Anderson 1
Joshua Anderson
Liberty University
BUSI 650: Operations Management
Integrative Learning Project: Truist Bank
Dr. Robert Timmons
October 13, 2023
Anderson 2
Table of Contents
Abstract….3
Introduction….4
Organizational Setting….4
Lean….7
Six Sigma….9
Innovation….11
Monitoring….12
Continuous Improvement….13
Controlling the Process….15
Scheduling….16
Improving the Process….17
Conclusion….19
Works Cited….21
Appendix A….24
Appendix B….25
Appendix C….26
Anderson 3
Abstract
The Technology Command Center is an internal networking and application monitoring group
within the Information Technology organization for Truist. Employees of the group have a varied
skillset that benefits the group and the bank as a whole. While many of the employees have
technical backgrounds, the lack of training in business practices, including in Six Sigma, Lean,
and Continuous Improvement, can be seen by some as a hinderance to making the group what it
could truly be. Management has set forth a training regimen for its most senior teammates and
for parts of the management team that can be used to provide the basics of these principles.
When put into practice, the improvements that the group can and will achieve will make the
group an efficient workforce.
It should be noted that the author of this paper has been a teammate within the Technology
Command Center for nearly twelve years now. Recently, he has been promoted to the position of
Technology Manager. It is the hope of the senior management team that his knowledge of the
concepts as well as his understanding of how the group functions will lead to the shift he
manages, and eventually the entire organization, into better, more efficient, and more cost-
effective times.
Key words: Six Sigma, Lean, Continuous Improvement, efficient, efficiency
Anderson 4
Introduction
With the advancement in technology, particularly since the turn of the century, it has become
essential that organizations have a dedicated group to monitor their digital networks to ensure
that all customers, both internal and external, are provided optimal customer support. By making
certain that all of these services are up and stable, these organizations will enhance their value
with their clients and their reputation will continue to grow.
Truist Bank is no different than any other large organization. They want to continue to grow
and provide service to their extensive client base. By creating the Technology Command Center
(TCC), Truist has entrusted the management team with the fact that they are going to be able to
ensure that the entire digital footprint of the organization always remains stable for internal and
external customers. Because of this, it is essential that the TCC continues to grow and refine its
processes. These processes, when following certain Lean and Six Sigma principles, will allow
for the TCC to maintain its standing within the organization and therefore, keep the bank at the
forefront of the banking industry.
Organizational Setting
Truist Bank has been around in some form since the middle of the 19th century. For a long
time, it was a local bank in the eastern part of North Carolina. As it grew and expanded into the
rest of the state and spilled over the borders of Virginia and South Carolina, the need to keep all
the branches connected became a concern that would not be fully remedied until the advent of
the computer and the beginnings of the internet. It was at this point that the bank became
Anderson 5
concerned with networking and growing its product line to serve the interests of its diverse
customer base.
With the continued expansion of the bank, it became vital for the bank to be able to provide
services at a moment’s notice to their customers. Introducing the Automated Teller Machine
(ATM) and providing first banking services by phone and later by computer and mobile devices,
Truist Bank has attempted to stay at the forefront of technological and cultural advances when it
comes to banking services.
Because of this, it has become vital to have a command-and-control group that can monitor
every portion of the digital footprint of Truist. That responsibility has fallen squarely on the
shoulders of the team that is the Technology Command Center (TCC). Nearly everything that is
digital, or computer related is monitored at some level by the TCC. Whether it is a stand-alone
ATM at a gas station in West Virginia, a metropolitan bank branch in downtown Atlanta, or it is
Online Banking on a client’s phone in Lynchburg, the TCC is monitoring what is happening with
the bank to ensure that maximum customer satisfaction is achieved.
The mission of the Technology Command Center is to provide optimal customer service to all
internal and external clients of Truist Bank. Doing so requires that all things Information
Technology that are used by the bank be understood by analysts in the TCC. As a “round-the-
clock” shop, the TCC will ensure that banking services will be available no matter the time of
day or the state of the bank. Teammates are tasked to become familiar with all aspects of the
bank’s digital portfolio. It is not a requirement that everything be understood at the level of a
Subject Matter Expert (SME), but it is important to know what is going on so that teammates
know which SME to contact in the case that assistance is needed to resolve an ongoing issue.
