Led and supported all continuous improvement practices across the NAB using Business Excellence principles and Continuous Improvement tools and methodologies Contributed to improving the management capability across the enterprise (over 160 individual business units) and responsible for implementing a suite of improvements using Six Sigma methodology. Key Achievements:• Designed and developed a LEAN competency framework and development program to build the bench strength of… Show more Led and supported all continuous improvement practices across the NAB using Business Excellence principles and Continuous Improvement tools and methodologies Contributed to improving the management capability across the enterprise (over 160 individual business units) and responsible for implementing a suite of improvements using Six Sigma methodology. Key Achievements:• Designed and developed a LEAN competency framework and development program to build the bench strength of consultants in NAB’s Improvement Practice. As a result, the NAB became the first organisation in the Southern Hemisphere to become internationally accredited through the LEAN Institute, based at the University of Cardiff. My contribution was rewarded with a Quality Award, which recognises significant contribution to the organisation.• Designed, led and delivered an improvement project to address the top 10 processing errors in a back-office environment in order to release capacity for re-investment in the business. The root cause of each error type was identified and solutions proposed to address these by running a series of in-depth problem solving workshops. A roadmap of activities and recommendations was generated and implemented. As a result, inefficient re-work was stopped allowing 25 FTE to be deployed to value add activities within business.• Applied Six Sigma to address the fact that of the complaints being raised through internal dispute resolution, none were resolved prior to a Financial Ombudsman complaint being received. It was discovered that due to internal misclassification and communication errors, opportunities to resolve complaints were being missed, resulting in complaints being raised via the Ombudsman. As a result of key process changes, complaints being resolved internally prior to escalation increased significantly, approximately 50% were identified for internal resolution. Show less

Responsible for all the Continuous Improvement strategy, initiatives and projects delivered across a team of 800 FTE with 2 direct reports. Key Achievements:• Developed a 3 year Continuous Improvement Plan to address a lack of cohesion and uptake of previous improvement frameworks. In the financial year closing 2013, the plan delivered on its 5% reduction in operating cost target.• Implemented an Improvement Framework within an 800FTE strong Collections and Credit Risk… Show more Responsible for all the Continuous Improvement strategy, initiatives and projects delivered across a team of 800 FTE with 2 direct reports. Key Achievements:• Developed a 3 year Continuous Improvement Plan to address a lack of cohesion and uptake of previous improvement frameworks. In the financial year closing 2013, the plan delivered on its 5% reduction in operating cost target.• Implemented an Improvement Framework within an 800FTE strong Collections and Credit Risk Team which resulted in 166 implemented initiatives in 2012. The top ten initiatives resulted in a saving of 16,000 hours annual cycle time reduction, 6000 hours capacity released with a bottom line saving of over $200,000, and further $300.000 in cost savings• Achieved 119% of target to re-invest 13,500 hours for the 2013 financial year through everyday process improvements Show less

Responsible for implementing a Continuous Improvement Program of work across 7 Teams and coaching, training and up-skilling improvement champions throughout the broader business.Key Achievements:• Led and facilitated the implementation of 46 improvement ideas in 2010-2011 business year. Of those implemented, 23 ideas contributed to a time savings of 4738 hours per year (3.15 FTE). With a 20% filter applied, the figure becomes 3791 hours per year (2.52 FTE). • A further… Show more Responsible for implementing a Continuous Improvement Program of work across 7 Teams and coaching, training and up-skilling improvement champions throughout the broader business.Key Achievements:• Led and facilitated the implementation of 46 improvement ideas in 2010-2011 business year. Of those implemented, 23 ideas contributed to a time savings of 4738 hours per year (3.15 FTE). With a 20% filter applied, the figure becomes 3791 hours per year (2.52 FTE). • A further 1.24FTE capacity has been released throughout the other improvement initiatives• Delivered a Six Sigma Black Belt project to address the challenge that the Biannual Statements process was exceeding agreed service level agreements and allowable overtime budgets. The successful implementation saw an overtime reduction of $75,152 per annum in the first year of implementation and approximately $200,000 by year 3. There was a further 1 FTE released through reducing unnecessary quality checking.• Delivered a second Six Sigma Black Belt Project to address the lack of 3rd party communication sign-off process knowledge which caused a potential risk to the Organisational brand and reputation. As a result of the project, I documented the entire 3rd party process which spanned across the wider MLC organisation, embedded a training program within Plum’s on-boarding training and resulted in a 100% knowledge uplift across the Plum group. Show less

Responsible for maintaining and growing a sustainable continuous improvement approach across all 8 Operations teams within the business.Key Achievements:• Completed a diagnosis of the Operations Teams which led to key recommendations being accepted and implemented, including the centralisation of the Quality Assurance Team. As a result, there was a significant reduction in rework and the resolution turn-around time for customer exceptions and significant improvement in staff… Show more Responsible for maintaining and growing a sustainable continuous improvement approach across all 8 Operations teams within the business.Key Achievements:• Completed a diagnosis of the Operations Teams which led to key recommendations being accepted and implemented, including the centralisation of the Quality Assurance Team. As a result, there was a significant reduction in rework and the resolution turn-around time for customer exceptions and significant improvement in staff engagement through a positive cultural shift. This contributed to the Employee Engagement Score improving from 51% to 86%. Show less

Led and motivated a team of 12 in order to uncover quality breaches, reduce the amount of compensation payable, and identify and implement opportunities for improvement.Key Achievements:• Led the development of a strategic plan to reduce the Compensation budget, the amount paid to our customers, as a result of internal quality errors, by 30%. This target was reached one month early.• Re-designed administration processes by using LEAN methodology by identifying waste and… Show more Led and motivated a team of 12 in order to uncover quality breaches, reduce the amount of compensation payable, and identify and implement opportunities for improvement.Key Achievements:• Led the development of a strategic plan to reduce the Compensation budget, the amount paid to our customers, as a result of internal quality errors, by 30%. This target was reached one month early.• Re-designed administration processes by using LEAN methodology by identifying waste and significantly reducing manual handling time.• Selected to be one of only 3 participants to attend a NAB Wealth Study tour based on achieving 93% in the Aviva Cup competition which utilised DMAIC methodology to identify a solution to overcoming a customer service challenge. Show less

Completed a 2 year Operations Management Graduate Programme in the United Kingdom covering 4 key rotations; Leadership, Customer Facing, Project Management and Strategic Function. As a result of my consistently high results I was awarded a place on the International Secondment Team and completed a fifth rotation in Hyderabad, India.