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I deliver OPEX & CX | Transformation & Change | Margin Improvement
Harjit Singh Chana
,
Bradford, United Kingdom
Experience
Other titles
Skills
I'm offering
I help companies who are struggling with operational processes and continuous improvement implementation.
When I work with companies, eventually the engagement leads to improved service, quality, operational management and margin.
I do this through my approach to people and the application of diagnostics and operational excellence methodologies.
When I work with companies, eventually the engagement leads to improved service, quality, operational management and margin.
I do this through my approach to people and the application of diagnostics and operational excellence methodologies.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2014 - ?
job
Support head of projects with business development and proposition design
OPE Consulting.
April 2014 to date 2016
Development of LEAN Six Sigma product range
• Development /delivery of Lean Six Sigma training to international standards
• Training and coaching interventions
• Consultancy interventions & Lean Six Sigma course delivery
• Support head of projects with business development and proposition design
Development of LEAN Six Sigma product range
• Development /delivery of Lean Six Sigma training to international standards
• Training and coaching interventions
• Consultancy interventions & Lean Six Sigma course delivery
• Support head of projects with business development and proposition design
Design, Business development, Coaching, Training, Lean, Six Sigma, Support, Development, International, Sigma
2009 - ?
job
Anthony O'Keeffe, CEO Link Asset Services
Testimonial.
"A High class individual. Great work ethic, exceptional delivery and adds real value."
Professional coach helping people create personal transformations
2009 to date
Coaching services to private clients
• Development and sale of Audiobook - Headstrong for self-development
• Production of two self-development books to support training courses
• I continue to provide private client therapy and coaching (pro bono) to a wide variety of clients
Professional coach helping people create personal transformations
2009 to date
Coaching services to private clients
• Development and sale of Audiobook - Headstrong for self-development
• Production of two self-development books to support training courses
• I continue to provide private client therapy and coaching (pro bono) to a wide variety of clients
Coaching, Training, Support, Development, Ceo, Coach, Production
2019 - 2019
job
Coach and guide senior executives
Ervia Ireland.
June 2019 to September 2019
• Conduct detailed diagnostics across Ervia Group (four business lines)
• Provide Analysis and Commentary on current condition
• Work with Executive teams, mid and lower managers to identify key issues
• Articulate and create delivery plans for a 3 to 5-year Operational Excellence Strategy
• Coach and guide senior executives
• Conduct detailed diagnostics across Ervia Group (four business lines)
• Provide Analysis and Commentary on current condition
• Work with Executive teams, mid and lower managers to identify key issues
• Articulate and create delivery plans for a 3 to 5-year Operational Excellence Strategy
• Coach and guide senior executives
Coach, Operational Excellence, Executive teams, Guide
2015 - 2019
job
Director of Operational Excellence
CAPITA.
- multiple location and division wide lean deployment
• Multi-million-pound cost reduction, improved service and cultural change
• Reduction in employee churn, increased engagement and increased client advocacy
• Design and execute OPEX strategy for the division (circa 32 offices 7000+ FTE)
• Design Asset Services Management system methodology and associated theory, methods and tools
• Coach and advise leadership and director level colleagues about OPEX
• Align leadership and management development programme with OPEX strategy
• Multi-million-pound cost reduction, improved service and cultural change
• Reduction in employee churn, increased engagement and increased client advocacy
• Design and execute OPEX strategy for the division (circa 32 offices 7000+ FTE)
• Design Asset Services Management system methodology and associated theory, methods and tools
• Coach and advise leadership and director level colleagues about OPEX
• Align leadership and management development programme with OPEX strategy
Design, Lean, Management, Deployment, Leadership, Service, Development, Coach, Operational Excellence
2014 - 2014
freelance
Senior Consultant
Lloyds Banking Group.
Manage internal project team and implement a treatment strategy for all Halifax Heritage credit cards
• Detailed gap analysis of HBOS card product features and policy requirements
• Manage cross functional team of SMEs to identify problems and develop solutions
• Translate Financial Ombudsman Services' requirements and confirm key points of failure
• Provide the client with insights and direction on problem and treatment strategies
• Define and create workable solutions and assess operational impacts including risks and issues
• Detailed gap analysis of HBOS card product features and policy requirements
• Manage cross functional team of SMEs to identify problems and develop solutions
• Translate Financial Ombudsman Services' requirements and confirm key points of failure
• Provide the client with insights and direction on problem and treatment strategies
• Define and create workable solutions and assess operational impacts including risks and issues
Direction
2012 - 2014
job
Jersey and CEO Isle of Man
Standard Bank.
April 2012 to January 2014
Deliver a programme of strategic change with a cost reduction target of £1.5m
• Assessment of previous improvement programme's failure points and cultural analysis
• TOM design of the risk and control functions for the CEO Jersey and CEO Isle of Man
• TOM design operations, contact Centre and support areas including Finance, HR processes and IT cost
reduction of £1.5m by creating the model office (Lean Centre of Excellence)
• Provision of coaching and mentoring to leadership including CEO
Testimonial - Mark Hucker, Managing Director VG - Previously CEO Standard Bank Offshore Group
"During his time supporting the Standard Bank Offshore Group, I worked closely with Harjit on a number of important forma-
tional projects. He was a wise counsellor who brought insight, execution and motivation in a period of difficult change. I val-
ued his advice and friendship throughout his time on the Islands."
