HML REAPS BENEFITS OF IT TRANSFORMATION
HML has transformed the service it provides clients over the last four years by revolutionising its IT to deliver faster change management for clients and market leading core s
Since adopting Lean management principles in 2008, HML has continuously improved its IT performance for clients by delivering:
- An 80 per cent reduction in incident back logs measured against the run rate of 2006-2008.
- Maintaining core system availability in excess of 99.9 per cent.
- Productivity improvements of 20 per cent year on year.
- World-class levels of code delivery – 2.54 bugs for every 1,000 lines of new code delivered
- Majority of resource focused on project delivery (40 per cent business as usual and 60 per cent project delivery)
HML’s director of IT, Kim Brien says:
“The journey HML has undertaken over the last four years has been transformational.
"We’ve now got an IT department that is able to concentrate on project delivery to improve the quality of service we provide our clients because our processes are more robust and we need less resource to manage business as usual.
“It is a situation many financial sector IT departments would love to be in and vindicates our decision to be pioneers in the sector by embedding lean principles into the culture of the company at a time when others reduced their investment in culture and people.”
Brien said HML’s IT and automation programme is paying dividends for the organisation and is key to the outsourcer remaining competitive:
“The results of our IT transformation are translating into improved customer experience, better service quality and faster change management for our clients.
"We will step up our work again in 2012 to keep HML at the forefront of the financial services outsourcing market.”
- An 80 per cent reduction in incident back logs measured against the run rate of 2006-2008.
- Maintaining core system availability in excess of 99.9 per cent.
- Productivity improvements of 20 per cent year on year.
- World-class levels of code delivery – 2.54 bugs for every 1,000 lines of new code delivered
- Majority of resource focused on project delivery (40 per cent business as usual and 60 per cent project delivery)
HML’s director of IT, Kim Brien says:
“The journey HML has undertaken over the last four years has been transformational.
"We’ve now got an IT department that is able to concentrate on project delivery to improve the quality of service we provide our clients because our processes are more robust and we need less resource to manage business as usual.
“It is a situation many financial sector IT departments would love to be in and vindicates our decision to be pioneers in the sector by embedding lean principles into the culture of the company at a time when others reduced their investment in culture and people.”
Brien said HML’s IT and automation programme is paying dividends for the organisation and is key to the outsourcer remaining competitive:
“The results of our IT transformation are translating into improved customer experience, better service quality and faster change management for our clients.
"We will step up our work again in 2012 to keep HML at the forefront of the financial services outsourcing market.”
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