Anderson 6
Often, ongoing issues that are being investigated by the Technology Command Center affect
both internal and external clients to the bank. It is essential that these issues be managed in an
expedient manner as allowing them to drag on for extended periods of time can affect the
financial well-being of both the bank and the clients involved. When these issues do go on for an
extended period, the bank and the TCC can both suffer from reputational risk. Clients will not
feel that their assets are being taken care of in a proper manner within the bank. Internal clients
will lose faith in the technical skills that the teammates in the TCC might have.
Internal clients of the Technology Command Center are other teammates within the bank. The
TCC monitors all the internal applications that help make the bank function. These clients reach
out to the TCC on a regular basis to request assistance when applications are unavailable, when
phones cannot make or receive calls, or when a branch has lost their network connectivity. In
each case, the TCC will work with other support groups, if necessary, to restore service in an
expedited manner. Internal clients have become accustomed to being able to reach teammates
within the TCC through email, instant message, or phone call. Often, a response to the request
comes immediately and the trouble looked into just as quick.
The external clients to the Technology Command Center are ones that teammates do not
actively assist but are affected by the work of the team. Clients who are having trouble with
making a withdrawal at an ATM or transferring money through their smartphone are common
external clients. The TCC may be troubleshooting a problem with Mobile Banking that affects
that external client, but a group at a different point in the chain is taking calls from clients who
are having trouble. It is up to that operator to interpret what they are being told and relay it to the
TCC. It is with this that the teammates are better able to diagnose the trouble and resolve it in a
quicker fashion.
Anderson 7
From a personal standpoint, I have been with the Technology Command Center for 12 years. I
have watched the TCC change from a simple Network Operations Center that monitored nothing
but circuit troubles to a true Command Center. During that time frame, I have taken a plethora of
training classes that have sharpened my skills concerning all things that the bank has to offer.
Every training class that I or my teammates have attended has specifically been tailored to
expand our knowledge to make the group work either more efficiently or to expand the workload
of the TCC.
Being a publicly traded company, overt Christianity cannot officially be displayed in the TCC.
Even still, the tenets of Christianity are used daily. Having a heaping dose of patience is essential
to analysts in the TCC. Working with teammates remotely, both in the United States and
throughout the world requires patience. Knowing that each person is going through personal
trials requires compassion that sometimes can only be granted through Christianity.
Truist is a publicly traded banking organization that has been through a number of different
iterations and name changes since its original founding. Most recently, the merger of SunTrust
and BB&T created Truist. It has a banking footprint that spans from New Jersey and
Pennsylvania through the southeast United States to portions of central and western Texas.
Additionally, Truist has subsidiaries in the insurance business that have offices in most of the
United States as well as into Ontario and Quebec in Canada.
Lean
With the introduction of additional Artificial Intelligence throughout the network architecture,
the need to have additional unskilled personnel is lessened. It is no longer necessary to have
employees who have a basic understanding of networking. Instead, it is possible to hire analysts
Anderson 8
who have a specialized understanding of networking. Bringing in analysts who have
certifications in networking or applications allows for the TCC to respond to troubles with a
greater understanding of issues in a quicker time. A quicker resolution brings higher customer
satisfaction.
The implementation of a Lean Six Sigma model would do multiple things for the Technology
Command Center. From a financial standpoint, the Lean portion eliminates waste in the TCC.
With the introduction of certain automation, the headcount within the group has become bloated.
Shrinking the workforce allows for cost savings that can immediately be felt. Additionally, with
the introduced automation, the number of unnecessary errors will begin to fall. As this is all
going on, additional innovation can occur, thereby reducing future issues before they occur.
Correcting issues in a more expedient manner saves the bank from both financial and
reputational risks.
