Credit Agricole Corporate & Investment Bank launched a Lean Six Sigma initiative to improve efficiency. They identified the Cash Payments process as an opportunity, as it was high volume with low revenues. They applied Lean Six Sigma tools to redesign the front-to-back process and organizational structure, reducing non-value-added activities. This resulted in over 10% productivity gains through realigning roles, reducing manual work, and improving client focus. Key success factors included cross-functional participation and validating solutions with operational staff.

1. Process Excellence at Credit Agricole Corporate & Investment Bank - PEX Network Case Study
Process Excellence
at Credit Agricole
Corporate & Investment
Bank
Process Excellence Network Case Study
2012 Europe Process Excellence Award Winner
“Best Project Over 90 Days”
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2. Process Excellence at Credit Agricole Corporate & Investment Bank - PEX Network Case Study
CASE STUDY: CREDIT AGRICOLE
CORPORATE & INVESTMENT BANK
INSIGHT FROM EUROPEAN AWARD WINNING PROJECT
CONTEXT & PROJECT OVERVIEW
With over 54 million customers, 160,000
employees, 11 600 branches worldwide and the
expertise of its specialized subsidiaries, Credit
Credit Agricole Corporate & Investment Bank
Agricole Group is one of the largest banks in
won PEX Network’s European Process
Europe. Its investment banking arm, Credit
Excellence Award for Best Project Over 90 Days
Agricole Corporate & Investment Bank (CA-CIB)
launched a Lean Six Sigma initiative. Within this
Operational Efficiency Programme, the Cash business line itself was organised. A productivity
Payments process was identified as one area of gain of more than 10% was delivered across this
opportunity to make substantial improvement. large front to back team and key to success was a
concerted effort to engage business users at every
The Cash Management business is a transactional, step of the way.
high volume, low revenue business that offers
little opportunity for growth but remains a core The project was launched as part of the bank’s
client offering for the bank. It covers cash PRIME (“PRocess IMprovement & Efficiency”)
management services and payment products, such Programme, a multi-year process optimisation
as; electronic transfers, standing orders, “wire” programme. It aims at improving all the “end-to-
transfers (any client requested international/ end” operational processes of CA-CIB in order to
domestic payment). strengthen the quality of client service, improve
global efficiency by promoting synergies and
IT improvement opportunities had already been working across processes, reduce costs and
optimised, so further gains would mainly have to reinforce the management of risk.
come through process improvements and re-
organization across the value chain. For their work, innovative approach and
outstanding results, the company won PEX
The company applied Lean Six Sigma tools and Network’s award for Best Process Improvement
techniques to tackle the problem, which included Project Over 90 days, a pan-European award
redefining the Front to Back process (from the judged on operational and business results as well
Front Office through to the Operations and the as clarity in execution throughout the process and
Back Office) and developed solutions that sustainability of change.
challenged not just the process, but also how the
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3. Process Excellence at Credit Agricole Corporate & Investment Bank - PEX Network Case Study
TACKLING CASH PAYMENT INEFFICIENCIES
The Cash Payments project at Credit Agricole
Corporate & Investment Bank (CA-CIB) began in
April 2011. The process – which handles cash
management services and payment products such
as electronic transfers, standing orders, etc. – had
been identified as a key opportunity for
improvement because of the twin problems of
Processes were mapped and analysed to find
decreasing revenues (owing to historically low
non-value added activity
interest rates) and rising costs.
“It was a question of survival to streamline this
business […] in order to reduce cost, but NOT at
the expense of quality,” explained Laurent
Ripoche, Head of Transaction and Commercial approach to identify key problem areas and
Banking at CA-CIB and sponsor of the project. sources of non-value added activity.This approach
included mapping and understanding the process
Initial data analysis showed that 280 million
and challenging non-value added activities and
operations per year were 99.8% straight through
tasks. Data was collected on volumes and effort in
processing (“STP”); but the remaining non-STP
order to calculate accurate costs of poor quality
payments, some 35k manual transactions per
(CoPQ) and improvement solutions identified and
month, drive the effort associated with 200 FTE in
validated by operational employees during Kaizen
the front to back process.
workshops, with the focus on external client
IT improvement opportunities had already been satisfaction.
optimised, so further gains would mainly have to
Finally, the company designed a global
come through process improvements and re-
implementation plan created with business
organization across the value chain.
involvement and owned by the business, with key
The Lean Six Sigma team followed a DMAIC milestones, ownership and agreed due dates.
