The Problem of Credit Rejection

Oct 13, 2025 by recoveryshake.com 91 views

Introduction

PT Bank X, as the largest bank in Indonesia in terms of assets, loans, and deposits, plays a vital role in providing financing for the community, one of which is through home ownership loans (KPR). However, the obstacle that is often faced is the high number of prospective customers who apply for credit, but then cancel the request. This study aims to apply the concept of lean thinking through the Value Stream Mapping (VSM) and Failure Mode and Effect Analysis (FMEA) methods to eliminate waste in the KPR process.

The Problem of Credit Rejection

The high number of prospective customers who cancel their KPR requests is a significant problem for PT Bank X. One of the main causes of this cancellation is the duration of the KPR disbursement process, which is caused by excess process in checking the document. This study aims to identify the root cause of this problem and provide a solution to overcome it.

Mapping Value Current (VSM) Uncovering the Excess Process

This study uses the VSM method to map the flow of the mortgage process. The results show that there are 18 activities in the process, with details:

Value-Added Activities

8 added value activities: Activities that directly contribute to the value of the product or service received by the customer.
1 Non-value added activity needed: Activities that are needed, but do not directly add value to the product or service.
9 Non-value added activities: Activities that do not provide added value and can be eliminated.

Through VSM, researchers succeeded in mapping the process flow and identifying waste sources. Furthermore, the research team improved the process, by reducing the number of activities to 10 activities. This improvement succeeded in cutting the time wasted on non-value added activities for up to 292 minutes.

Failure and Effect Analysis (FMEA) Identifying Weak Points

To identify potential failures and their effects on the process, researchers use FMEA. The analysis results show that repeated verification has the highest rating as a sub-cause of failure, which is included in the process description category. This shows that the process of repeated document verification is the main source of delay and failure in the KPR submission process. FMEA helps identify weak points and potential risks that need to be addressed.

Process Optimization: Customer Efficiency and Satisfaction Increases

This research results in a improvement design that focuses on the flow of the KPR submission process. The result:

Reduction of 8 non-value added activities.
Savings of time submission of mortgages of 804 minutes or equivalent to 2 working days.
Increasing the time efficiency of the KPR submission process by 26.7%.

With the process optimization implemented, PT Bank X can increase customer efficiency and satisfaction. The process of submitting a faster and more efficient mortgage has the potential to reduce the number of cancellation and increase customer confidence in Bank X.

Conclusion

The application of Lean Thinking with the VSM and FMEA methods has proven effective in optimizing the process of submitting mortgages at PT Bank X. Increasing efficiency and reduction of waste helps Bank X achieve its goals, namely providing fast, easy, and satisfying mortgage services for customers.

Recommendations

Based on the findings of this study, the following recommendations are made:

Implement the improved process design to reduce the number of non-value added activities and increase the efficiency of the KPR submission process.
Provide training to employees on the new process design and the importance of reducing waste in the KPR submission process.
Monitor and evaluate the performance of the improved process design to ensure that it is meeting the goals of increasing customer efficiency and satisfaction.

By implementing these recommendations, PT Bank X can continue to improve its services and provide better value to its customers.

Limitations of the Study

This study has several limitations that should be noted:

The study was conducted in a single bank, and the results may not be generalizable to other banks.
The study only focused on the KPR submission process, and other processes in the bank may also be affected by waste and inefficiency.
The study did not consider the impact of external factors, such as changes in government regulations or economic conditions, on the KPR submission process.

Future studies should aim to address these limitations and provide a more comprehensive understanding of the application of Lean Thinking in the banking industry.

Future Research Directions

Based on the findings of this study, the following future research directions are suggested:

Applying Lean Thinking to other processes in the bank, such as the loan application process or the customer service process.
Investigating the impact of Lean Thinking on customer satisfaction and loyalty.
Developing a more comprehensive model of Lean Thinking in the banking industry, including the identification of key performance indicators and the development of a roadmap for implementation.

By pursuing these research directions, future studies can build on the findings of this study and provide a more complete understanding of the application of Lean Thinking in the banking industry.

Q: What is Lean Thinking and how does it apply to the banking industry?

A: Lean Thinking is a management philosophy that aims to eliminate waste and maximize value in business processes. In the banking industry, Lean Thinking can be applied to improve the efficiency and effectiveness of processes such as loan application, customer service, and mortgage submission.

Q: What is Value Stream Mapping (VSM) and how is it used in this study?

A: Value Stream Mapping (VSM) is a visual representation of the flow of materials and information through a process. In this study, VSM is used to map the flow of the mortgage submission process and identify areas of waste and inefficiency.

Q: What is Failure Mode and Effect Analysis (FMEA) and how is it used in this study?

A: Failure Mode and Effect Analysis (FMEA) is a method used to identify potential failures and their effects on a process. In this study, FMEA is used to identify potential failures in the mortgage submission process and prioritize areas for improvement.

Q: What were the main findings of this study?

A: The main findings of this study include:

The mortgage submission process at PT Bank X has 18 activities, with 9 non-value added activities that can be eliminated.
The process of repeated document verification is the main source of delay and failure in the mortgage submission process.
The application of Lean Thinking with VSM and FMEA methods can improve the efficiency and effectiveness of the mortgage submission process.

Q: What are the benefits of implementing Lean Thinking in the banking industry?

A: The benefits of implementing Lean Thinking in the banking industry include:

Improved efficiency and effectiveness of processes
Reduced waste and costs
Increased customer satisfaction and loyalty
Improved competitiveness and market share

Q: How can banks implement Lean Thinking in their operations?

A: Banks can implement Lean Thinking in their operations by:

Identifying areas of waste and inefficiency in their processes
Mapping the flow of materials and information through their processes using VSM
Identifying potential failures and prioritizing areas for improvement using FMEA
Implementing process improvements and monitoring their effectiveness

Q: What are the challenges of implementing Lean Thinking in the banking industry?

A: The challenges of implementing Lean Thinking in the banking industry include:

Resistance to change from employees and stakeholders
Difficulty in identifying and prioritizing areas for improvement
Limited resources and budget for process improvements
Complexity of banking processes and systems

Q: How can banks measure the success of Lean Thinking implementation?

A: Banks can measure the success of Lean Thinking implementation by:

Tracking key performance indicators (KPIs) such as process cycle time, defect rate, and customer satisfaction
Conducting regular process audits and assessments
Monitoring employee engagement and satisfaction
Evaluating the impact of Lean Thinking on business outcomes such as revenue and market share.

Q: What are the future directions for Lean Thinking in the banking industry?

A: The future directions for Lean Thinking in the banking industry include:

Applying Lean Thinking to other processes and areas of the bank
Developing a more comprehensive model of Lean Thinking in the banking industry
Investigating the impact of Lean Thinking on customer satisfaction and loyalty
Developing a roadmap for implementing Lean Thinking in the banking industry.