Process Improvement Methodologies to Transform Banking Operations
Enhancing Productivity, Streamlining Banking Operations, and Scaling for Tomorrow
Modern banking demands more than incremental fixes — it requires structured, data-driven transformation. At Ogemen Solutions, we specialize in process improvement methodologies that help banks reengineer core operations, eliminate inefficiencies, and scale with precision.
Whether you’re aiming to optimize turnaround times, improve compliance workflows, or lay the foundation for automation, our frameworks are built to deliver measurable outcomes — not just theoretical guidance. We bring together proven approaches like Lean Six Sigma and Value Stream Mapping, and blend them with proprietary tools like ESOAD, CRISP, and GASAR to identify where value is trapped and how to unlock it efficiently.
From mapping current state processes to classifying maturity and readiness for automation or offshoring, our methodology goes beyond benchmarking — it builds transformation roadmaps you can execute.
The ESOAD Methodology: A Step-by-Step Approach to Bank-Wide Process Optimization
ESOAD — short for Eliminate, Standardize, Optimize, Automate, and Digitize — is our proprietary continuous improvement methodology built specifically for banks navigating modernization, efficiency mandates, and digital readiness.
The strength of ESOAD lies in its layered logic — not every process is automated, but every process is evaluated for improvement. It forms the foundation of all Ogemen-led reengineering engagements and powers results across all service tiers, from quick wins to long-term transformation.
Each phase targets a different layer of operational value:
1. Eliminate
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Identify non-value-adding steps, duplicate efforts, redundant approvals, and unnecessary handoffs
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Focus on eliminating legacy workarounds and outdated manual interventions
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Prioritize regulatory-neutral tasks that increase complexity without improving outcomes
2. Standardize
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Harmonize processes across branches, regions, or functions
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Define clear SOPs, ownership, and performance standards
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Use benchmarking and best-practice mapping to ensure consistency
3. Optimize
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Apply Lean principles and business process improvement methodologies to enhance flow
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Redesign process layouts for reduced cycle time and fewer decision points
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Integrate performance metrics and process-level dashboards for continuous tracking
4. Automate
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Identify candidates for workflow automation, RPA, and rule-based decisioning
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Ensure business process automation in banking is aligned with operational goals and existing tech stacks
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Evaluate vendor-agnostic automation options across high-volume function
5. Digitize
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Replace paper-heavy processes with digital workflows and straight-through processing
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Integrate e-signatures, customer self-service, and intelligent document processing (IDP)
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Embed digital control points to ensure data quality and regulatory traceability
Process Maturity Analysis with CRISP Framework
Our CRISP process maturity framework categorizes banking operations into clear stages — from chaotic to perfected — enabling targeted, strategic improvements.
We leverage process improvement methodologies like process mining, workflow optimization, and process mapping to:
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Identify reengineering and optimization opportunities
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Reveal automation-ready tasks
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Highlight outsourcing candidates
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Prioritize improvement efforts based on maturity and business goals
Our CRISP process maturity framework built on our proprietary methodology enables us to identify and classify the current state of business processes into various stages of maturity starting with:
Level 1: Chaotic
Level 2: Repeatable
Level 3: Improved
Level 4: Standardized
Level 5: Perfected
Process Maturity Analysis done using our CRISP Assessment Framework identifies
1. Process Maturity: The extent to which a specific process is explicitly defined, managed, measured, controlled, and effective.
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Perfected – Focus on continually improving process performance through incremental and innovative technological changes.
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Standardized – Well documented. Metrics are used to control the process. Processes are flexible and adaptable without major loss of quality and deviation from specification.
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Improved – Defined and documented process standards exist with some degree of improvement over time.
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Repeatable – processes are repeatable with consistent results. Has some documentation but unlikely followed consistently.
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Chaotic – typically undocumented and dynamically changing. Tend to be developed in an ad hoc and reactive manner by user or events.
2.Process Readiness: The stability and capability of a process to produce the expected output if replicated or transferred to a remote location
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Process Readiness: 0 to 5 – Amount of process change; Level of electronification; Response time to requests
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People Readiness: 0 to 3 – Language requirement; Certification Requirement; Skill set match between local and remote location; Cultural orientation
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Technology Readiness: 0 to 1 – Technology licensing restrictions; New tools and technology impact to the process; Amount of support required for the technology
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Regulatory Readiness: 0 to 2 – Physical auditing requirement; Outsourcing or off shoring restrictions; Labor law implications
Our homegrown assessment questionnaire and checklist combined with techniques like process mining, process modelling, process mapping, workflow optimization etc. are leveraged at various stages of the assessment as needed.
End-to-End Process Reengineering Powered by Proven Frameworks
We combine Lean Six Sigma, Value Stream Mapping, Business Process Model and Notation (BPMN), and our proprietary GASAR approach to redesign, optimize, and standardize core banking processes.
Our methods go beyond traditional BPR by integrating:
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Process maturity analysis
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Workflow categorization
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Prioritized reengineering initiatives
This guarantees a 360-degree solution — from initial diagnostic to practical, prioritized action.
Detailed information like process name, line of business, process owner, transaction volume, applications used, team size, average handling time, average number of handoffs etc about each process is collected to create a comprehensive process inventory.
This step is crucial for understanding the current state of each process and serves as a foundation for further analysis and improvement efforts.
