Reduce Project Go-Live Delays due to Print Shop Engagement.
Reduce project/enhancement go live date delay due to late engagement to Print Shop from averagely 3 projects/enhancements monthly to one.
Reduction in TAT spend on ACBS transaction
Reduce turn around time for payments made to the old account from 5 days to 1 day
Improve TAT of Dividend Transfer Process.
To improve dividend transfer to customer account TAT from 55 days to 20 days.
Improve TAT of Monthly Bondholdings Reconciliation
Reduce the turnaround time for reconciliation from > 6 hours to < 45 minutes.
Improvement on TAT for issuance of Operating Manual (DOI)
Reduce TAT for DOI Processing by 25% by Nov 2015
Centralizing 3 UAE, SG and HK countries operation in to one Virtual Hub.
Reduce of working hours from 11 hours to standard 9 hours
Standardization of SOD & EOD process for GSSCKL.
To reduce the cumulative monthly weighted volume (time spent) for EOD process by 50%
Implementation of the Virtual Hub for ITT HK, SG & UAE (CMS).
To improve Staff Utilization from 80 to 100% by August 2015
Achieve 50:50 of split process of Cash China between KL and TJ Hub respectively
Increase BAU load sharing volume of China Cash from 30/70% (between KL and TJ Hub respectively) to 50/50% by December 2015.
To improve the TAT and productivity of CRC China and Taiwan staff
To improve productivity for maker and checker in CRC China and Taiwan team within the range of minimum 110% and maximum 140% by target date 09/09/2015.
D-3-48, Block Dahlia, Lebuhraya Sprint, PJU 6A, Kampung Sungai Kayu Ara, 47400 Petaling Jaya, Selangor
Please enter your email to subscribe to our fortnightly newsletter