The implementation of a Lean Six Sigma model would also do multiple things for the
Technology Command Center. From a financial standpoint, the Lean portion eliminates waste in
the TCC. With the introduction of certain automation, the headcount within the group has
become bloated. Shrinking the workforce allows for cost savings that can be felt immediately.
Additionally, with the introduced automation, the number of unnecessary errors will begin to fall.
As this is all going on, additional innovation can occur, thereby reducing future issues before
they occur (Biswas et al., 2021). Correcting issues in a more expedient manner saves the bank
from both financial and reputational risks.
Throughout Judges 6-8, God commanded Gideon to destroy the Midianites (English Standard
Version Bible, 2001/2016). In obeying this, Gideon raised an army of over twenty-five thousand
men. God, though, had different plans for this army. By removing the excess soldiers who were
Anderson 9
not qualified or were afraid of the task at hand, God exhibited Lean principles to raise an army
that could have defeated the Midianites. Each of these soldiers was qualified and willing to die in
service to the Lord. Thankfully for them, God had other plans, but the idea of Lean can be seen
here.
Six Sigma
Eliminating errors is a vital way to bring optimal service to the client. When errors are
eliminated, the operational reputation of Truist increases amongst both their clients and within
the banking industry. This draws new clients to the bank and a higher level of potential
employees.
In an organization like Truist Bank, the amount of data that is available for analysis is
staggering. It is important, therefore, to implement the framework of Six Sigma to better serve
the customer (Koppel & Chang, 2020). There can be hundreds of variables available to study to
determine in what direction the bank should move to better serve the public. When implementing
this strategy, items can be narrowed down and analysts within the bank can focus on what best
serves those customers. When this happens, much of the clientele will ultimately be satisfied and
the stakeholders in the bank will be greatly rewarded.
Within the Technology Command Center, it is vital to eliminate errors. The health of the bank
depends on it. This is why investigations into current issues often extend long after the resolution
of a problem. If the issue can be replicated in a training environment, a solution can be
introduced into the production environment that may prevent future issues from occurring. In
this, the future uptime of the entire banking architecture will be increased.
Anderson 10
It is important when implementing Six Sigma fundamentals in an organization to have
parameters to strive for to improve. Within the field of Information Technology, those parameters
can sometimes be hard to define. Yes, there are certain definitions, such as uptime and speed of
service, but quality measures are more difficult to define (Shamsi & Alam, 2018). The variables
that come into play for end users can change on a user-by-user basis. Therefore, it is vital for
management to set out a defined list of goals that the team needs to reach, no matter what the
customer might think. Having expertise in the field allows for those parameters to be set.
The use of simulations and test environments to determine where failures may occur is a great
way to work to eliminate issues before they even occur (Ahmed et al., 2020). In an industry like
banking, simulations and testing allow for systems analysts to discover bugs in code that might
not be discovered prior to the deployment of that code. If they are not discovered, users might be
the ones who stumble upon the error in real time. When that occurs, the reputational risk of the
bank comes into full view. Therefore, it is vital that the issue be discovered beforehand. In the
TCC, simulations are also used to discover issues that might arise in applications that are already
in production. These simulations are used to stem ongoing issues, so they do not spiral out of
control.
Six Sigma is the pursuit of perfection in all things manufacturing and business alike. In much
the same way, God has called us to strive for perfection, to be more Christ-like in our lives. Paul,
in his letter to the Corinthians, mentions this in 1 Corinthians 14:40- “But all things should be
done decently and in order” (English Standard Version Bible, 2001/2016). When things in
business follow the proper order and are done correctly, the errors that could happen will often
not occur. It is much the same thing in the life of a Christian. If a Christian does things decently
and in order, things will often turn out for the good of the plan.
Anderson 11
Innovation
The 21st century has brought significant change to the banking industry. No longer is it
important for any banking services to be done at a local branch. Instead, it is easier to log on
through a personal computer or mobile device to have most banking services done in an instant.
