-
+55%
Productivity in ticket response
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-30%
Productivity in invoice processing
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2.8M €
Annual benefits
The organization operates in the financial services and asset management sector, a domain that has undergone significant transformation over the past decade. Companies in this sector face growing challenges related to process digitalization, operational efficiency optimization, and the need to ensure high standards of quality and regulatory compliance.
In today’s highly competitive and demanding environment, the ability to effectively manage credit portfolios has become a critical success factor. At the same time, the demand for integrated solutions in consulting, data analysis, and process automation has reinforced the importance of agile and sustainable operational models.
It was within this framework that the organization began an internal transformation journey, with the purpose of consolidating a culture of continuous improvement and achieving operational excellence across all areas.
The organization and its commitment to efficiency and innovation
The company in question was founded in 2007 and is currently the national leader in its country in credit portfolio management and recovery, covering performing, sub-performing, non-performing, and real estate portfolios.
This company offers an integrated, comprehensive asset management service that includes consulting, real estate management, securitization and structuring, as well as advanced business analytics and decision-support solutions. Its operations are guided by the combination of technical rigor, technological innovation, and a focus on operational efficiency, ensuring value creation for both investors and credit originators.
In 2015, the organization became part of one of Europe’s largest groups in the credit portfolio acquisition and management market, thereby strengthening its financial capacity, knowledge sharing, and adoption of international best practices.
In recent years, it has consolidated its presence in the European market, sustaining growth through a continuous improvement strategy focused on process optimization, digitalization, and team development.
The starting point for the transformation
In early 2019, the organization launched an operational assessment phase aimed at gaining a detailed understanding of the internal operations of its main teams and identifying opportunities for improvement. This analysis focused on two pilot teams — Operations Support and Treasury and Collections Management — which are considered strategic areas for the business.
During this assessment, several structural challenges were identified that were limiting the organization’s operational efficiency and its ability to respond to market demands.
1. Lack of standardization and high volume of manual tasks
The teams had a high workload of repetitive administrative tasks and a lack of standardized procedures. This situation led to variations in activity execution, rework, and efficiency losses, in addition to making performance monitoring and workload management more difficult.
2. Need for greater alignment and communication between teams
The analysis revealed gaps in communication and cross-functional coordination across departments, which compromised information sharing and process flow. The absence of a systematic analysis and monitoring model made it difficult to align strategic and operational objectives.
3. Limitations in monitoring and tracking indicators
The need to strengthen performance monitoring through clear and up-to-date metrics was identified, as the lack of visual management indicators made it difficult to analyze deviations, prioritize corrective actions, and measure the results achieved.
4. Absence of a structured continuous improvement culture
Despite the teams’ commitment, the practice of continuous improvement was not yet embedded in the organizational culture. There was a lack of structured training in Lean methodologies and mechanisms for actively involving employees in identifying and solving problems. This limitation made it difficult to consolidate a culture oriented toward efficiency and innovation.
A structured approach to boost efficiency
Based on the results obtained in the diagnostic phase, the organization designed a structured continuous improvement program supported by Lean methodologies and kaizen principles. The objective was to create a sustainable improvement culture, promote team autonomy, and optimize operational efficiency through waste elimination and process standardization.
The transformation was carried out gradually, allowing for the consolidation of practices, broader engagement, and ensuring the model’s sustainability over time. The entire process was supported by a robust governance framework, which ensured alignment between initiatives and rigorous monitoring of the results achieved.
1. Structuring the continuous improvement system
The system was designed based on daily improvement routines aligned with the organization’s strategic objectives. These routines made it possible to structure team follow-up and consolidate habits of analysis and problem-solving.
- Implementation of Daily KAIZEN™ Level 1 in 46 teams, involving more than 370 employees.
- Implementation of Daily KAIZEN™ Level 3 in 13 teams, covering more than 100 employees.
- Creation of the Lean governance model, with benefits tracking and mission control, to manage and monitor initiatives under development.
- Introduction of gemba walks using digital kamishibais and control boards to ensure action sustainability and the sharing of best practices.
This model provided greater transparency regarding team performance and established a continuous improvement dynamic, promoting collaboration and a focus on results.
2. Leadership development and strategic alignment
The role of leadership was decisive in consolidating the cultural transformation. To reinforce coherence between the strategic vision and operational execution, the Leaders’ KAIZEN™ program was implemented, initially directed at the IT department.
This initiative was complemented by the introduction of hoshin planning and review, which enabled the translation of strategic objectives into operational targets, monitored through visual indicators and periodic meetings. These actions were supported by a set of practices that strengthened the leaders’ role, such as:
- Training and development of leaders in Lean methodologies.
- Alignment of strategic objectives with operational plans.
- Systematic monitoring of performance indicators and prioritization of initiatives.
3. Improving operational efficiency in the pilot teams
The Operations Support and Treasury and Collections Management teams were the first to integrate the new model, acting as pilot units for the rest of the program. The application of Lean tools in these departments yielded rapid and tangible results.
