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National Westminster Bank

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Introduction

National Westminster Bank Operations Management BSS21-3 99077711 A Written Analysis of the Case: "National Westminster Bank" May 2004 1. Introduction The purpose of this report is to analyse the case "National Westminster Bank" (David Woodgate and Nigel Slack, 1992), in order to identify any existing and potential problems, then after careful consideration recommend possible courses of action to rectify them. During the review of the organisation described in the case, the key issues will be identified and then related to relevant theory. Analysis will then be made of all relevant factors and recommendations will be made after consideration of all factors. Overview of the Case The case study to be analysed focuses on the St James's Square branch of the National Westminster Bank in London's West End. The case gives a clear and concise representation of the bank's structure giving detailed descriptions of the all the employees roles and functions and an organisation chart. The focus is then applied to the Records Section and account opening procedure, which is where the problems are found and complaints have been registered. The results of a survey are summarised in the case to show the apparent level of customer dissatisfaction with the account opening procedure, the importance of such factors are then highlighted with a brief description of the level of competition within the banking industry. ...read more.

Middle

The concept of a production line approach may also be a possibility, here the completion of the 'formalities' required in opening a bank account could be carried out by different members of staff. Each worker would have a predefined task, which they would carry out repeatedly for each customer. This method could greatly speed up the operation because the workload would be less erratic and varied. However this would lead to reduced flexibility within the organisation's work force and could cause increased disillusionment because of the monotonous and repetitive nature of the work. Customers may also find this system unfriendly. Implementation The Cell layout would not require many changes to the organisational structure because the existing Records Section is the ideal environment to implement such a system. There would be no need for the movement of staff between sections. The major restructuring involved would be the need for an appointment system for account opening or possibly just for the customers with more complex needs for their accounts. Another practical system would be to initiate an 'open surgery' system whereby customers could only open accounts during predefined times of the day or week. The production line approach would require slightly more reshuffling of the organisational structure because the staff within the Records Section would only be carrying out one particular task each. ...read more.

Conclusion

The decisions will revolve around finding the most suitable scheme of operations for the organisation now and in the future. 4. Conclusion All indications from the information gathered in this report suggest that the is failing many of its new customers when opening accounts, it is therefore important for them to implement a new system in the Records Section. After consideration of alternatives it is apparent that it would be possible and practical for the organisation to do this without major disruption to the organisational structure. 5. Recommendations The main recommendation from the findings in this report is for the St James's Square branch to implement a cell layout in order for the Records Section to handle its workload. This would enable them to carry out all their tasks much more efficiently and fulfil its duties while maintaining customer satisfaction. To implement such a system the bank will need to employ a process of windows in which customers are able to come in and open accounts or to arrange appointments on the phone. Possible drawbacks with such a service would be that customers would not be able to open accounts at their convenience and may become dissatisfied with this process but the quality of product they would receive is likely to be much improved 1 Statistics derived from a survey the branch carried out in 1989 on customer's views of their account opening procedures. ?? -99077711 7 ...read more.

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