For organizations that are not willing to undertake an effort to bring innovation to their
customers, inevitably, those customers are going to leave. Life in the twenty-first century is
hectic and if a customer can take less time to complete a task, they will do that. Therefore, Truist
has continued to bring innovation to their banking services.
At the same time, the Technology Command Center also continues to innovate. New tools are
being added to the software load that each analyst has on their desktop. With many of these new
tools, analysts are better able to react quickly to service interruptions within the banking
network. At the same time, for issues that an analyst may not understand, they are better
equipped to explain to the next level engineers the symptoms of an issue that might be underway.
In this, efforts to restore service to all clients, both internal and external, is sped up. Without
these new tools, reputational and operational risk grows to a point where clients leave and
government regulators provide increased scrutiny, depending on the situation.
To grow the reputation of the bank, customer trust and customer satisfaction, which are
linked, must grow accordingly. In order to do this, the perceived service innovations that the
bank must provide must line up with or exceed what other banks are offering. When a client
perceives that they are getting the biggest return for their dollar, they are more likely to continue
Anderson 12
investing their money into that institution. It is only when the client no longer feels that they are
getting the service that they feel they deserve do they start searching for a new provider (Biswas
et al., 2021). It is at this point that their trust and satisfaction begin to fade away. It is almost too
late at that point and the client will begin their search for a new service provider.
It is important that as followers of Christ, we become more like him. Jesus was always
learning and teaching others, In Luke 2:52, “And Jesus increased in wisdom and in stature and in
favor with God and man” (English Standard Version Bible, 2001/2016). In much the same way,
analysts in the Technology Command Center need to increase their own wisdom. When they do
that, Clients will have more respect and trust in what the TCC can do to provide service to the
rest of the organization.
Monitoring
By keeping a running log of errors that have occurred in the past, analysts can resolve issues
quicker because they understand what has happened and what could likely be the current issue.
Monitoring allows for issues to be observed immediately. Because of this, analysts in the
Technology Command Center can react much more quickly than if they are waiting for an
external client to call in to voice a complaint about a service disruption. Often because of this
advanced monitoring, by the time a client calls in to complain, the TCC has a WebEx conference
call going on and has assembled the troubleshooting team to isolate any issue. The hope is that
because of the advanced monitoring any issues that arise will be dealt with quickly to minimize
the service disruption. This, again, allows for the operational and reputational risk for Truist
Bank to be minimized.
Anderson 13
Budgets are always tight at any business and that is not an exception at Truist. There has been
a push, particularly since the Covid-19 pandemic, to replace teammates with different forms of
automation and Artificial Intelligence. This has typically occurred within centers that perform
routine and repetitive tasks. By instituting these forms of automation, the expected result is that
defects that may have been seen with a human operator will drop significantly, thereby making
the ideals of Six Sigma a reality within the bank. It is important, though, to realize that no
automation is perfect from the start. Computers must “learn” from their own mistakes and that is
only possible through proper programming. No amount of self-monitoring will work if the
program is not taught correctly (Zhang & Wilson, 2023). If the monitoring sees an error as
correct, it will continue treat it as such and that mistake will become ingrained in its
programming.
The use of monitoring in business allows for an organization to learn from its previous
mistakes and build up a plan to not allow those mistakes to occur again. In the Christian walk, it
is much the same thing. Christians must learn and grow from their previous mistakes. James, in
writing to Christians stated in James 1:5, “If any of you lacks wisdom, let him ask God, who
gives generously to all without reproach, and it will be given him” (English Standard Version
Bible, 2001/2016). Knowing that an employee may not understand what they are seeing, it is
important for management to provide the training and monitoring capabilities to allow for that
growth to occur. Doing so benefits both the employee and the business overall.
Continuous Improvement
Nothing that the Technology Command Center does will ever end up being perfect. It is
important, though, to strive to constantly improve so that the customer knows that they remain at
the forefront of what the TCC does. With a client that understands that the bank and its
Anderson 14
components are working to continually improve its service to its clients, those same clients will
end up being loyal to the bank, even when there might be a slight disruption from time to time.
That’s because they understand that nothing can truly ever be perfect.
