Cost, Productivity & Capacity Improvement
A clear view of cost, workload, capacity and productivity.
Operations & Performance
Process Improvement & Lean Operations
Redesign the process first; automate what remains.
Overview
A large share of operations cost sits in work the process created for itself: hand-offs, duplicated checks, re-keying, rework and exception handling.
Capmark helps institutions redesign process chains end to end. We map how work actually flows, remove duplication and manual effort, automate what remains after redesign, and build controls into the new process.
The result is a simpler operation with lower cost, faster throughput, clearer ownership and stronger control evidence.
What we do
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 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
£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
Proven in the work, not the pitch.
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 target governed
- Senior team
- Mobilised under Capmark leadership
Read the case study
Insights
Related thinking.
Get in touch
Talk to a Partner about Process Improvement & Lean Operations.
Tell us what needs to change and where the pressure or risk is showing.