Lean Sigma capability across two retail banks

The challenge

Two retail banks sought to move from activity-based management toward process-led operations and connect improvement with customer outcomes. The deployment needed executive sponsorship and practitioner capability. Building that capability across the organisation was important to supporting project work beyond a small central specialist group.

The contribution

Jeroen led Lean Sigma deployment across the retail banking group. He trained the Executive Committee and top 4% of employees, coached improvement projects and designed progressive Lean Awareness, Practitioner, Green Belt and Black Belt programmes. The work combined senior sponsorship with a structured path for practitioner development.

The documented result

The work established a progressive curriculum and broad executive and practitioner capability development. The documented training scope supports the deployment’s organisational reach. A numerical customer or financial gain attributable solely to capability development was not separately reported.

Artwork is conceptual and does not depict the client’s facilities or project. Based on Jeroen van Koesveld’s professional case documentation. This account presents the industry context and documented contribution.

Explore the relevant capability

Leadership & capability building ↗

Related experience

A leadership curriculum for continuous improvement ↗

Developing project leadership capability ↗

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