation of the flow hence we picked up Visualization as a tool to implement and visually  represent the process and find out bottlenecks, delays, and reasons for errors.

AS-IS: Team of 4 were processing ~ 2000 transactions per day and with Average of 20 errors per day and  with low morale in the team

Application & Insight:

Now that we had the insights from what-is phase we wanted to plot the process steps to visually  represent the process flow, Workshop was conducted with Subject Matter Experts, process owners and  team responsible for managing the transactions, we provided them a template to Capture some basic  details of the process and then started mapping the process steps from start to end and this continued  until we captured all the activities that were in Scope. Along with Process excellence team, we have  created a front to back visual process flow which represents how the current flow of data/work is  handled.

We were surprised to see the output and flow of work because some of the steps were not logically  connected and similar set of activities were carried on by multiple people which can be clubbed  together, now it was time for design workshop with the similar set of people but this time we had an  advantage of visual representation of the processes. We had a series of brainstorming sessions to  redesign the process to run it in the most efficient way with less number of handovers, less waiting time  and better output with increased processing time.

Instead of just explaining the TO-BE state /Future State we have visually represented the process flow  and also highlighting them the areas of improvement, bottlenecks, and scope for efficiency. While there  was a bit of resistance initially to adapt to this new design but they were confident later when best  practices were shared from other departments and benefits that they are reaping with new redesign  process.

Sensitivity: Internal & Restricted

It took us four weeks to implement this solution completely and results were startling and there was a  renewed energy and positivity in the team as there were fewer errors and team was processing more  transactions with fewer backlogs.

Post Implementation: Team of 4 were processing ~ 3000 transactions per day and with Average of 5  errors per day and zero backlogs and 100% boosted the morale of the team

Approach:

We had a lot of learnings redesigning the above-mentioned processes and we realized it is not one tool  in isolation should be used to drive better benefits rather two more tools can be used in tandems like  visualization and storytelling so when we went on with another processing we explained them about our  Journey with this team, benefits along with visualization and with greater participation.

We have Standardized this approach and taken with the larger organization where ever we had  challenges regarding capacity management, Manual errors, process backlogs and bottlenecks which  resulted with over client and employee satisfaction


Sensitivity : Internal & Restricted Challenge & Selection : Visualization I Manage a large Transformation Program with one of the Investment firms with the mandate to drive efficiencies using new age digital levers Like Automaton , Process Excellence , Analytics and Machine Learning , we adopt the method of Eliminate , optimize and Automate which means before we onboard our journey with Transformation we assess the process understand the current challenges , limitations and then design the future state and post which we work with development team for Implementing it . We encountered a series of challenges during our transformation journey mainly related to People , Process and Technology and I want to share one such specific challenge with regards to business process and How we used Visualization to streamline the process which will enable us to drive better business outcomes The Process that we were responsible for had many Manual steps , fragmented and were not standardized and because of which team on the ground were working at 120 % of their capacity , resulted in many errors and thereby Impacting the P & L and also firm ’s reputation . During our assessments we had interviewed and shadow mapped with the operations team and assessed their current way of working , one thing came out very evidently that they do not have a front to back view of their processes and they rely heavily on their SOP ’s which was mostly text with no visual representation of the flow hence we picked up Visualization as a tool to implement and visually represent the process and find out bottlenecks , delays , and reasons for errors . AS - IS : Team of 4 were processing ~ 2000 transactions per day and with Average of 20 errors per day and with low morale in the team Application & Insight : Now that we had the insights from what - is phase we wanted to plot the process steps to visually represent the process flow , Workshop was conducted with Subject Matter Experts , process owners and team responsible for managing the transactions , we provided them a template to Capture some basic details of the process and then started mapping the process steps from start to end and this continued until we captured all the activities that were in Scope . Along with Process excellence team , we have created a front to back visual process flow which represents how the current flow of data / work is handled . We were surprised to see the output and flow of work because some of the steps were not logically connected and similar set of activities were carried on by multiple people which can be clubbed together , now it was time for design workshop with the similar set of people but this time we had an advantage of visual representation of the processes . We had a series of brainstorming sessions to redesign the process to run it in the most efficient way with less number of handovers , less waiting time and better output with increased processing time . Instead of just explaining the TO - BE state /Future State we have visually represented the process flow and also highlighting them the areas of improvement , bottlenecks , and scope for efficiency . While there was a bit of resistance initially to adapt to this new design but they were confident later when best practices were shared from other departments and benefits that they are reaping with new redesign process . Sensitivity : Internal & Restricted It took us four weeks to implement this solution completely and results were startling and there was a renewed energy and positivity in the team as there were fewer errors and team was processing more transactions with fewer backlogs . Post Implementation : Team of 4 were processing ~ 3000 transactions per day and with Average of 5 errors per day and zero backlogs and 100 % boosted the morale of the team Approach : We had a lot of learnings redesigning the above - mentioned processes and we realized it is not one tool in isolation should be used to drive better benefits rather two more tools can be used in tandems like visualization and storytelling so when we went on with another processing we explained them about our Journey with this team , benefits along with visualization and with greater participation . We have Standardized this approach and taken with the larger organization where ever we had challenges regarding capacity management , Manual errors , process backlogs and bottlenecks which resulted with over client and employee satisfaction