This business involvement in the changes was
critical, and the PRIME programme identified that
it was essential to engage business users at every
step of the way to ensure that the changes made
had maximum impact and would be adopted.
“My team and my role within this programme is
as a facilitator for change, but we cannot own the
change implementation and the new processes
that will be implemented on our own,” explained
Isabelle Monier-Vinard, Head of Credit Agricole
CIB’s Lean Six Sigma Programme (PRIME). “It was
critical to get all of these different stakeholders in
the same room and agree on common
More than 50% of the time of front office staff was
improvement objectives.”
dedicated to “non sales” tasks
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4. Process Excellence at Credit Agricole - PEX Network Case Study
That’s one of the reasons that the Lean Six Sigma
division ran 26 workshops conducted at all levels
of the business. Each workshop had a structured
agenda and data (including process maps, volumes
and time to process each step) to drive the
discussion and workshop attendees then added
their opinions on issues raised and then agreed
joint priorities for improvement objectives, which
were scored transparently. All issues identified
within these workshops were collated and
prioritized in the ‘House of Dysfunctions and
Waste’; so that each could be assessed and scored
against strategic objectives.
“We had to convince all the different teams to
overcome their siloed organisation towards an end
to end view and ownership of their activities,” said
Isabelle Monier-Vinard. “To do that, we used client
focussed data and linked each operational silo and Solutions were designed by or validated
its performance to their client satisfaction and with the business
global metric […] everything was data driven.”
This use of data helped to bridge the SOLUTIONS
organisational silos, and to make people work
together productively. After extensive analysis, Credit Agricole Corporate
& Investment Bank (CA-CIB) redesigned not just
All solutions that the team came up with were the processes but even reorganized the business
either from these workshops or validated in line functions into several distinct activities : front
‘Solution’ office, middle office, back
workshops with “The strength of these workshops was that all office and reporting.
the business and
levels of the organisation expressed The front office was
then shared with
management for themselves freely without feeling that realigned to focus on its
decision making conclusions had already been made in advance core business – Product
and of these sessions.” - Laurent Ripoche, project Development and Sales –
implementation while the back office
sponsor
planning. This remained in charge of the
lead to increasing claims management
buy-in for implementation as the workshop activities. Two new activities were created: first, a
audience had agreed to the solutions directly. ‘Middle Office’ was set up to ensure better
management of the end to end process, and
“The strength of these workshops was that all secondly, a ‘Reporting’ team, which monitors
levels of the organization (management and ongoing activity and enables timely follow up of
operational) expressed themselves freely without risks. These new activities, coupled with the
feeling that conclusions had already been made in realignment of the front office tasks on
advance of these sessions,” explained Laurent commercial actions, are aimed at improving client
Ripoche, project sponsor. service while removing non value add activity and
delivering efficiency gains.
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5. Process Excellence at Credit Agricole - PEX Network Case Study
There were two primary reasons for reorganizing The image at the bottom of this page details the
the functions in this way, explained Adrian Grant original process (Initial Value Chain) compared
(MBB external advisor). The first reason was lack with the redesigned version (Target Value Chain).
of clarity over what exactly the front office and the
back office should be doing. There were quite a RESULTS
few administrative tasks that the front office was
performing that would have fit better under a back Improvements along the value chain delivered a
or middle office. Additionally, there were things gain of more than 10% productivity across this
that were being done by both sides because they large front to back team through the following
weren’t clearly defined. steps:
“I think an effectively designed middle office in  Process review and optimization
banks is a rare thing,” said Adrian Grant. “This one (removing Non Value Add activity)
has now been designed the right way – bottom up,
not top down. I think that’s the thing that’s been  Reduction of manual operations (and
very good about this project, is it is functionally operational risk)
aligned, rather than just the management team
 Organizational re-alignment (Front Office
saying let’s call them a middle office now.”
