End to End Business Process Excellence

TD Bank Vice President of Process Improvement and Service Quality, Leslie Behnke, gave a keynote presentation. This speech occurred at the PEX Process Excellence Conference on January 21, 2014. She also was interviewed at the conference; Leslie’s interview was recorded and transcribed.

In her presentation, Leslie described the foundation development for an end to end business process excellence deployment.  For her, this engagement occurred in her Service Quality Lean Six Sigma Center of Excellence at TD Bank.  Her presentation described how this effort evolved into end to end business process excellence management.

TD Bank has an End to End Business Process Excellence Journey
TD Bank has an End to End Business Process Excellence Journey

TD’s End to End Business Process Excellence Function

Leslie described her Service Quality function as being a shared service team of dedicated professional process experts. This team had the role to develop and deploy the Lean Six Sigma process expertise across TD bank. This effort consisted of:

  • Identifying, prioritizing and executing on Lean Six Sigma continuous improvement plans and projects.
  • Deploying customized TD Lean Six Sigma training, certification, and mentorship.
  • Creating a broad based Continuous Improvement and end-to-end mindset across the business.

Leslie pointed out how their organization had alignment. This aligning occurred between the mission and process expertise of TD bank for achieving end to end business process excellence. The TD Bank vision is to be the better bank.  Its mission is we will be the best run, customer-focused, integrated financial institution with a unique and inclusive employee culture.

Four Pillars for End to End Business Process Excellence Alignment

Four pillars for achieving an alignment to TD Bank vision and mission were described to be:

  • Live continuous improvement while managing risk
  • Integrate people, process and technology while delivering on TD’s risk appetite
  • Translate our performance into transparent value
  • Enable end-to-end service

Service Quality supports TD’s mission by deploying Lean Six Sigma continuous improvement. Leslie described their Lean Six Sigma continuous improvement delivery model as:

  • Customer centric
  • Reduces variation, removes waste and eliminates defects
  • Drives improvement on speed, quality and cost
  • Reduces risk and sustains performance and benefits over time
  • Connect the customer journey end-to-end
  • Prioritize and execute to achieve exceptional business results

Benefits of end to end process improvement efforts

TD Bank’s benefits from their end to end business process excellence work have doubled year over year from 2010 to 2012. These benefits have doubled again in 2013. Business Results to date have been

  • 800+ discrete projects and hundreds of millions in financial benefits since 2007
  • 100+ Dedicated Process Experts supporting business operations across US and Canada
  • Design principles actively applied to build quality into process
  • Strong customer focus and Lean Continuous Improvement culture throughout TD

Leslie’s function institutional TD’s Lean Six Sigma process maturity at different stages in the end to end business process excellence journey. Aspects of this journey consisted of:

  1. Building the foundation
  2. Getting traction/expansion
  3. Living continuous improvement
  4. Enabling process excellence
  5. Institutional LSS process maturity at different stages in the journey
  6. Driving end-to-end (improve processes end to end)

Future end to end process improvement efforts

End-to-end business process excellence going forward journey consists of

  • Prioritizing high impact end-to-end product and service value chains from a customer and risk lens, and applying the end-to-end process framework
  • Depositing key artifacts into the TD enterprise wide Business Process Management (BPM) repository of maps and artifacts to enable process transparency
  • Continue to refine the process governance and interaction models

This effort will lead to transformational changes that will further advance the quest for legendary TD Bank customer service.

 

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