Deliver a programme of strategic change with a cost reduction target of £1.5m
• Assessment of previous improvement programme's failure points and cultural analysis
• TOM design of the risk and control functions for the CEO Jersey and CEO Isle of Man
• TOM design operations, contact Centre and support areas including Finance, HR processes and IT cost
reduction of £1.5m by creating the model office (Lean Centre of Excellence)
• Provision of coaching and mentoring to leadership including CEO
Testimonial - Mark Hucker, Managing Director VG - Previously CEO Standard Bank Offshore Group
"During his time supporting the Standard Bank Offshore Group, I worked closely with Harjit on a number of important forma-
tional projects. He was a wise counsellor who brought insight, execution and motivation in a period of difficult change. I val-
ued his advice and friendship throughout his time on the Islands."
Design, Coaching, Lean, Mentoring, Leadership, Finance, It, Support, Offshore, Motivation, Ceo, Office, Assessment, Processes
2011 - 2012
freelance
Principal Consultant
Nationwide Building Society.
service improvement programme delivery, £12m cost reduction
• Leadership of a team of external consultants and accountability of the client relationship
• Delivery of branch diagnostics (identified opportunity of £4.5m) by identifying unnecessary activities in key
client processes and by identifying the gap between Nationwide practices and Industry stand- ards
• Cost reduction diagnostics of mortgage operations (circa £7.5m) by identifying a variety of activi-
ties, reports and practices that added cost to the process without creating value for the business
or the customer
• Redesign of mortgage process at the Mortgage Works to reduce turn-a-round time from a typical 35
days, end to end, to between 2 to 5 days, including organisational design and HR Changes
• Design and delivery of Nationwide continuous improvement strategy for operations areas including de-
velopment and delivery of internationally accredited Lean Six Sigma training courses
• Leadership of a team of external consultants and accountability of the client relationship
• Delivery of branch diagnostics (identified opportunity of £4.5m) by identifying unnecessary activities in key
client processes and by identifying the gap between Nationwide practices and Industry stand- ards
• Cost reduction diagnostics of mortgage operations (circa £7.5m) by identifying a variety of activi-
ties, reports and practices that added cost to the process without creating value for the business
or the customer
• Redesign of mortgage process at the Mortgage Works to reduce turn-a-round time from a typical 35
days, end to end, to between 2 to 5 days, including organisational design and HR Changes
• Design and delivery of Nationwide continuous improvement strategy for operations areas including de-
velopment and delivery of internationally accredited Lean Six Sigma training courses
Design, Training, Lean, Leadership, Continuous improvement, Service, Six Sigma, Redesign, Sigma, Processes
2010 - 2011
freelance
Principal Consultant
Northern Rock Bank.
Multi-million pound cost reduction and implementation of resource & capability planning framework
A complete and detailed review of the Northern Rock branch operations including;
• Design authority and design of the future target operating model and implementation of new op-
erating model
• Revised opening hours, proposed site closures and revised work hours
• Identification and elimination of poor historic processes, systems and vendors
• Development and implementation of branch capacity and capability model and the allocation of training and development to appropriate teams based on sales propensity
• Development of role profiles and in-branch activity: "ideal days", "purpose chats", queue
management and branch operations manual
• Headcount reduction equal to 20% of branch and branch support total headcount
A complete and detailed review of the Northern Rock branch operations including;
• Design authority and design of the future target operating model and implementation of new op-
erating model
• Revised opening hours, proposed site closures and revised work hours
• Identification and elimination of poor historic processes, systems and vendors
• Development and implementation of branch capacity and capability model and the allocation of training and development to appropriate teams based on sales propensity
• Development of role profiles and in-branch activity: "ideal days", "purpose chats", queue
management and branch operations manual
• Headcount reduction equal to 20% of branch and branch support total headcount
Design, Training, Management, Sales, Support, Implementation, Development, Framework, Processes, Ideal
2010 - 2010
freelance
Senior Consultant Branch Service Model
KPMG.
• Supporting a KPMG team with the delivery of a branch client service design
• Review of all branch structures and roles across Lloyds and Halifax Heritages
• Creation of new roles and review of existing role structures and working practices
• Review of management "ideal days" and in-branch activity to align with strategic sales and service plan
• Impact analysis of new retail strategies (including revised opening hours)
• Creating capability and skills required to support strategic sales and service plan
• Co-developed and presented with Halifax senior client to circa 1,000 plus employees across
multiple locations, effective change management and leadership seminars to Halifax senior
branch management and area directors
• Review of all branch structures and roles across Lloyds and Halifax Heritages
• Creation of new roles and review of existing role structures and working practices
• Review of management "ideal days" and in-branch activity to align with strategic sales and service plan
• Impact analysis of new retail strategies (including revised opening hours)
• Creating capability and skills required to support strategic sales and service plan
• Co-developed and presented with Halifax senior client to circa 1,000 plus employees across
multiple locations, effective change management and leadership seminars to Halifax senior
branch management and area directors
Design, Change management, Retail, Service Design, Management, Leadership, Sales, Service, Support, Ideal
2007 - 2009
job
Transformation Leader
HSBC.
