Caparros, T. E. L. (2013). Effective implementation of process improvement projects in DBP's brand banking sector (BBS) based on results of process review and work improvement workshops initiatives (Unpublished master's thesis). Public Management Development Program, Development Academy of the Philippines.

Public Management Development Program. Middle Managers' Class. Thesis (MMC)--Development Academy of the Philippines.

As the banking industry becomes globalized and highly competitive, clients anywhere in the country will soon expect the same world class service from any bank or financial institution offering the same products. As customers seek better and better service, those banks that do not do continuous improvement are bound to lose customers and sales rapidly irreversibly. DBP needs efficient development of products that quickly satisfy a more demanding customer base and build long-term customer trust. The Bank must optimize both internal and external innovation, while seeking operational excellence at all levels. As the catalyst for productivity and operational efficiency, the process management (PrM) Department, where the project belongs, continues to initiate and facilitate the conduct of relevant trainings and workshops on process improvement such as the Work improvement Team (WIT) training, as component of DBP's Quality Management System (QMS) and the effective process management for MIS implementation. Institutionally, much can be improved the creation and implementation of ideas for improvement as made evident by the following. Decline the number of work improvement entries for Quality Excellence |Service thru Teamwork (QUEST), a program that supports the Bank's Quality Management system (QMS), from an average of 5 to 2 entries starting in 2006 to 2010. Absence of a process improvement proposal that highlights improvement in customer satisfaction. All of the eleven (11) entries submitted for the same period were administrative in nature, consisting of nine (9) automation projects and two (2) manual improvements. Non-implementation and evaluation of thirty-five 35 process improvement ideas proposed by the Branch Sector (BBS) participants in the 2012 effective process Management Workshop for branch operations. The foregoing clearly illustrates that DBP has much room for improvement in implementing ideas for process improvement. as part of completion requirement for the Public Management Development Program (PMDP), the project proponent, Mr. Tomas Ernesto L. Caparros intends to institutionalize the work improvement team concept to ensure effective implementation of process improvement projects in DBP'S Branch banking sector (BBS) Based on Result of process review and work improvement Initiatives. Prm and BBS representatives, in its meeting of December 2,2012. agreed to create a Wit and identified five (5) projects for consideration. After due evaluation, the Project Proponent recommended the phase-out/retirement of outdated telegraphic transfer and demand draft products and services as WIT's priority projects. The final output of the project is the Senior Management approval of the recommendation to phase-out/retire the subject products and services. The approval will be issued via Update Bulletin (UB) in the Bank Manual of operating procedures (MOP). The MOP ensures that existing Bank practices are consistent with DBP administrative issuance as well as prevailing laws, issuances and directives from the office of the President (OP) and government regarding agencies. Further on January 11,2013, the DBP president approved the office order #39, reconstituting te DBP ISO Core Team. As recommended by PrM, the office order integrates the roles and functions of WIT in the implementation and monitoring of WIT integrates the roles and functions of WIT in the implementation and monitoring of WIT projects. The reconstitution of the ISO core team further provides a strong foundation for the institutionalization of the WIT component of the Bank's QMS.