Within the Technology Command Center, the most important role is assisting in the recovery
of applications that have failed in a production environment. In knowing the essentials to each
specific application that is having an issue, the resolution times for the applications can drop
significantly. This reduction in outage time for these applications can, by association, reduce the
outage time for other applications because there are more resources to complete all levels of
troubleshooting. As knowledge is obtained for each application, the likelihood of repeated
failures will decrease, and the uptime will meet the pre-determined parameters set forth by
management (John & Kadadevaramath, 2020).
One of the main focuses of the Technology Command Center is providing optimal service for
all things digital for Truist Bank. Because of the trend of banking customers moving away from
the traditional branch model to doing all of their banking online and with their mobile devices, it
has become even more important for the TCC to do their job with the best effort possible.
Studies have shown that client loyalty to their banking institution is directly related to how well
their service is provided (Shankar & Jebarajakirthy, 2019). With even the slightest interruption in
service, many clients will begin to search for a bank that will meet their needs.
For a Christian, life after accepting Christ is one of continuous improvement. In much the
same way as a Christian, it is important for a business to always be striving to improve. The
writer of Proverbs 3:5 said that we must “trust in the Lord with all your heart and lean not on
your own understanding” (English Standard Version Bible, 2001/2016). When a business is
working to improve its processes, it cannot just do it without the proper training or understanding
Anderson 15
of what occurred. It takes faith to look to someone that is skilled enough to provide a way to
improve.
Controlling the Process
By centralizing all incident management within the Technology Command Center, the process
of resolving major incidents can be handled in a precise manner. With each incident, there are
known steps that are followed. Executive management can be assured that they will receive
timely updates for each of them. Additionally, the standard that is set is one that the entire bank
has come to understand and expect when there is a trouble within the IT infrastructure. With the
standard being set by the TCC, teams that are more client-focused can take the information that
is provided to them and relay it to understandably upset clients. It is in this that the TCC can
control the process in how proper information can be disseminated.
It is in the “last mile” where providing customer service is key. Clients might not see where
different support groups are doing their work to keep something as essential as Online Banking
running without interruption. Instead, when an outage occurs, it is in that last portion that the
customer only notices. Therefore, it is important to have employees trained to make sure that any
outage can be met with an understanding that can be passed on to customers whose complaints
need to be heard. Additionally, these same employees need to be trained to go back to the
employees and let them know what could be adjusted to bring increased client satisfaction
(Kolasińska-Morawska et al., 2022).
Controlling the process is much like controlling one’s tongue. If things get out of hand, the
reputational risk for the bank can spiral out of control. In Proverbs 25:28, it is stated that “A man
Anderson 16
without self-control is like a city broken into and left without walls” (English Standard Version
Bible, 2001/2016). In much the same way, clients need to be calmed down by customer service
agents so that they do not lose control. If that can be done, clients will be rewarded in the long-
term.
Scheduling
Due to the nature of the bank, clients expect to be able to access their accounts nearly 100%
of the time. It is important, therefore, to schedule all maintenance times at times when the least
impact to clients can be expected. To do this, it is just as important to schedule personnel to be
available during that time.
Keeping bank operations going around the clock can be a difficult task. It is important, then,
to make sure that the employees that are there across all shifts are motivated to do just that. It is
essential that these employees stay motivated to do their job and it is, by extension, the
management team’s responsibility to provide that motivation. For many employees, it can be as
simple as providing a steady paycheck. For others, though, motivation can come in many other
forms. Managers are tasked to discover what each of their employees needs to keep them
operating optimally (Fadli et al., 2023). When this occurs, the job will get done and customer
satisfaction will rise, and they will eventually become repeat customers.
Coming out of the Covid-19 pandemic, one of the most significant realizations that has been
made by the workforce, in general, is the fact that their work-life balance has become much more
important to them. Employees in the Technology Command Center are no exception to this.
