Escolar Documentos
Profissional Documentos
Cultura Documentos
Executive Summary
Almost every infrastructure manager and most analysts will acknowledge the
importance of ensuring that adequate capacity is planned for and provided. And
there's nothing inherently difficult or complex about developing a sound capacity-
planning program. So why is it so seldom done well?
During the course of preparation and gathering the data we have paid the frequent
visits of 4 branches located in Hubs of city’s economic activities.
In our research we consider the 10,000 customers as a peak capacity, hence we have
used the capacity measures available in the books by applying the information we
have obtained by visiting various Bank’s branches.
Page 1 of 9
3. Capacity Planning in Bank dealing 10,000 Customers per day
In the given scenario, in which we have to research and develop a capacity plan for
bank branch dealing with 10,000 customers per day. The volume of customers is too
huge, we have tried to find out any branch in metropolis to have such customer’s
ratio, but we did not find it even in the Pakistan’s Wall Street (I.I. Chundrigar Road).
Financial facilities are not ordinary buildings, and hence bank designs cannot be
ordinary either.
3) Most major banks now offer telephone banking, in which current accounts and
deposit accounts can be operated over the telephone. The attraction from the
banks' point of view is that considerable cost savings can be achieved.
Accounts can be operated from large call centers in areas of low employment
costs, dispensing with the need to maintain expensive networks of branches.
Recently, internet banking has been expanding rapidly - this reduces further
the costs involved in banking, largely by reducing further the number of staff
required.
5) Long wait times can have a dramatic impact on wealthy customers. This was
clearly demonstrated by comparing two branches on the west coast only a few
miles apart. The first branch boasts affluent customers whose deposits are six
times the average at 65,000 per customer. The second branch has a more
average deposit rate.
4. Source of Information
During the course of preparation and gathering data for report we have visited
Following branches and meet their senior staff to acquire specific knowledge for bank
operations, procedures, practices to deal customers and to find out the average daily
turnout.
Page 2 of 9
4.1 Primary Source of Information
The visits and meetings are therefore our primary source of information, as we have
discovered the daily average turnout of branches we have visited.
Before, involving in capacity planning we have assessed the core services for which
customers reach to a Bank Branch. That is given in following table. We have also
observed the customer inflow by analyzing it in various branches and then distributing
the inflow as per following Table.
Page 3 of 9
Banking
Investment Banking Includes all activities banks 3% 300
used to perform in IPOs of
Government or Private sector
securities.
Miscellaneous Quires etc. 2% 200
**Customers walkout 10% 1000
without being serve
Total: 100% 10000
Hence, the maximum customer inflow (i.e. 10,000 per day) distributed as per above
analysis:
* Cash withdrawal through ATM takes times from 1 minute to 2 minutes, hence
here we have taken maximum time of 2 minutes.
Overall, customers are less satisfied with customer service at the longer wait times in
line and longer transaction times. Therefore, in our study, we have adopted "focus on
five" efficiency, that means “Keep wait times under five minutes; make sure no more
than five people are in the teller line; and complete transactions in less than five
minutes.
Page 4 of 9
5.2 Equipments Requirements
1) ATMs Required 4
2) Personal Computers 260 (Includes 29 Standby)
3) Printers 37 (Includes 4 Standby)
(231/5 = 33)
4) Copiers 29 (Includes 6 Standby)
(231/10 = 23)
5) Fax 20 (Includes 6 Standby)
A waiting line is one or more “customers” waiting for services. A waiting line forms
because of temporary imbalance between the demand for the services and the capacity
of the system to provide the service. In Branch banking which is comes under service
system and that may be described by the number of lines and the arrangements of
facilities.
In bank’s branch, there are multiple lines according to the services but there are one
type of service facility arrangements that is Multiple-Channel Single-Phase System:
All services demanded by a customer can be performed by a single-server facility. In
single line design, customers are served by the first available server, as in the lobby of
bank, like ATM, Cash withdraw/Deposit etc. as per following figure:
Page 5 of 9
------------------------------
10,000 Customer per day
= 10,000
1062
= 9.41 ~ 10
= 10 Customers/Hour/Counter
To figure out what amount of space each counter and associated customer line and
other facilities will take, we have following estimations as a result of our research.
* Estimating that each customer will take 2X2Square Feet space in line.
12 Wash Rooms each having measuring 144 Sq’ = 1728 ~ 1800 Sq’
2 Common Rooms each having measuring 900 Sq‘= 1800 ~ 1800 Sq’
*It is estimated that 8 Washrooms needed for customers and 4 for staff and 2
common rooms for male/female staff.
b) Passages
Page 6 of 9
According to our discussion with Bank Managers, that passage usually takes
almost half service area, thus, we have take half service area that is = 4500
Sq’.
Assuming that 60% Customers have Cars, 25% Customers have motorcycles,
and remaining 15% are pedestrians.
Hence considering the gap between arrival and departure it is calculated that
we need space of 18 cars every minutes (60% of 30 = 18) and 8 motorcycles
every minutes (25% of 30 = 7.5~8).
Roughly estimating we need space for parking 200 Cars 100 Motorcycles, that
will be around 30000 Sq’.
For the parking of Staff and other vehicles (i.e Cash delivery vehicles) we
have estimated 10000 Sq’.
Summary
Page 7 of 9
• 1st floor will be used as non service area, (Office Area) cubicles of
supervisory staff, auditors, and other staff will be accommodated.
6. Conclusion by Researchers.
In subject report, we have to assess the capacity planning affairs for a Bank branch
involve in dealing with 10000 customers per day. The volume of customers is too high
we have tried our best possible efforts to find out such branch in metropolis that deal
with 10000 customers per day, but our efforts in vain.
In the current competitive banking landscape, banks cannot afford to miss any sales
opportunities. Measuring customer behavior, including wait times and line
abandonment is the first step in analyzing the bank's performance in customer
retention. This quantitative approach also provides the yardstick for measuring future
performance enhancements and providing a return on the bank's improvement
investments.
Good working facility should meet two criteria: it should follow good business
function, making it easy to conduct business there, and it should be a comfortable
place to spend half your life. A good financial facility, however, poses even greater
challenges. It must be flexible enough to respond to:
But, during the course of preparation we have learned lots of useful information about
capacity decisions, as well as banking operation. It is noteworthy to mention that,
strategic decisions like capacity and layout planning for a facility could not be prove
fruitful for longer period of times until and unless it is supported by the
comprehensive knowledge of procedures and processes of the facility.
In the end we are thankful to our course instructor Cdr. (Retired) Azhar Nisar, who
share and provides precious knowledge through-out the course, and with out the
precious guidance we can’t be able to complete that research effectively and
efficiently.
Page 8 of 9
Page 9 of 9