In the operations support departments, the focus was on reducing waste and automating repetitive tasks:
- Reduction of the abandonment rate and improved compliance with deadlines in the processing of internal mail.
- Implementation of RPAs to automate administrative tasks, such as processing and cataloging notifications and preparing documents.
In the Treasury and Collections Management area, the objective was to increase the efficiency of financial processes and reduce communication failures. To achieve these results, several initiatives aimed at automating and standardizing tasks were implemented, which contributed to greater reliability and operational agility:
- Introduction of the virtual IBAN, significantly reducing the number of unidentified payments.
- Definition of internal communication standards, eliminating emails without added value.
- Use of RPAs to automate tasks such as extracting payment confirmations and processing payments.
These actions resulted in a substantial increase in productivity and freed up team time for higher-value strategic activities.
4. Expanding the model to other areas of the organization
After the success achieved in the pilot teams, the continuous improvement system was extended to other critical areas, such as the accounting department and the IT department, ensuring the cross-functional adoption of the Lean culture throughout the organization.
In the accounting area, the transformation focused on agility and process automation. Several initiatives were developed that made it possible to simplify tasks, reduce waste, and strengthen operational control:
- Optimization of controllership processes and reallocation of administrative tasks.
- Application of Lean Project Management in IT projects, using the Scrum model.
- Automation of invoice collection and recording, with automatic tracking and step standardization.
- Implementation of RPAs for email forwarding and other repetitive tasks.
In the IT department, the initiatives reinforced agility and the development of internal capabilities:
- Adoption of the Scrum model for project management.
- Creation of a kanban prioritization system for request management.
- Taskforce dedicated to eliminating tickets in backlog.
- Development of training models and new employee onboarding.
- Development of a continuous capability-building program for the Development, Help Desk, and Infrastructure teams.
This set of initiatives consolidated a new way of working based on autonomy, efficiency, and continuous improvement. The integration of Lean practices into daily processes enabled the organization to achieve significant gains and create a solid foundation for future evolution.
Results that reflect a sustainable transformation
The implementation of the continuous improvement system had a profound impact on the organization’s overall performance. In just two years, the program translated into significant operational, financial, and cultural gains, reflecting the consolidation of a new way of working that is more efficient, collaborative, and results-oriented.
Improvement in operational indicators
The introduction of daily monitoring routines, task automation, and a focus on waste elimination enabled significant results across different areas of the organization.
In the services area, the following was observed:
- An average 30% reduction in the abandonment rate over the last 12 months, reaching -60% in December 2020 compared to the same period of the previous year.
- A 27% increase in the portfolio turnover rate.
- A 15% increase in the Collections per FTE indicator compared to the previous year.
In the finance area, improvements in process standardization and the use of RPAs were reflected in:
- A 28% increase in invoice processing productivity.
- A 26% improvement in the efficiency of the invoice collection process.
In the IT area, the application of Scrum and kanban methodologies resulted in significant gains in agility and responsiveness:
- A 55% increase in productivity in responding to IT tickets.
- A 36% reduction in the ticket backlog.
- A 65% reduction in the lead time for responding to Help Desk tickets.
- A 51% reduction in the lead time for responding to infrastructure tickets.
These results demonstrate an overall improvement in workflow management and in the teams’ ability to solve problems quickly and effectively, reinforcing operational efficiency across the entire value chain.
Financial benefits
Productivity improvements, process automation, and waste elimination resulted in substantial financial savings, ensuring the return on investment and the program’s sustainability over time.
The total impact of the initiatives translates into annual benefits of 2,8 million euros, resulting from efficiency gains, cost reductions, and increased productivity across the different areas of operation.
This result confirms the effectiveness of the adopted approach, highlighting the direct contribution of continuous improvement to economic performance and to the organization’s competitiveness.
Team engagement and organizational culture
One of the program’s most significant outcomes was the broad involvement of the teams, a key factor in fostering a culture of continuous improvement.
- More than 410 employees directly participated in improvement activities, namely in KAIZEN™ Events, daily meetings, and follow-up sessions.
- Strengthening internal communication and sharing best practices fostered a collaborative and continuous learning environment, which was reflected in increased employee commitment and satisfaction.
- The creation of a sustainable governance and monitoring model ensured that implemented improvements were maintained and evolved over time.
An inspiration for the financial sector
The continuous improvement program enabled the organization to develop a culture based on accountability, efficiency, and innovation, consolidating a more agile way of working oriented towards sustainable results.
The transformation journey experienced by the organization demonstrates how the consistent application of Lean principles and the development of a continuous improvement culture can generate visible and sustainable results, even in contexts of high operational complexity. The impact achieved, both in terms of efficiency and productivity, and in terms of team engagement, shows that continuous improvement is a key differentiator and a replicable success factor. This journey, therefore, serves as inspiration for other companies in the financial services and asset management sector, demonstrating that investing in people, processes, and culture is the right path to achieving operational excellence and ensuring a lasting competitive advantage.
We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.