£10m cost reduction delivered
• Management of a £10m cost reduction programme
• Redesign of the first direct contact center (fd is a telephone bank) using GE workout approach
• Redesign of the end to end mortgage process
• Re-engineering of banking operations
• Creation of customer journey "blueprint" maps (global template)
• Led the pilot of a global MI and performance metrics review
• Delivery of Lean Cell Design training to HSBC Six Sigma Black Belts
• Management of Six Sigma Black Belts and associated cross function project resource
• Management of a £10m cost reduction programme
• Redesign of the first direct contact center (fd is a telephone bank) using GE workout approach
• Redesign of the end to end mortgage process
• Re-engineering of banking operations
• Creation of customer journey "blueprint" maps (global template)
• Led the pilot of a global MI and performance metrics review
• Delivery of Lean Cell Design training to HSBC Six Sigma Black Belts
• Management of Six Sigma Black Belts and associated cross function project resource
Design, Training, Lean, Management, Engineering, Banking, Six Sigma, Transformation, Redesign, LED, Sigma, Contact center
2004 - 2007
freelance
Managing Consultant
Yorkshire Building Society.
Business-wide transformation and cost reduction remit
• Accountable for driving change and achieving business-wide process and service improvement
• Reduction of branch management structure by 50%
• Redesign of MI and governance process for operational areas
• Redesign of the contact center structure
• Redesign of mortgage administration function (400% improvement in output)
• Creation and implementation of capacity planning tool for operational departments
• Centralisation of branch administration activity
• Coaching, mentoring and educating leaders at all levels on Lean, Six Sigma and Systems Thinking
• Accountable for driving change and achieving business-wide process and service improvement
• Reduction of branch management structure by 50%
• Redesign of MI and governance process for operational areas
• Redesign of the contact center structure
• Redesign of mortgage administration function (400% improvement in output)
• Creation and implementation of capacity planning tool for operational departments
• Centralisation of branch administration activity
• Coaching, mentoring and educating leaders at all levels on Lean, Six Sigma and Systems Thinking
Administration, Coaching, Lean, Mentoring, Management, Service, Six Sigma, Transformation, Implementation, Redesign, Sigma, Contact center
2001 - 2004
job
Head of Facilities Management
TD Waterhouse.
Global accountability for property portfolio, estate consolidation and cost reduction of £7m
• Development and delivery of site consolidation strategy
• Strategic mandate for all UK properties and international offices in: India, Hong Kong, Australia, Lux-
embourg and Singapore through full property and lease life cycle
• Management of core support functions and major vendor management of over 100 service providers
• Responsible for a budget of over £50m
• Reduced total operational FTE by 65%
• Office relocation and branch development
Testimonial - Guy Tweedale, VP Sales and UK Board Director
"Harjit is a consummate professional - very focused and commercially astute he brings enormous value to bear and his
breadth of experience introduces an extra dimension that delivers enhanced results. He is a pleasure to work and do business
with."
• Development and delivery of site consolidation strategy
• Strategic mandate for all UK properties and international offices in: India, Hong Kong, Australia, Lux-
embourg and Singapore through full property and lease life cycle
• Management of core support functions and major vendor management of over 100 service providers
• Responsible for a budget of over £50m
• Reduced total operational FTE by 65%
• Office relocation and branch development
Testimonial - Guy Tweedale, VP Sales and UK Board Director
"Harjit is a consummate professional - very focused and commercially astute he brings enormous value to bear and his
breadth of experience introduces an extra dimension that delivers enhanced results. He is a pleasure to work and do business
with."
Budget, Management, Sales, Service, Support, Vendor Management, Development, Office, International
1999 - 2001
job
Head of Business Excellence
Dealwise.
Senior management role, develop and implement an effective In-house consultancy
• Senior leadership role involved in the integration of three businesses
• Reporting to the Deputy Chief Executive with a strategic remit to manage major change projects and ensure man-
agers and staff throughout the business achieved optimum productivity
• Implemented business-wide continuous improvement and change management programme
• Defined and assisted in the implementation of policies and procedures for the business, covering procedure doc-
umentation, business workflow, controls and business continuity
• Senior leadership role involved in the integration of three businesses
• Reporting to the Deputy Chief Executive with a strategic remit to manage major change projects and ensure man-
agers and staff throughout the business achieved optimum productivity
• Implemented business-wide continuous improvement and change management programme
• Defined and assisted in the implementation of policies and procedures for the business, covering procedure doc-
umentation, business workflow, controls and business continuity
Change management, Management, Integration, Leadership, Continuous improvement, Implementation, Workflow, Business excellence
1995 - 1999
job
Senior Analyst
EARLY CAREER INFORMATION.
Analyst
1989 - 1995
job
Assistant to HR Director and OPEX Analyst
unknown.
Analyst
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