Technology is constantly in a state of change. It is important that each employee keeps up with
this change to be effective. At the same time, this causes an extra level of stress. To curtail that
Anderson 17
stress, it is essential that employees balance their workload out with their personal lives. When
they do, studies have shown that ultimately, they are more engaged both at work and at home. In
both instances, this improves both situations (Sahni, 2019). When the employee is satisfied in
more aspects of their lives, they will become better employees and the organization stands to
gain in the end.
Within the Technology Command Center, employees have a schedule that has been set by
management and has not been changed in over a dozen years. Each employee understands what
is expected of them during their shift and knows when each shift will begin and end. Because it
is shift work, they also know that, except in extreme circumstances, they will not be contacted in
their off time. It is important to the mental well-being of each employee to understand that they
have a solid work-life balance in their positions. Knowing this keeps each employee motivated to
do their work at their scheduled times.
For a Christian within the Technology Command Center, when it comes to scheduled work
hours, it is important that they remember 1 Corinthians 10:31 – “So, whether you eat or drink, or
whatever you do, do all to the glory of God” (English Standard Version Bible, 2001/2016).
During work hours, it is essential to do work with optimal effort. In doing so, the Lord will know
that they did what they were supposed to when they were supposed to.
Improving the Process
After each major incident, there is a team that performs a post-mortem on it. In doing this, the
team identifies both the strengths and weaknesses of the process. They bring recommendations to
management on how to improve the process, what could be added or removed, and how
Anderson 18
incidents can be generally restored in a quicker manner. These improvements benefit not just the
Technology Command Center, but Truist and their clients as well.
Covid-19 was a delineation point for many industries, including banking. Prior to the
pandemic, clients were slowly migrating to more hands-off, digital ways of doing things but
were still comfortable with going into a branch to do manty services. After being isolated and
forced to perform just about every action online, the branch is heading towards extinction. With
this, the era of proper customer service, face-to-face interactions, is becoming a thing of the past
(Tai et al., 2021). It is important, then, for organizations such as the TCC to step up their efforts
to provide quality service no matter how it occurs. In person customer interactions will continue
to be a rarity for the foreseeable future.
Providing customer value starts with the employee. Often, an employee knows what the
customer wants and has an idea of how to provide for that need. If it falls outside of the normal
parameters of the business, it can be difficult to provide for that need. Therefore, it is important
that management allows the employees to be able to come to them with ideas on how to change
the standard operating procedures (Jolly & Lee, 2020). When management gives the employee a
say in how things are run, the employees are motivated to do a better job both for their customers
as well as for their fellow employees. This new motivation can take a team to new heights,
allowing for the team to shine.
In an organization as large as Truist, it is important that internal customers know who to reach
out to in certain situations. Additionally, it is important that they know when they do reach out to
those groups that they are going to be assisted both in an expediated manner as well as being
helped with excellent service (Kacarski & Kovachevski, 2019). Therefore, it is important for the
management team of the Technology Command Center to provide internal marketing to
Anderson 19
everyone within Truist so that they understand that no matter the issue, the analysts within the
TCC is willing and able to help them no matter the time of day or severity of the issue. When
proper internal marketing is done, groups will feel more comfortable with each passing event.
Within the Technology Command Center, there is a defined leadership structure that has
carried the group to a certain level of performance. This structure has been in place for much of
the past decade and has served the team well. Management has been open to the ideas of the
teammates to improve processes in the past that have created new opportunities for the team to
grow. Unfortunately, in the past 12-18 months, things have shifted. With the introduction of new
members of management, ideas that were discussed in the past are now being unilaterally
implemented. The trust that had been built between managers and teammates has decreased and
the quality of work has decreased proportionally (Onoriode & Samuel, 2023).
It is because clients are heading toward using their service exclusively online and not having
face-to-face interactions that the Technology must continue to improve their service. No longer
will a client walk into a branch to complain about the service they are getting. Instead, they will
just walk away and find a new banking institution to do business with, If the TCC does its job
properly and is always improving, the client will never know that there was a problem to be dealt
with. Instead, they will continue to have superior banking services.
One of the most important things that a Christian can do is to work to improve themselves.
