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1.

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.

Summarized result of our research is as under:


Service Customers Staff Equipments/Fixture Requirements
Req.
ATMs Counters/Tables PCs Photocopiers
Full Day 7900 68 5 68 Counters 68 7
Banking
Consumer 300 17 - 17 Tables 17 3
Finance
Corporate 300 34 - 34 Tables 34 4
Finance
Investment 300 34 - 34 Tables 34 4
Banking
Miscellaneous 1200 78* - 48 Tables 48 5
Total 10000 231 5 201 201+29=23 23+6=29
0
*Includes Supervisory, Branch Management and Support Staff.

The total space requirements are tabulated below:

Covered Area: 24100 Square Feet


Open Area: 45000 Square Feet
Total 69100 Square Feet

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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.

Following some factors, which we have considered before measuring capacity.

1) Banking is now become a technology-driven business, products and services


are marketed through computers and telephone instead of inviting peoples to
branches. The ready and easy availability of ATM is also taking away hefty
part of routine customers (Drawers) from Branches. It seems to us, that the
future prospectuses of branch banking are limited.

2) Banks able to make large investments in technology gain an unparalleled


ability to reach customers nationwide that also create the need to spread costs
over a broader customer base, that is why they are more reluctant to spread
their customer base, now peoples are highly encouraged and welcomed for
adopting banking services.

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.

4) Lower profit margins in retail banking encourage moves into wholesale


business.

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.

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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.

1) Bank Al-falah - PECHS Branch 500-650


Customers/Day
2) Soneri Bank - Gole Market Branch 450-550
Customers/Day
3) MCB Bank - Burns Road Branch 850-1200
Customers/Day
4) HBL - Cloth Market Branch 2500-3000
Customers/Day

4.2 Secondary Source of Information


Besides, our visits and meetings, we also would like to acknowledge the tremendous
amount of help and useful information provided by the course textbook. We have also
visited the websites of all major national and multinational banks operating in
Pakistan to acquired information about the services offered by banks in Pakistan.

4.3 Authentication of Data


The data supported our research report is authentic, because it is gathered from best
available and authentic resources.

5. Estimating Capacity Requirements

No single capacity measure is applicable to all types of situations, as far as banks


concerned, they would have one capacity measure for processes that serve customers
with B2C (Business to Customers).

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.

Major Product Service Includes Distribution Distribution


%age Customers
Full Day Banking Cash Withdrawal, Deposits, 27% 2700
Lockers,
-do- Cheque Clearance 22% 2200
-do- Utility Bills Payments 17% 1700
*ATM Cash Withdrawal through 13% 1300
ATMs
Consumer Finance Cards, Instant Financing, 3% 300
Home Finance, Auto Finance
Corporate Finance Working Capital Loans, Term 3% 300
Loans, Trade Finance
Services and Investment

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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.

** As we have learned from Managers of banks where we have visited, that 5%


to 10% of banking customers walk out of the branch without being served our
they come to bank for non productive reasons like changing currency notes or
only for change; hence we have taken maximum %age of that type of
customer here.

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.

5.1 Human Resource Requirement

We have analyzed only the customer concerned HR requirements, we are not


thoroughly involved to analyzed supervisory/support staff requirements, and
supervisory/support staff requirements only presented as roughly estimation , for
detail please see Annexure “A”.

1) Cash Withdrawal/Deposits 50 Persons


2) Cheque acceptance for clearance 13 Persons
3) Utility Bills payments 5 Persons
4) Consumer Finance 17 Persons
5) Business Finance 34 Persons
6) Investment Banking 34 Persons
7) Miscellaneous (Includes quires etc.) 2 Persons
8) **Customers walkout without being serve 8 Persons
163 Persons
9) Supervisory Staff 1 for 5 33 Persons
10) Branch Management 5 Persons
11) Support Staff (Includes peons, security,
and janitorial workers) 30 Persons
Total 231 Persons
========================================

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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)

5.3 Capacity Decision

Before, making any capacity decision we examine the dimensions of capacity


strategy, by analyzing Waiting Line Models.

