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Leveraging Process Flow Mapping to Reduce Operational Redundancy in Branch Banking Networks
Subject area: Science,Engineering and Technology · Area of research: Banking Networks
Abstract
In today?s hyper-competitive financial environment, retail banks are under constant pressure to optimize operational efficiency while maintaining superior service delivery. One of the most prevalent challenges plaguing branch banking networks is operational redundancy?duplicative processes, workflow inefficiencies, and resource misallocations that compromise productivity and inflate operating costs. This review paper explores the strategic application of Process Flow Mapping (PFM) as a systems-based approach to identifying, analyzing, and eliminating operational redundancies within branch banking structures. Drawing on cross-disciplinary literature from business process management, lean banking, and service operations, the paper highlights how PFM can enable banks to visualize workflow interdependencies, standardize procedures, and uncover non-value-adding tasks. Case studies from leading financial institutions are examined to underscore successful implementations, measurable impacts, and the role of technology in enhancing mapping accuracy. The paper further discusses organizational and cultural enablers of effective PFM deployment, including employee buy-in, change leadership, and digital transformation. By synthesizing current knowledge and practical insights, the study offers a structured framework for bank managers and operations specialists seeking to optimize service delivery and streamline branch operations through evidence-based process redesign.
Keywords
Process Flow Mapping, Operational Redundancy, Branch Banking Efficiency, Lean Banking, Workflow Optimization, Business Process Reengineering.
How to cite this paper
@article{1709614,
author = {Chikaome Chimara Imediegwu, Okeoghene Elebe},
title = {Leveraging Process Flow Mapping to Reduce Operational Redundancy in Branch Banking Networks},
journal = {Iconic Research And Engineering Journals},
year = {2020},
volume = {4},
number = {4},
pages = {297-309},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1709614.pdf},
abstract = {In today?s hyper-competitive financial environment, retail banks are under constant pressure to optimize operational efficiency while maintaining superior service delivery. One of the most prevalent challenges plaguing branch banking networks is operational redundancy?duplicative processes, workflow inefficiencies, and resource misallocations that compromise productivity and inflate operating costs. This review paper explores the strategic application of Process Flow Mapping (PFM) as a systems-based approach to identifying, analyzing, and eliminating operational redundancies within branch banking structures. Drawing on cross-disciplinary literature from business process management, lean banking, and service operations, the paper highlights how PFM can enable banks to visualize workflow interdependencies, standardize procedures, and uncover non-value-adding tasks. Case studies from leading financial institutions are examined to underscore successful implementations, measurable impacts, and the role of technology in enhancing mapping accuracy. The paper further discusses organizational and cultural enablers of effective PFM deployment, including employee buy-in, change leadership, and digital transformation. By synthesizing current knowledge and practical insights, the study offers a structured framework for bank managers and operations specialists seeking to optimize service delivery and streamline branch operations through evidence-based process redesign.},
keywords = {Process Flow Mapping, Operational Redundancy, Branch Banking Efficiency, Lean Banking, Workflow Optimization, Business Process Reengineering.},
month = {October},
}