National Westminster Bank Essay Example

processes. For example, a self-service process would not be appropriate for the bank, as it does not facilitate the process of opening an account which requires evaluation of individual needs to determine a suitable product. Therefore, new processes should focus on the micro operations of the Records Section. To improve customer service concerns, implementing a cell layout with standardized service shops, such as the already established Records Section, could be practical. These service shops would handle new account openings after completing other tasks on a regular basis.

Implementing a designated time-frame system would offer numerous benefits; it would eliminate pressure that contributes to low morale and mistakes, expedite staff workloads, and subsequently decrease customer waiting times. Additionally, it would prevent busy period clashes between cashiers and the Records Section. However, this system could potentially increase customer dissatisfaction, due to an obligatory appointment schedule that may not be convenient for them. Alternatively, the production line method could be considered. This approach involves different staff members completing specific formalities required for opening bank accounts. Each worker would have a predefined task that they would perform repetitively for each customer.

This approach has the potential to significantly expedite operations by minimizing workload variability. Nonetheless, it may result in decreased workforce flexibility and greater dissatisfaction due to the monotonous and repetitive nature of the work. Additionally, customers may perceive this system as unwelcoming. Luckily, the Cell layout method would not necessitate many modifications to the organizational structure as the current Records Section serves as an ideal setting for implementing this system.

To avoid staff movement between sections, the restructuring mainly focuses on implementing an appointment system for account opening, specifically for customers

with complex needs. Another option is to establish an 'open surgery' system, permitting customers to open accounts only at certain times. Adopting a production line approach would result in some organisational reshuffling, as the Records Section staff would specialize in a specific task. This way they could adequately carry out their role in setting up an account and increase efficiency.

In an industry with numerous competitors offering similar products, having a competitive edge is crucial. Poor customer service can lead to a decrease in market share. Enhancing the five competitive objectives - Quality, Speed, Dependability, Flexibility and Cost - can provide a competitive advantage. However, the branch is currently performing poorly in the aforementioned objectives. Improving each objective will have a domino effect on other factors. If the Records Section does not maintain quality, it can lead to delays in procedures and affect speed. This reduction in speed impacts flexibility and requires staff to work overtime, leading to decreased productivity and increased cost.

If a precise operational procedure is not established, the previously mentioned complications will persist. The initial account setup directly affects the customer's perception of the business and is hence critical. However, the transformation process for opening accounts lacks clarity and concision, ultimately resulting in flawed Records Section output.