& Operations)
The realignment helped the Lean Six Sigma team
 Challenging Supply chain (client service
gain more efficiency than they could have from
channel changes to optimize payments)
improving processes alone.
The project was a front to back process review
“By focusing on the organizational design - instead
that looked at Value Add activity from a client
of just improving and optimising an existing
perspective and functionally aligned processes to
process - we improved the global efficiency
aid efficient performance. Since the reorganization
because we allowed the front office and the
and process optimisation, productivity gains of
support function to be more focussed on their
12% have been validated and realised (with
core activities,” said Isabelle Monier-Vinard.
budgets updated based around implementation
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6. Process Excellence at Credit Agricole - PEX Network Case Study
actions). The overall implementation plan has
been incorporated in the new cash management
business plan for 2012.
What were the key success
Adrian Grant attributed some of the success to the
factors? fact that the project looked at the entire process
from the perspective of the customer.
Credit Agricole CIB attributes the following “I think that every process we look at always starts
factors as key to the overall success of the with a siloed view and it’s so easy to forget our
project: clients in that. We become a part of the machine
rather than the front to back service the client
 Front Office sponsorship sees,” he said. “I think what make PRIME [CA-CIB’s
Lean Six Sigma programme] successful is that it
 Onboarding operational Green Belts from reminds all of the actors in the process - front to
the business back - about what their client sees.”
 Voice of Client used to optimise current The project demonstrated the ability of Credit
Agricole Corporate & Investment Bank’s Lean Six
service offering:
Sigma team to onboard a global, end to end, front
office to back office solution, overcome
o Leading to re-focus of Front Office
organizational silos and realise the truism that
on core sales tasks efficiency gains can be identified at the interfaces
between departments by reducing manual tasks
o Creating a new Middle Office
and improving client focus.
(dedicated to client servicing)
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7. Process Excellence at Credit Agricole - PEX Network Case Study
VIEW FROM THE BUSINESS
INTERVIEW WITH LAURENT RIPOCHE, HEAD OF TRANSACTION & COMMERCIAL
BANKING (PROJECT SPONSOR), CREDIT AGRICOLE CORPORATE & INVESTMENT BANK
Laurent Ripoche is Head of Transaction & Commercial Banking (TCB); he has been
in this role since April 2007. He began his career in 1988 with Crédit Lyonnais
retail banking. In 1992, he worked in Fixed Income Middle-Office. In 1995, he
became Corporate Relationship Manager in Paris, then, in 1998, project Manager
RAROC Tools / Economic Capital. In 2001, he was appointed Head of Credit Risk
Management in Asia - Pacific (Calyon), then in 2005, project Manager Basle II for
corporate clients. He was Sponsor for the Cash Management project, taking
responsibility for coordinating the management decision making on this front to
back business line.
WHY WAS THE CASH PAYMENTS WHAT WAS THE MOST IMPORTANT
PROCESS IDENTIFIED AS A STRATEGIC THING FOR YOU TO ACHIEVE THROUGH
OPPORTUNITY FOR IMPROVEMENT? SPONSORSHIP OF THIS PROJECT?
The Cash Payments business between 2008 & I am personally convinced of the value of the Lean
2010 had to cope with the scissor effects of: Six Sigma methodology. I learned about it during
my MBA and beyond my business objectives I
 30% fall in revenue (decrease of interest wanted to test the applicability of this approach to
rates) a banking environment where processes are less
materialized than in the manufacturing world.
 20% increase of its cost base
As a sponsor the most important thing was to
It was a question of survival to streamline this
quickly define the objectives, the scope of the end
business, our end to end processes across the
to end processes and the geographical location of
whole value chain in order to reduce cost, but NOT
activities. Through a first data analysis we were
at the expense of quality. The strategic objective
able to do an efficient scoping of quantifiable
for Cash Payments business is first to increase
objectives that could be reached through a
quality as valued by clients and secondly to reduce
pragmatic approach.
the cost base of the operation. Launching such a
project was a good opportunity to reach these two Another important aspect of my role as a sponsor
objectives. was to allow the methodology to highlight the axis
for improvement (confirming some of manager’s
feelings both in Front Office and Back Office)
rather than direct the outcome of the project top-
down, so that data leads the improvements in a
transparent manner.