The analysis of waiting lines is of concern to managers because it affects design,


capacity planning, layout planning, inventory management, and scheduling. In
following phrases, we discuss the usage of waiting-line models in our analysis.

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:

  | Service Counter 1 | 


  | Service Counter 2 |  
  | Service Counter 3 |  
  | Service Counter 4 |  

1) Cash Withdrawal/Deposits 2,700 Customer per day


2) Cheque acceptance for clearance 2,200 Customer per day
3) Utility Bills payments 1,700 Customer per day
4) *Cash Withdrawal thru ATMs 1,300 Customer per day
5) Consumer Finance 300 Customer per day
6) Business Finance 300 Customer per day
7) Investment Banking 200 Customer per day
8) Miscellaneous (Includes quires etc.) 200 Customer per day
9) **Customers walkout without being serve 1,100 Customer per day

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------------------------------
10,000 Customer per day

There should be 236 Desks/Counters/ATM to serve customers.

Average per Hour Arrival of Customer = 10,000 Customers


236 X 4.50 Service Hours

= 10,000
1062

= 9.41 ~ 10

= 10 Customers/Hour/Counter

5.3.1 Service Area Capacity

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.

Counter Space : 4X6 Square Feet Total: 24 Square


Feet
*Customer Line (10 Customers): 2X20 Square Feet Total: 40 Square
Feet
Total: 64 Square Feet

236X64 = 15104 ~ 16000 Square Feet Capacity will be required in Service


Area

* Estimating that each customer will take 2X2Square Feet space in line.

5.3.2 Non Service Area Capacity

a) Washrooms/Common rooms etc.

*Non Service Area (Washrooms,


Common rooms etc)
Wash Rooms 12X12 Square Feet Total 144 Square
Feet
Common Rooms 30X30 Square Feet Total 900 Square
Feet

12 Wash Rooms each having measuring 144 Sq’ = 1728 ~ 1800 Sq’
2 Common Rooms each having measuring 900 Sq‘= 1800 ~ 1800 Sq’

Total = 3600 Sq‘ capacity will be required.

*It is estimated that 8 Washrooms needed for customers and 4 for staff and 2
common rooms for male/female staff.

b) Passages

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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’.

c) Car Parking (For Customers/Staff)

It is calculated that in average 2223 customer (Equation - 1) will reach bank in


an hour, and in average they are arriving at the rate of 38 Customers per
minutes (Equation - 2), as average customer will take 2:30 Minutes, hence 15
customer departure per minute (Equation - 3).
Eq. 1 10,000 / 4.5 = 2222.22 ~ 2223 Customers per hour
Eq. 2 2223 / 60 = 37.50 ~ 38 Customers per minute (Arrival)
Eq. 3 2223 / 60 X 5 = 7.41 ~ 8 Customers per minute (Departure)

Assuming that 60% Customers have Cars, 25% Customers have motorcycles,
and remaining 15% are pedestrians.

Customers having cars = 6000


Customers having motorcycle= 2500
Pedestrian Customers = 1500

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

Service Area 16000 Square Feet


*Wash/Common Rooms 3600 Square Feet
Passages 4500 Square Feet
Car Parking (Customers) 30000 Square Feet
Car Parking (Staff etc.) 10000 Square Feet
Green Belt 5000 Square Feet
Total 69100 Square Feet /
===================================

Covered Area 24100 Square Feet


Open Area 45000 Square Feet
Total 69100 Square Feet
===================================

• Basement will be used as storage, strong rooms and lockers rooms.

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• 1st floor will be used as non service area, (Office Area) cubicles of
supervisory staff, auditors, and other staff will be accommodated.

For detail drawing please see Annexure “B”.

5.3.3 Locating / Positioning Different Service Counter


Please see the Annexure “C” that shows layout the location and position of
difference service counter.

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:

* Rapidly changing operational requirements


* Highly competitive retail environment
* New products, services and technologies that will continue to change the
financial industry

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.

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