Cost, Productivity & Capacity Improvement
Build a fact base around activity, workload and cost.
Operations & Performance
Process Improvement & Lean Operations
Simplify work, reduce avoidable effort and improve service performance.
Overview
What this means for your business.
Process improvement creates value by making work easier to complete, manage and control across teams and systems.
Capmark assesses workflows, hand-offs, queues, duplication and rework, then helps clients redesign the process around service and business requirements.
Automation is considered alongside process simplification, with ownership, operating procedures, controls and performance measures supporting the new way of working.
What we do
The expertise we bring.
We map the process as it actually runs, quantify hand-offs, queue time, rework, duplicated controls and manual re-keying, then redesign the workflow end to end. The target process is documented with ownership, SOPs, controls and measures.
We trace where work waits between teams, systems, approvals and providers, then remove avoidable hand-offs and queues. Cycle time falls, ownership is clearer and fewer items are lost between teams.
We automate only after the process has been simplified. Manual data entry, document handling, routine checks and standard correspondence are moved into workflow, rules or AI-enabled automation under change control.
We measure the work created by earlier failures: corrections, repeated customer contact, breaks and exception handling. We fix the cause at source so teams handle the work once, cleanly.
We put the management system around the redesigned process: named ownership, performance measures, issue routines, root-cause review and continuous-improvement cadence.
What to expect
A team shaped around the work.
A Principal leads from day one. The first weeks put numbers on the process: throughput, handling time, error rates, queue ageing and unit cost, measured from workflow data as well as workshops.
Redesign runs with operations leaders in the room. Automation candidates are scored against the redesigned flow, not the current one.
Engagements range from focused process discovery to full delivery of the redesigned operation.
Engagements scale with the number of process chains in scope.
01
Assess
Establish the current state, the constraints, the risks and the value at stake.
02
Define
Shape the target model and the business case with the executives who own the outcome.
03
Mobilise
Stand up the team, the plan and the governance around the outcome.
04
Implement
Design, build and test the change, with the business alongside.
05
Sustain
Cutover, hypercare and handover, so the business runs it under its own control.
The same five stages on every engagement, led by senior practitioners end to end. How we work
Impact
Results from relevant work.
£50m
Run-rate cost taken out through re-engineered, automated processes
Delivered on the Risk, Treasury and Finance transformation for a global investment bank.
90 days
Efficiency baseline measured within
Client result
Relevant client experience.
Banking · Operating Model
One client-onboarding and credit operating model across 38 countries
A Global Corporate & Investment Bank · Client Onboarding & Credit Operating Model
We helped implement a single global client-onboarding and credit operating model across 38 countries, recalibrating 110 roles, rationalising technology and strengthening the process and control model across wholesale banking.
- 38
- Countries on one operating model
- 110
- Roles recalibrated
- £50m
- Benefits-realisation target governed
Read the case study
Insights
Related perspectives.
Get in touch
Discuss Process Improvement & Lean Operations.
Tell us what you are working through and the expertise you need.