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8. Process Excellence at Credit Agricole - PEX Network Case Study
WHY DO YOU THINK THE APPROACH FO on Sales, specializing people in a value added
middle office and simultaneously reducing cost
TAKEN BY THE LEAN SIX SIGMA TEAM
through lowering the number of manual
AT CREDIT AGRICOLE WAS SO
operations and eliminating the duplication of
SUCCESSFUL?
effort.
One key success factor was that the project team We changed our way of working on the global end
was very transversal and balanced between Front to end filiere, focusing on client satisfaction and in
Office (sales), the operational business teams and this way the improvements are strategic for our
the Back Office. Coached by the PRIME Lean Six business line!
Sigma specialists, everyone involved participated
well in workshops, where everybody was able to IN WHICH WAYS DO YOU THINK THE
talk without constraints. LSS facilitation oriented LEAN SIX SIGMA TEAM DELIVERS VALUE
the sessions towards shared objectives and people
TO THE BUSINESS?
shared their ideas very freely and reached a
consensus on solutions rapidly. The strength of Apart from the quantifiable benefits, the cost
these workshops was that all levels of the reduction, we all improved our process
organization (management and operational) understanding and learned from the operational
expressed themselves freely without feeling that people (who experience the processes on a day to
conclusions had already been made in advance of day basis) and engaged in transversal teamwork
these sessions. As a consequence the axes of for a common goal. All actors, from front to back,
improvement were all validated by consensus. valued the focus on quality as the key driver for
this business.
We know our business through intuition, but with
quantifiable measures it is difficult to refute the
need of improvement either on our process or our
organization.
THERE ARE SOME WHO ARGUE THAT
PROCESS IMPROVEMENT IS A
STRATEGIC RATHER THAN TACTICAL
ISSUE. WOULD YOU AGREE?
For me, it is both strategic and tactical. In this
project reducing manual operations was a tactical
objective (linked to cost reduction) but we
continually kept in mind our strategic objective to
improve our commercial dynamism. The approach
allowed for the elements of the service valued by
the client to be quantified. By re-shuffling the
organization of the end to end filiere, we globally
delivered recognized value that the customer is
willing to pay for. This was achieved by refocusing
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9. Process Excellence at Credit Agricole - PEX Network Case Study
LINKING PROCESS IMPROVEMENT WITH
STRATEGIC BUSINESS OBJECTIVES
INTERVIEW WITH ISABELLE MONIER-VINARD , BLACK BELT & HEAD OF CREDIT
AGRICOLE CORPORATE & INVESTMENT BANK LEAN SIX SIGMA PROGRAMME (PRIME)
Isabelle Monier-Vinard is the Head of the Operational Excellence Initiative
“PRIME” (Process IMprovement & Efficiency) at Crédit Agricole Corporate &
Investment Bank (CA-CIB) since 2009. She manages both the delivery of process
excellence and the wider adoption of the Lean Six Sigma methodology within the
company from the Front Office to the Support Functions. As programme lead she
supports the deployment strategy within the organization and is responsible for
assuring the quality of PRIME project deliverables and the follow up of the LSS
methodology and mindset.
Isabelle started her career in the Group Internal Audit department of Banque
Indosuez. In 2000 she joined Société Générale Corporate and Investment Banking
where she took various management responsibilities in the Equity Derivatives' Operations Department. In
2007, Isabelle joined CA-CIB as COO of Capital Markets' Operations Department to then become the Chief of
Staff to the Global Head of IT & Operations.
