Today's financial industry disruption and upheaval are the most significant since the Great Depression. Drastic cost reduction measures are one way to shore up the bottom line - but that can also mean major workforce reductions and delay of strategic initiatives that could lead to new sources of revenue. Today's firms must do more with less. This paper explores how the financial services industry can leverage, and benefit from, the same Lean techniques used by manufacturing firms for years.
Banking Industry Leverages Lean Thinking Principles to Eliminate Waste in Core Processes
Scott Mullen, Ph.D.
Master Practitioner
<p>Scott is a North Highland senior SME in Banking, with particular expertise in Bank Operations, Process Improvement, Consumer and Mortgage Lending, Card, and Audit. Scott has over 25 years of industry experience both as an international banker and as a senior executive for a large national bank. He has over 10 years of consulting experience.</p>
Jill Jacques
Global Financial Services Lead
<p>Jill Jacques has more than 20 years of experience in the financial services industry, in both the retail and institutional lines of business. She leads a diverse group of consultants, helping retail and institutional clients creatively solve the complex problems facing the financial services industry.</p>
Scott Rainey
Vice President, Managed Services
<p>Scott has 21 years of consulting experience in the public sector with an emphasis in assisting organizations through complex projects covering the lifecycle spectrum from idea to reality to achieve the highest degree of service. Scott works directly with executives in the state and local government.</p>
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