Program development of Lean Six Sigma skills training – Advanced Business Improvement and Business ImprovementWorkshop delivery – conduct 3 and 5 day workshops to selected Group Operations personnel who have responsibility for identifying opportunities within operations for business improvement and implementing process changes that will result in a better customer experience, and less cost to the business. The 5 day workshop leads to Green Belt accreditation after the candidate has… Show more Program development of Lean Six Sigma skills training – Advanced Business Improvement and Business ImprovementWorkshop delivery – conduct 3 and 5 day workshops to selected Group Operations personnel who have responsibility for identifying opportunities within operations for business improvement and implementing process changes that will result in a better customer experience, and less cost to the business. The 5 day workshop leads to Green Belt accreditation after the candidate has successfully completed a project. This accreditation is conducted in conjunction with the Australian Graduate School of Management.Project acceleration – workshops to enable project selection and the building of credible business cases for improvementProject coaching – assisting newly trained practitioners progress their projects and apply the tools and techniques of Lean Six Sigma to a business problem Show less

Engaged by the Head of the Quality Program to assist with the achievement of the following Goals: Improve & Measure Financial return on Continuous Improvement spend year on year Differentiate Westpac from the competition by ensuring their Lean Six Sigma deployment matched those world best practice organisations who implement a truly integrated model that penetrates all aspects of strategic execution. Begin the cultural shift to embrace Lean Six Sigma Principles and Practice… Show more Engaged by the Head of the Quality Program to assist with the achievement of the following Goals: Improve & Measure Financial return on Continuous Improvement spend year on year Differentiate Westpac from the competition by ensuring their Lean Six Sigma deployment matched those world best practice organisations who implement a truly integrated model that penetrates all aspects of strategic execution. Begin the cultural shift to embrace Lean Six Sigma Principles and Practice across the organisationAchievements Assisted with the development of an overall deployment strategy and approach across Westpac. This was to be centralised at first, with a transition to the business by late 2007. Developed and accredited (internally and externally recognised) Westpac’s own Quality Practitioner training and certification program. The emphasis for this training was to provide practical skills and knowledge to ensure the delivery of successful projects with excellent financial benefits. For example; In 2005/2006 trained and oversaw the coaching of 72 Quality Practitioners who were actively engaged in Process Improvement projects. These projects yielded over $16M in benefits over the 2005/2006 financial year Developed Instructor training for Westpac’s internal Quality Practitioner training program. Trained and certified eight internal trainers. In 2008 Developed and conducted additional Lean Six Sigma training courses specific to Westpac in: Demystifying Lean Six Sigma (4 hours) Show less

Facilitate the application of the tools and frameworks of the Lean Six Sigma methodology to generate capacity within the Originations process.Provide training in fact based tools to remove rework, waste & duplication, and improve RAMS processes for the benefit of customers, franchisees and staffEmbed a systematic approach to process improvement to assist RAMS in achieving their strategic objectives of “excellent execution” and “customer centricity”

 Assisted with the definition and design of a more robust workflow platform to support a more effective process measurement model (BTeP) A solid Workflow solution provided the means to rollout a more accurate and robust measurement platform called ‘Vital Signs’. Designed and facilitated the implementation of a process management platform ‘Visual Signs’ (using iGrafx) that allowed for the replacement of BT Operation’s procedures platform with process maps. This platform was later… Show more  Assisted with the definition and design of a more robust workflow platform to support a more effective process measurement model (BTeP) A solid Workflow solution provided the means to rollout a more accurate and robust measurement platform called ‘Vital Signs’. Designed and facilitated the implementation of a process management platform ‘Visual Signs’ (using iGrafx) that allowed for the replacement of BT Operation’s procedures platform with process maps. This platform was later replicated within Westpac (the Enterprise Process Library). Show less

Engaged to facilitate Process Improvement Teams charged with improving operations in Adelaide, to enable the closure of BT’s Sydney operation to deliver significant cost reductionsAchievements Actively led eight teams running concurrently in Adelaide focusing on business outcomes. These teams delivered the Business an estimated AUD$31m benefits though such initiatives as: Implementation of purpose built screens and in-situ dual key for verification Challenging complex… Show more Engaged to facilitate Process Improvement Teams charged with improving operations in Adelaide, to enable the closure of BT’s Sydney operation to deliver significant cost reductionsAchievements Actively led eight teams running concurrently in Adelaide focusing on business outcomes. These teams delivered the Business an estimated AUD$31m benefits though such initiatives as: Implementation of purpose built screens and in-situ dual key for verification Challenging complex Business Rules Implementation of business automation Establishment of a more accurate measurement platform in ‘WEBSTATS’ that ultimately identified a gap of 75% of people’s time that could not be identified Simplified banking and receipting Placed pre-verification and indexing in most appropriate place Out sourced the Document Control Centre to Australia Post Streamlined process for error correction and rework Automated ‘unwinding’ of transactions that need reworking Redeveloped Access database for tracking errors, Good Value Claims, Goodwill Gestures and rework associated with client requests Show less

Engaged to facilitate their “Focus on our Future” program, in particular to run two projects in Operations and Technology. Reduced the time to process an Employee Superannuation Fund redemption by 55%. Identified two further solutions which were implemented subsequently (automatic reconciliations engine, and General Investment Product applications forms re-design) Found anomalies with data used to measure productivity, process efficiency and effectiveness Measuring activity… Show more Engaged to facilitate their “Focus on our Future” program, in particular to run two projects in Operations and Technology. Reduced the time to process an Employee Superannuation Fund redemption by 55%. Identified two further solutions which were implemented subsequently (automatic reconciliations engine, and General Investment Product applications forms re-design) Found anomalies with data used to measure productivity, process efficiency and effectiveness Measuring activity rather than outcomes, thus driving the wrong behaviours and misleading decision making, in particular rate card calculations. (At the time management unwilling to accept this was a problem) Poor data meant that measuring benefits was almost impossibleTechnology resources incredibly scarce due to conflicting priority with the launch of BT Portfolio Services fund administration venture, the launch of Wrap Accounts and BT’s Y2K compliance program. Show less