Global Payment Ops Rationalization

The recently appointed Head of Global Payment Operations assessed that the five Payment Centers in three South-Asian countries were poorly managed, over-staffed and too costly.

• Payment transactions were processed in various locations outside the payment centers. Risk control and customer service needed to be considerably strengthened and improved.
• Various automated systems were either under-utilized or used inconsistently.
• Payment Centers were organized around product lines within major divisions and were not structured to adequately meet customer needs or deliver products.
• Management information was neither accurate nor adequate.

• Geographically Centralize the dispersed payment operations to maximize operational control and efficiencies and to minimize risk.
• Enhance service and product awareness with improved communication between payment operations and marketing.
• Establish an effective mechanism to allocate expenses and revenues between the operation center and user departments.
• Design and implement MIS to provide useful production, quality, cost and revenue information to all concerned managers at each level in the organization.
• Expand the management span of control and focus on management disciplines.
• Distribute approvals and authorities on a more appropriate basis.
• Perform multiple functions at the same workstation, eliminating unnecessary handoffs.
• Completely re-engineer and rationalize the processes with the aim to eliminate unncessary steps including the excessive transcriptions, reviews, approvals and reconcilements.
• Maximize the effective use of available systems and technology.
• Devise work schedules and shifts to match staff resources with the arrival of work and processing service standards.
• Implement the Model Payment Center to provide an efficient, unencumbered, service-oriented, properly controlled organization and process that will enable delivery of current and future products at reasonable, manageable costs.

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