THROUGHOUT THIS PARTICULAR
HOW WAS THIS PARTICULAR PROCESS PROJECT, I UNDERSTAND THAT YOU
IDENTIFIED FOR IMPROVEMENT? RAN A LOT OF WORKSHOPS AT EVERY
A Cartography of 57 end to end processes has LEVEL OF THE ORGANISATION.. WHY
been defined by the general management as WAS IT SO IMPORTANT FOR YOU TO
targets for review by 2014. We ran a project TAKE THIS APPROACH?
selection with the key stakeholders, and it saw the
cash management process as a good opportunity. My team and my role within this programme is as
When we say key stakeholders we mean front a facilitator for change, but we cannot own the
office and support function management were change implementation and the new processes
involved in this project selection. On top of that, that will be implemented. So for us and for the
the head of cash management business - the front company, it is key to have the business in the
office - was also very keen on participating in this workshops agreeing on the future state, because it
project. secures the effective implementation. The cash
payment project crosses different departments –
It was important right from the start to have the front and support – and even within these
involvement of both front and support function different departments there are siloed teams. So
employees, a very strong sponsorship from the it was critical to get all of these different
head of the front office. It helped us to have a full stakeholders in the same room and agree on
end to end review of this, what we call here in our common improvement objectives. The key was
language, a filiere, meaning we go from the front really to give them the ownership of the issues:
to the back of the process.
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10. Process Excellence at Credit Agricole - PEX Network Case Study
first of all the ownership and the With these four, in fact, key cornerstone
acknowledgement of problems and the solutions principles, we will still be able to translate and to
and secondly of all the change management adapt to our general management’s strategic
issues, before launching the implementation plan. objectives, and to deliver exactly what is expected
from this initiative. But on top of that, the key
WHAT WOULD YOU SAY WAS THE MOST element for me is conviction and pragmatism - not
DIFFICULT ASPECT OF THE PROJECT, going too fast, not too slow, but getting to exactly
AND HOW DID YOU OVERCOME IT? where we need to be.
In every investment bank, the front office and RIGHTLY OR WRONGLY, MANY TEND TO
support function do not naturally see their ASSOCIATE LEAN SIX SIGMA WITH COST
activities as a transversal and common state. CUTTING, AND NOT REALLY A WHOLE
Bringing a front to back shared understanding was LOT MORE. DO YOU THINK THAT THIS IS
the main challenge for us in this project – we had AN ACCURATE ASSESSMENT OF WHAT
to convince all the different teams to overcome LEAN SIX SIGMA CAN REALLY BRING TO
their siloed organisation towards an end to end
THE BUSINESS?
view and ownership of their activities.
To do that, we used client focussed data and In my opinion, Lean Six Sigma is not about cost
linked each operational silo and its performance to cutting. It is about efficiency. The key message I
their client satisfaction and global metric. So carry around the company is about all of us looking
everything was data driven, which is very for efficiency. Anyone can decide to do top down
important to make in fact all these different key cost cutting, but I don’t believe that brings
stakeholders converge towards a search for sustainable efficiency to the organisation.
improvement. In fact, we were able to effectively
By deploying a Lean Six Sigma approach, we
identify the defects and their root causes in a
contribute to performance. In a sense, we perform
factual way, regardless of whether they were in
a sanity check on our current processes and on the
the front, or, the back office. So it was very
organisation. We bring four key elements to the
important to have all this data driven analysis
table with regards sustainable improvement.
because it helped to bridge the silos, and to make
These elements are: securitisation, monitoring,
people work together productively.
client satisfaction, and global efficiency. I believe
that what Lean Six Sigma brings us is how to be
TAKING A MORE STRATEGIC VIEW, I
better in a measurable way that our clients, the
UNDERSTAND THAT PART OF YOUR business and the employees recognise.
ROLE AND YOUR AIM AT CRÉDIT
AGRICOLE HAS BEEN TO BUILD A WHAT TECHNIQUES DO YOU EMPLOY TO
SUSTAINABLE AND SELF-SUFFICIENT REALLY SUPPORT THE OVERALL
LEAN SIX SIGMA PRACTICE THAT CAN STRATEGIC OBJECTIVES AT CRÉDIT
REALLY TRANSLATE THE STRATEGIC AGRICOLE?
