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Success Stories

A Global Bank Streamlines Its East European Processing Center

The centralized processing center handled expense payments for several countries across Eastern Europe using seven separate end-to-end processes. They were experiencing increasing delay and service quality issues as a result of growing transaction volumes.

The bank used Workstream’s advanced ‘Business Analyst’ software tools to capture and analyze all of the workflow data relating to the seven processes. Using the powerful ‘Process Simulation’ capability of ‘Business Analyst’, capacity projections were made on the basis of projected changes in transaction volumes and re-allocation of staffing resources. This pointed out how and why concrete process performance indicators (including turnaround times, bottlenecks etc.) deteriorated under increased load. Workstream redesigned and streamlined processes were created to use staff more effectively and improve performance. This analysis provided a sound and safe basis for making changes in all aspects of the processing environment. Result was a substantial improvement in productivity and customer satisfaction.

An Expanding Bank in Abu Dubai

Embarking on substantial growth of its Consumer Finance business, the bank wanted to analyze all related end-to-end processes and engineer improvements where needed. It also wanted to ensure increased transaction volumes could be handled cost-effectively.

The bank collected the ‘As-Is’ process flows for multiple products with different origination and delivery channels. This information was captured and analyzed using our powerful ‘BusinessAnalyst’ tools and methodology that allowed simulation of all the processing variables (changes in workflow, staff roles, work scheduling etc.). Workstream next created proposed new processes and workflows. Finally Workstream tools were used to simulate and decide on final set of desired process and resource changes.

The bank proceeded to implement the agreed changes at user, process and IT infrastructure level. Workstream software engineers used ‘Automation Engine’ to develop new workflow systems implementing several of the new processes. Bank management monitors performance of the new workflow systems as well as the redesigned manual processes on a real-time basis using ‘QualityTrack’ tools that include fully automated dashboards. These dashboards provide dynamic information about actual performance against target quality standards. The result has been rapid and tangible improvements in customer satisfaction, service quality, internal controls and staff productivity.

A Fast-Growing Pakistani Bank

Business plan required rapid automation of manual and semi-automated processes across the bank to cost-effectively meet anticipated growth.

The bank sought assistance for rapid improvement and automation of many of its processes. These processes had remained predominantly manual because they were outside their core banking systems.

Workstream business analysts and software engineers analyzed and redesigned several processes using ‘BusinessAnalyst’ and then proceeded to develop software applications using ‘Automation Engine”. These tools allow rapid prototyping of process changes and automation by allowing end-users to utilize ‘BusinessAnalyst’ to first capture process information and then create process diagrams. Business analysts and end-users are then able to envisage, design and attach electronic forms at key points within the process flow (using a simple, drag and drop form designer environment), and configure these using ‘software wizards’.

The bank liked the capability so much and users found them so easy to deploy that it created a dedicated internal team which it asked Workstream to train. Bank staff were quickly trained to use our unique, rapid process improvement and automation toolset. This team was soon able to identify, develop and deploy new applications on its own. They reduced dependence on external consultants and rapidly redesigned and automated numerous manual processes in a very cost-effective and rapid manner. It is important to note that the IT Department’s only involvement was the development of interfaces with other banking systems.