Once all the details have been gathered by the records staff, the direct customer contact finishes. Customer details are then passed onto the administrative section and the machine room to finalise the opening of a new account and the paper printing (cheque books, log books, ATM cards etc.)
How the different operations interact upon the Records section:
Q2. How would you improve the process?
Once the bank identified their problems the set out an improvement plan.
They key areas identified for improvement were identified:
- Signage
- Inexperienced Staff
- Limited staff for rush hours
- Uneven flow of walk-in customers at peak times
From a recent survey customers identified the following problems:
- Account opening forms were not properly explained
- Bank’s standard account pack was not sent out to customers
- Some customers waited more than the standard 9 days to receive cheque book and bank card
- Customer personal details were recorded incorrectly
- Staff seemed uninterested in the customers needs
- Customers wouldn’t recommend the bank to others
All of the above points were taken into account in the banks improvement plan. Firstly the signage issue was tackled. This issue was clearly a problem when we visited the bank, see fig.1
It was evident from this, that the enquiries desk wasn’t clearly noticeable or signposted. To eliminate the problem of new customers queuing at the cashier’s desk (adding to queue delays in the bank) new signage was positioned around the bank clearly highlighting where the new customers were to go.
While it was unfeasible to move staff permanently from section to section, records staff who are generally young and junior members of staff could be temporarily move around each of the banks operations. This would add to their training knowledge and enable them to give more specialised advice to customers. By doing this staff will get to know each others jobs, they will become more confident in their work, giving the sense of importance to the banks operation. This increases staff motivation which reduces boredom as boredom leads to mistakes.
To assess the overall performance of staff’s training and progress, the bank could introduce ‘mystery shoppers’, a member of staff from another of the banks branches comes to open an account, goes through the whole procedure and at the end evaluates the staffs performance, identifies areas for improvement etc.
As it was, the cashiers would go for their lunch, and it was the job of the records section to cover the cashier positions during lunch. This however was the busiest period for new customers wishing to open accounts. During the lunchtime rush customers could feel they were been rushed, inevitably resulting in mistakes occurring.
To deal with this issue, lunch time for the bank staff could be divided up more evenly. Only a set amount of cashiers go for lunch at any one time, these cashiers do not take their lunch until the first group comes back, this way there is always somebody covering the records section to deal with new potential customers if they arrive during the lunch time period.
To ensure the records section were not over burdened by new customers during the lunch time period, a system of ‘appointment only’ during the lunch time rush was set up. This way the records section could easily deal with walk-in customers in the mornings and afternoons, and during lunch time they knew how many customers to expect and spend the required time needed with each customer opening an account. This way the customer feels more at ease and the records section staff do not feel under pressure and rushed, reducing the amount of mistakes made.
Customers felt that the account opening forms were not properly explained to them. This issue was tackled by more staff training and the ‘mystery shopper’ also helped by giving feedback. This helps the junior staff in training to interpret the forms better and be much more capable of explaining the forms to customers.
In terms of the bank’s standard account pack not been sent out to customers, the bank set up a system of having all the leaflets on hand so the member of staff dealing with the new customer could make up a package there and then to suit the customers needs.
It was identified that some customers waited more than the standard 9 days to receive their cheque books or ATM cards. This waiting period was improved by a more clear line of communication set up between the records staff, administration staff and the machine room. This was also helped as now there were fewer mistakes and the records staff had more time to process the forms during the day as the ‘by appointment only’ and not having to cover the cashier positions fully during lunch had clearly freed up some extra time for them.
To deal with the problem of customers personal details not been recorded properly, the customer was asked to fill in a form which clearly legible showing how to spell their name address etc. Once all the forms had been filled out, it was advised that the supervisor provided an extra check on the forms before they were sent for processing. To assist with the implementation of this system a sort of a Kanban system could be set up, “In-Kanban”, “Out-Kanban” this way everything was fully completed before it was sent for processing, and there would be no mix ups, on what was processed and what has to be processed. Also as part of this kanban system to finalise the last step, approval by the manager must be signed on the form.
The problem of the customers feeling rushed was solved when the records section were released from other duties such as fully covering the cashiers during lunch.
If all of the above points are implemented successfully, the bank will be back on track to a successful and complimentary word of mouth.
