To Reduce Over The Counter Transaction

How Lean Partner Reduced Over-the-Counter Transactions and Transformed Branch Efficiency

For years, customers walking into the bank branches experienced the same frustration: long queues, crowded waiting areas, and slow-moving service counters. Branch teams felt it too. No matter how hard they worked, over-the-counter (OTC) transactions kept increasing, and customer waiting time continued to grow. Despite the availability of digital banking channels such as SSTs, ATMs, and internet banking, customers still preferred going to the counter — and this behavior placed enormous strain on staff, space, and customer satisfaction. The organization knew things had to change, especially when only 34% of branches managed to reduce OTC transactions while the rest showed an increase.

When Lean Partner stepped in, we found that the issue wasn’t simply customer preference — it was a combination of operational gaps, system limitations, and lack of guidance available at the branch. A key discovery was the absence of a dedicated greeter or Banking Service Executive (BSE) in more than half of the branches. Without someone to filter and guide customers to alternative banking channels, most customers defaulted to the counter, even for simple transactions that could be completed digitally in minutes. We also found that certain SST machines could not accept small denominations, such as RM1 and RM5, forcing customers back to OTC transactions even if they were willing to self-serve. These gaps created unnecessary congestion, stress for both customers and employees, and inefficiencies across the Central region branches.

To address the root causes, Lean Partner worked closely with the branch network to redesign the customer experience from the moment they entered the branch. We recommended deploying dedicated BSEs who would greet customers, understand their needs, and redirect them to the most suitable channel — whether SST, ATM, internet banking kiosk, or the service counter only when necessary. This single change helped reduce unnecessary counter transactions and empowered customers to complete their banking independently. Additionally, we proposed the installation of SST machines capable of accepting small denominations, making it easier for customers to perform cash deposits without staff intervention. These improvements were supported by stronger internal communication, staff briefing routines, and clearer SOPs to ensure consistent implementation across branches.

As the changes took effect, branches began to see a noticeable shift in customer flow patterns. Queues shortened. Waiting areas became less crowded. Customers learned how to use digital channels with confidence. Staff were able to focus on more meaningful, complex customer needs instead of handling repetitive, low-value transactions. What once felt like an overwhelming daily struggle slowly transformed into a more balanced, efficient, and customer-friendly environment. The cumulative impact was powerful — and measurable — proving that the right blend of process redesign and customer education can reshape branch operations entirely.

The transformation delivered strong results:

  • Overall OTC transactions reduced by 10% across Central region branches
  • Operational time savings equivalent to 6 FTE per year
  • Potential annual cost savings of RM 459,000
  • Customers diverted effectively to SST, ATM, and internet banking
  • Improved service quality and reduced branch congestion
  • Higher customer satisfaction and smoother branch operations

This success story shows how strategic operational improvements, paired with simple behavioral nudges, can dramatically enhance service efficiency. Lean Partner is proud to have guided this transformation, helping the organization move toward a future-ready, customer-centric banking experience.