OBJECTIVES OF MANAGEMENT INTO A
SPECIFIC CHANGE AGENDA. WHAT DOES If I go back to the four main principles I mentioned
THAT ACTUALLY LOOK LIKE TO YOU? earlier - adaptation, pragmatism, delivery and
conviction - we can translate them into eight
After three years of building this practice - the first execution principles that need to be carried out in
Lean Six Sigma practice that this company has ever order to bring value to the company. First of all we
had - I would summarise our journey with four need a clear and constant sponsorship from
words: first, adaptation, second, pragmatism, general management, something that we have
third, delivery, and the last, conviction. here. The second execution principle is a
pragmatic and global approach
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11. Process Excellence at Credit Agricole - PEX Network Case Study
through a project selection aligned to our general FINALLY, WHAT ARE YOU DOING TO
management objective, and also a project
REALLY MAKE YOUR LEAN SIX SIGMA
approach adapted to the issue we have to cope
ACTIVITY SUSTAINABLE FOR THE LONG
with.
TERM?
The third principle is the collaborative project
execution in two pillars: we always work with a As I said, we do run our project systematically with
mixed team of in fact Lean Six Sigma experts and a mixed team of Lean Six Sigma experts and
operational staff, and we still focus on the middle operational staff. So the first thing is that these
management involvement and ownership at the operational staff free up half of their time to
end of our project. become part of our extended team. That means
that they are really part of the project team. We
The fourth is a strict protocol for the follow up and thoroughly train them, coach them during all the
the acknowledgement of our results. By this I projects, and ensure they use the Lean Six Sigma
mean all results - financial and non-financial. These tools effectively. This is so that we do not have to
are followed in the control tower that we are in carry everything by ourselves. We have trained
charge of, and for all of the identified gains, we almost 100 operational staffs who are now a
involve Finance in the agreement of our community who understand our approach and are
monitoring process. This is key for us, because it able to roll out and use Lean Sigma tools in their
gives the initiative real credibility in terms of own daily work. When I'm talking about
efficiency and improvement. operational staff, we try to onboard different
levels of operational staff, meaning just an
The fifth one is the training of operational staff to
employee working on the process, but also middle
be able first of all to get them involved concretely
managers. We give them the opportunity to be
in the project, and secondly to enable them to be
part of a global review end to end of the process
able to roll out any micro improvement initiatives
which they normally don’t have the opportunity to
in their own activities or propose new ideas for
do.
improvement. Governance, the sixth one, to
involve each “rung” of the hierarchy within Second, we focus our project delivery on
management, which includes top management. quantifiable benefits for our clients, and delivering
What that gives you is a strong investment of also to the middle management sustainable tools
conviction by top management for the like process maps, operational risk metrics,
programme. capacity models and competency matrices that
they can still use after the project has ended, and
Seventh is the communication, which needs to be
that will be in fact part of their daily monitoring
very active, and communication is still on two
tools.
things. First of all, the programme objectives, to be
very clear with everybody within the company In parallel, we are building a Lean Six Sigma
about the objectives we are looking for, and also academy that will allow us to train more people
to communicate on results - and especially outside of our core project focus. In fact, our
success. We need to reward also operational process expertise is recognised outside of the Lean
staffs who have been working with us on this Six Sigma optimisation core focus because we are
improvement project. And the final principle is to now involved in key strategic IT transformation
have a dedicated team of very motivated people projects for which we are in charge of the process
looking for projects that will enable change and contribution in designing the target processes
provide value to the company. before IT configuration.
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12. Process Excellence at Credit Agricole - PEX Network Case Study
ABOUT PROCESS EXCELLENCE AWARDS
The Process Excellence Awards have been established to
honour, recognize and celebrate projects that
demonstrate true best practices. Entrants are assessed
on the use of methodology, business impact, and
excellence within the practice of Lean, Six Sigma &
Business Process Management (BPM). Judges for the
PEX Network awards are assembled of experts and
business leaders working in industry.
A full list of European award winners 2012 can be
obtained on PEX Network.com.
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13. Process Excellence at Credit Agricole - PEX Network Case Study
PEX Network Fast About Us
Facts WHAT IS THE PROCESS EXCELLENCE NETWORK?
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ABOUT THE EDITOR
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in marketing and business development in the software industry. Davis
EVENTS holds a Master's in International Journalism from City University, London
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