I have direct experience with the effect that measurements have on process management in
my capacity as a branch manager of a bank. Performance metrics are essential in the financial
sector for controlling costs, ensuring client satisfaction, and adhering to regulations.
The average transaction time (ATT) is a critical performance indicator (KPI) that I diligently
observe. A customer transaction, including a loan application, withdrawal, or deposit, is
measured by ATT in terms of its average completion time. Through ATT tracking, areas such
as teller training, branch layout, and technology integration can be identified that require
refinement.
Nonetheless, the potential drawbacks of an unwavering obsession with ATT have come to my
attention. Strict adherence to ATT targets may result in transactions that are hasty and prone
to errors, thereby adding to the risk of fraud and eroding customer relationships. I encourage
my tellers to prioritise diligence and accuracy over speed in order to achieve a harmonious
equilibrium between efficiency and customer service.
To assess the overall efficacy of the branch, I track a variety of additional metrics besides
ATT. These consist of metrics such as deposit growth rates, customer satisfaction ratings, and
loan origination volume. I can make well-informed decisions regarding the enhancement of
customer service, the generation of revenue, and the effective management of risk by
conducting a holistic analysis of these metrics, which will provide me with a thorough
comprehension of the branch's strengths and weaknesses.
An instance comes to mind in which customer satisfaction declined as a consequence of an
emphasis on ATT. A policy encouraging customers to conduct routine transactions through
self-service terminals was implemented by the branch in an effort to reduce wait times.
Although this development did mean a short-term boost for ATT, it ultimately resulted in
dissatisfaction from clients who desired individualised support.