When they do that, by extension, they are working to improve the organization that they are a
part of. Matthew 6:33 states that we should “seek first the kingdom of God and all these things
shall be added to you” (English Standard Version Bible, 2001/2016). When a Christian does that
for themselves, their overall outlook on life is improved. When they bring that same attitude to
the organization, the entire organization benefits from that. When the organization is on an
Anderson 20
upward trajectory, the outlook for the business and for the stakeholders will also be more
positive.
Conclusion
From the outside looking in, the Technology Command Center is a well-oiled machine. The
team provides superior customer service, works seamlessly with internal support groups, and
keeps Truist functioning as a large, super-regional bank should. With all that being said, there are
always improvements that can be made, errors that can be corrected, and processes that can be
streamlined in order to make the group function at a much more efficient level, In implementing
a combination Six Sigma model with Lean principles, the management team of the TCC can both
reduce the financial burden to the bank that the bloated headcount brings and ramp up the
efficiency number that would make the bank move to a nearly 100% uptime model across all of
its applications, both internal and external. When this occurs, customer satisfaction would
increase, and the client base would expand. These numbers would allow Truist to grow beyond
its current borders and rival some of the largest banks in the industry. By implementing these
policies, it is also important to note that it could also expand its presence within the bank itself,
being that model that other groups strive to be like.
Anderson 21
Works Cited
Ahmed, A., Page, J., & Olsen, J. (2020). Enhancing Six Sigma methodology using simulation
techniques: Literature review and implications for future research. International Journal of
Lean Six Sigma, 11(1), 211-232. https://doi.org/10.1108/IJLSS-03-2018-0033
Alblooshi, M., Shamsuzzaman, M., Karim, A., Haridy, S., Shamsuzzoha, A., & Badar, M. A.
(2022). Development of a framework for utilising Lean Six Sigma’s intangible impacts in
creating organisational innovation climate. International Journal of Lean Six Sigma, 14(2),
397–428. https://doi.org/10.1108/ijlss-08-2020-0117
Biswas, A., Jaiswal, D. and Kant, R. (2022), "Investigating service innovation, bank reputation
and customer trust: evidence from Indian retail banking", International Journal of Quality
and Service Sciences, Vol. 14 No. 1, pp. 1-17. https://doi.org/10.1108/IJQSS-03-2021-0042
English Standard Bible. (2016). Crossway Bibles. (Original work published 2001)
Fadli, M., Modding, B., Mapparenta, Ramlawati, & Zakari, J. (2023). The influence of work
motivation, emotional intelligence, and competence on occupation satisfaction through
Anderson 22
work achievement in the Library Service in south sulawes. International Journal of
Professional Business Review, 8(6).
https://doi.org/10.26668/businessreview/2023.v8i6.2306
John, B., & Kadadevaramath, R. S. (2020). Improving the resolution time performance of an
application support process using Six sigma methodology. International Journal of Lean
Six Sigma, 11(4), 663–686. https://doi.org/10.1108/ijlss-10-2018-0108
Jolly, P. M., & Lee, L. (2020). Silence is not golden: Motivating employee voice through
inclusive leadership. Journal of Hospitality & Tourism Research, 45(6), 1092–1113.
https://doi.org/10.1177/1096348020963699
Kacarski, A., & Kovachevski, D. (2019). INTERNAL MARKETING INFLUENCE ON
ORGANIZATIONAL CULTURE AND SERVICE QUALITY IN MACEDONIAN
COMPANIES. Management Research and Practice, 11(4), 11–22.
https://doi.org/https://go.openathens.net/redirector/liberty.edu?
url=https://www.proquest.com/scholarly-journals/internal-marketing-influence-on-
organizational/docview/2328701987/se-2
Kolasińska-Morawska K, Sułkowski Ł, Buła P, Brzozowska M, Morawski P. Smart Logistics—
Sustainable Technological Innovations in Customer Service at the Last-Mile Stage: The
Polish Perspective. Energies. 2022; 15(17):6395. https://doi.org/10.3390/en15176395
Koppel, S., & Chang, S. (2021). MDAIC – a Six Sigma implementation strategy in big data
environments. International Journal of Lean Six Sigma, 12(2), 432-449.
