Case Study: Transactional Lean

Standard Life – Support of Process Excellence Programme in Financial Services

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Standard Life plc is a savings and investment business, with headquarters in Edinburgh and global operations. It has 1.5 million shareholders in more than 50 countries and over 6 million customers. In response to commercial, regulatory and risk pressures in 2008 Standard Life started implementing a process management framework to support the necessary business transformation
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To establish process management structure and process excellence programme in
order to:

  • Define and implement the right process architecture and business operating
    model
  • Build and embed lean continuous improvement skills and culture
  • Deliver improved efficiency and effectiveness through lean six sigma

Standard Life wanted to run an in-house programme to build skills and
capability within the organisation.
Process Insight helped them in a number of ways:

  • designing the training programme
  • certifying their BBs and MBBs
  • setting up internal GB certification aligned with British Quality Foundation accreditation standards
  • coaching and mentoring to MBB level

Standard Life have run a very successful process excellence programme which won the ‘Best Start-up Programme’ at the European IQPC awards 2010.
They supported it by building their in-house process excellence skills and capability and now have strength and depth with well over 100 GBs, 30 BBs and 5 MBBs.
Process Insight have provided the in-house team with expert guidance and mentoring to build their skills allow the programme to flourish.

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TMD Friction – Commercial Effectiveness, Pricing Process Re-design

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TMD Friction is the world’s number one manufacturer of brake friction materials in the original equipment market of the automotive and brake industry, producing one million brake friction products daily. Highly experienced in application of Lean Sigma in manufacturing TMD wanted to expand process improvement activities into their commercial operations.
Case-Study-TMD
TMD were under severe price pressure from their OEM customers. They had a ‘cost – plus’ pricing approach and consequently were not getting full value for many of their high performance products. The goal was to design and implement a value based pricing process for the commercial team which could be rolled out through their global activities leading to an increase in average selling prices.
  • Design and implementation of market and customer segmentation process
  • Implementation of value based pricing model and tools
  • Design and implementation and roll out of new operational Pricing Management process
  • Training of global commercial teams
  • Increase in average selling prices in both automotive and lorry markets
  • Engagement of commercial teams in process improvement activities
As TMD themselves say on their website “Lean management does not just play a significant role in production – it equally affects all divisions of the organisation – the sales structure in the replacement division as much as the purchasing department, etc.”
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