The impact of non-compliance to business processes : a case of a South African commercial bank
- Authors: Agwa-Ejon, J. F. , Vermeulen, A.
- Date: 2015-07-07
- Subjects: Banks and banking - South Africa - Gauteng - Management , Strategic planning , Compliance , Compliance auditing
- Type: Article
- Identifier: uj:5234 , ISBN 193291711x , http://hdl.handle.net/10210/14662
- Description: This paper investigates the non-compliance of most Business Processes in the implementation of the goals and targets of commercial Banks in Gauteng South Africa. The Banks lose millions of Rands, as a result of staff not adhering to the Business processes. The non-compliance has a major impact on the successful implementation of bank strategy. The study explores why staffs do not adhere to business processes and establishes their level of understanding and maturity in terms of business processes. The study was conducted in selected branches chosen randomly in Gauteng Province. The analysis done was on data obtained from audit reports, bank investigative reports and financial loss data reports provided by different branches. Questionnaires were also administered to staff in the different branches to understand their own perspective. It is evident from the research that non adherence to processes have a financial and reputational impact on the Banks. Non adherence also has detrimental and adverse impact on achieving overall objectives of the Banks. The most common areas not adhered to were notably; identification and verification of customers; transactions not authorised according to laid down procedures; customers cards not cancelled immediately when reported lost or stolen. The paper then concludes with several recommendations to Bank Management and Strategy implementers on how to use technological methods to check and monitor these processes.
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Lean system implementation strategy and knowledge framework
- Authors: Vermeulen, A. , Kruger, D.J. , Pretorius, Jan-Harm C.
- Date: 2014
- Subjects: Supply chain optimisation , Lean systems
- Type: Article
- Identifier: uj:4978 , http://hdl.handle.net/10210/13079
- Description: Current research has exposed the fact that organisations in South Africa grapple with the implementation of lean systems. Lean systems affect the entire organisation and require strategies which link core and supporting processes from end-to-end. In many cases it requires the redesign of the supply chains’ supporting activities or processes that provide added value to the business processes of the organisation. Contemporary research postulates that to be successful, an organisation should have specific objectives when implementing a lean system. The objectives would ensure a smooth, rapid flow of materials and or work through a system. Primarily it compels management to perform a health-check or business capability performance gap analysis before attempting to formulate a lean implementation strategy. The objective of the paper based on topical research, is the development of a health-check. In developing a knowledge framework and measurement model, various tools were used for statistical analysis. The framework would assist organisations in identifying critical success factors during the implementation of lean. It addresses lean implementation strategy confirming the overall business improvement endeavour through value adding activities. An added advantage is that it would assist an organisation in performing a capability performance health-check before embarking on a lean or value adding project.
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