Bank One represents a national organisation which subsidiary companies are situated in numerous states. Its National Enterprise Operations personnel receives more than 200 000 pleas from clients every month who would like to obtain copies of previous checks. Data which has been collected since 2000 demonstrated that there was a bracket of customers whose requests were not responded to, namely ranging from 10% to 25% in the course of a month. The problems that the staff had to face frequently involved the quality of copies( they were unreadable), the time order (copies were too late) or the lack of original check, that is it could not be found.
Due to above mentioned reasons of hurdles, both sides were affected by them. On the one hand, customers were discontented wih poor service. On the other hand, nobody would like to be in service staff's position in order to refut or deal with grievances from unpleased clients.
Day after day, the bank was continually making an attempt to combat those urgent problems. Unfortunately, preceding efforts did not seem to be successful. Due to unlasting consequences, the bank decided to provide new solution. As a result, the company undertook to launch new initiative which is focused on Lean Six Sigma system. The management claimed that one of the pressing matter worth tackling was connected with checking retrieval process.
However, in this case the strategy to deal with the problem differs substantially from the former sollutions in many ways. First of all, the way of staff work changed and as a result teamwork was praised. This method of cooperating was clearly visible when people who represented specific part of the check retrieval process were gathered together and worked simultaneously. For instance, the team consisted of not only frontline staff who gained the requests but also of those individuals that bear responsibility for placing the filed original or microfiche copy.
In addition to fulfilling these duties, there were some employees who were in charge of mailing the photocopies. Prior to incorporating Lean Six Sigma system, it's the people who were liable for receiving the pleas who were blamed mostly for occured difficulties. What is more, the team can also rely on coworkers who were both experts in fostering development and willig to offer support to their unexperienced colleagues. Last but not least, the team did not lean on experts' point of view but they took the core of the problem into consideration. They endeavoured to use alternative method of solving problems that entailed using resoursefullness and being creative enough so as to deal with the problem in unorthodox ways.
Furthermore, they are required to gather information to realise whether what they assumed was happening appeared to be truth or not. Every now and then, their assumptions were right. Nevertheless, they had the opportunity to realize the amount of matters they had not been familiar with, for instance problems with vendors who processed the microfiche film. Moreover, they were able to advance solutions that would examine the issues they confirmed with data.