KeyCorp Service Excellence Management System

Shravan K. Kotha, Michael P. Barnum and David A. Bowen
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Shravan K. Kotha: KeyCorp, Management Science Department, Retail Delivery Management Division, 127 Public Square, Cleveland, Ohio 44114-1306
Michael P. Barnum: KeyCorp, Retail Delivery Management Division, 127 Public Square, Cleveland, Ohio 44114
David A. Bowen: KeyCorp, Delivery Systems Development Department, Retail Delivery Management Division, 127 Public Square, Cleveland, Ohio 44114

Interfaces, 1996, vol. 26, issue 1, 54-74

Abstract: Since 1991, KeyCorp has been developing its Service Excellence Management System (SEMS) to manage productivity and enhance service throughout its 1,300 branch banking franchise. The SEMS models measure branch activities and generate reports on customer wait times and teller proficiency and productivity levels. These reports help managers to identify reengineering efforts, schedule staff to better match customer arrivals, and enhance productivity and service. For branches using the models, customer processing time has been reduced by 53 percent, customer wait time has improved dramatically with only four percent of customers waiting more than five minutes, and at 94 percent of branches 90 percent of customers are waiting less than five minutes—improvements of 71 and 124 percent, respectively. The SEMS models are expected to reduce personnel expenses by $98 million over five years, yielding an internal rate of return of 3,500 percent.

Keywords: financial institutions: banks; organizational studies: personnel planning (search for similar items in EconPapers)
Date: 1996
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