https://doi.org/10.1108/IJLSS-12-2019-0123
Anderson 23
Onoriode, O. H., & Samuel, A. P. (2023). Do leadership structure and Team Trust Drive
Organisational Performance? empirical approach. International Journal of Professional
Business Review, 8(7). https://doi.org/10.26668/businessreview/2023.v8i7.2546
Sahni, J. (2019). Role of quality of work life in determining employee engagement and
organizational commitment in Telecom Industry. International Journal for Quality
Research, 13(2), 285–300. https://doi.org/10.24874/ijqr13.02-03
Shankar, A., & Jebarajakirthy, C. (2019). The influence of e-banking service quality on customer
loyalty: A moderated mediation approach. [Influence of EBSQ on customer loyalty] The
International Journal of Bank Marketing, 37(5), 1119-1142. https://doi.org/10.1108/IJBM-
03-2018-0063
Shamsi, M. A., & Alam, A. (2018). Exploring Lean Six Sigma implementation barriers in
Information Technology industry. International Journal of Lean Six Sigma, 9(4), 523-542.
https://doi.org/10.1108/IJLSS-06-2017-0054
Yang-Fei, T., Wang, Y., & Ching-Ching, L. (2021). Technology- or human-related service
innovation? Enhancing customer satisfaction, delight, and loyalty in the hospitality
industry. Service Business, 15(4), 667-694. https://doi.org/10.1007/s11628-021-00461-w
Zhang, W., & Wilson, A. (2023). From self-regulated learning to computer-delivered integrated
speaking testing: Does monitoring always monitor?. Frontiers in psychology, 14, 1028754.
https://doi.org/10.3389/fpsyg.2023.1028754
Anderson 24
Appendix A
Operating Plan: The Technology Command Center functions across four distinct shifts.
Shift 1 – Monday, Tuesday, Wednesday 7AM-7PM, Thursday 7AM-1PM
Shift 2 – Tuesday 1AM-7AM, Wednesday, Thursday, Friday 7PM – 7AM
Shift 3 – Thursday 1PM – 7AM, Friday, Saturday, Sunday 7AM – 7PM
Shift 4 – Friday, Saturday, Sunday 7PM – 7AM, Monday 7PM – 1AM
Across all four shifts, teammates are expected to take on any incident that comes into the group
work queue. Teammates are tasked to determine the impact that each incident might have on the
operations of the bank. When necessary, teammates escalate the issue to a major priority. In this
case, notifications are sent to senior bank management informing them of the current impact and
the course of action to restore service.
During each calendar year, all teammates are assigned continuing education classes to improve
their skills. If possible, this training is done during work hours. If not, it is up to each teammate
to finish that training of their own volition. This training is the minimum expected from a
teammate. Teammates that expect to excel often perform their own training in their personal
time. This additional training goes a long way towards the improvement of the teammate as well
as the Technology Command Center.
Anderson 25
Appendix B
Monitoring and Evaluation of Plan: During each calendar year, managers within the Technology
Command Center provide a plan to each of their teammates on how they expect the year to
progress, both from a personal standpoint and how the teammate’s effort with affect the entire
output of the TCC. Throughout the year, management is expected to provide updates to each
teammate on their progress, their achievements, and their deficiencies. During each of these
meetings, management is expected to provide guidance on how each teammate can improve
throughout the rest of the year and also provide positive reinforcement on what has been done
since the last meeting.
Anderson 26
Appendix C
Communication of the Plan: After discussion amongst the different shift managers of the
Technology Command Center, all portions of planning will be communicated initially through a
series of meetings. The first meeting will be considered an all-hands meeting led by the group
manager. This will provide high-level details and the overall needs for the plan to result in
success. After this meeting, it is up to each shift manager to communicate the more specialized
details to their team in meetings set up during their shifts. Additional updates will come out
through e-mails and shift meetings.
