Case studies

Relevant service: Business Transformation, Operational Excellence, Shingo
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The Lean Training Revolution at Commonwealth Bank

About the Company

For over 100 years, the Commonwealth Bank has been an essential part of the growth of Australia, a leading provider of integrated financial services, including retail, premium, business, and institutional banking, funds management, insurance, superannuation, investment, and share-broking products and services. 

The Challenge

We were tasked with enhancing productivity and operational excellence within the Group through comprehensive Lean training and certification. The goal was to develop a robust framework for continuous improvement and to achieve significant advancements in various performance metrics. 

Company
Commonwealth Bank

Industry

Size

50,000+

Revenue

AUD 30.8 million

Category

Website
commbank.com.au

What We Did

S A Partners undertook a comprehensive approach to enhance productivity and operational excellence within the Group. We focused on training and certifying employees at various levels, from Green Belts to Master Black Belts, utilizing Cardiff University's renowned Lean Competency System. This involved not only delivering training but also assessing and accrediting business units through multiple levels of Achieving Results. In addition, we collaborated closely with the client’s internal team to develop and manage external Green Belt (GB) and Black Belt (BB) certification processes. We played a pivotal role in designing and implementing formal accreditation criteria, encompassing Bronze, Silver, and Gold competency and maturity levels. Furthermore, we trained the internal teams on assessing and validating improvement degrees, ensuring a robust framework for ongoing performance enhancement 

Results

The initiatives significantly advanced productivity and operational standards across the Group. The comprehensive training and certification programs contributed to substantial improvements in key performance areas, reinforcing a culture of continuous improvement and long-term value. The development of client stage-gate standards and the successful implementation of these frameworks played a crucial role in establishing Australia’s leading thought leadership on productivity programs. By avoiding short-term cost-cutting measures that could harm morale and undermine long-term value, the Group ensured sustained progress and operational excellence

 

Numerical Results: 

  • 42.9% improvement in Group cost-to-income ratio 
  • 70 basis points (bps) improvement in the cost-to-income ratio 
  • $500 million in productivity savings over the past two years 
  • $220 million in FY13 
  • $280 million in FY14 
  • 11% improvement in customer service teller transactions 
  • 14% improvement in same-day personal loans funding 
  • 66% improvement in asset finance credit approval time 

Framework

SHINGO

Operational Excellence

Business Transformation

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