SIT
16, Tozeret Haaretz St. (3th fl.)
Tel Aviv 6789110, Israel

Email: info@sitsite.com
Tel: +972 3 545 6000
Money in the Bank
Information
Founded: 1985
Brinks
Money in the Bank

Brink's Bolivia was looking for innovative ways to mitigate pain-points around its ATM service. In cases where the ATM report and the actual amount collected from the ATM are not balanced, Brink's has to either prove the imbalance is not its responsibility, or else pay a refund to the Bank. While imbalances are usually small, investigations demand substantial personnel time, plus running the process can have a negative effect on Brinks' customer relationships.

By Applying the SIT thinking tool Division – the stages of the ATM process were randomly changed and virtual processes were generated. One of these options placed the “refund the bank” stage immediately after the “realizing there's an imbalance” stage.

The Brink’s team realized that negotiations following each recorded imbalance were excessive. One monthly meeting, covering all imbalances throughout the month, would not only reduce the time and energy consumed, but also decrease the need to pass money back and forth, since in most cases the imbalances balanced each other in the long run. The implementation of this approach was extremely well received by both Brink's employees and clients, and helped fortify Brinks’ position in the banking sector.

Brinks
Money in the Bank

Brink's Bolivia was looking for innovative ways to mitigate pain-points around its ATM service. In cases where the ATM report and the actual amount collected from the ATM are not balanced, Brink's has to either prove the imbalance is not its responsibility, or else pay a refund to the Bank. While imbalances are usually small, investigations demand substantial personnel time, plus running the process can have a negative effect on Brinks' customer relationships.

By Applying the SIT thinking tool Division – the stages of the ATM process were randomly changed and virtual processes were generated. One of these options placed the “refund the bank” stage immediately after the “realizing there's an imbalance” stage.

The Brink’s team realized that negotiations following each recorded imbalance were excessive. One monthly meeting, covering all imbalances throughout the month, would not only reduce the time and energy consumed, but also decrease the need to pass money back and forth, since in most cases the imbalances balanced each other in the long run. The implementation of this approach was extremely well received by both Brink's employees and clients, and helped fortify Brinks’ position in the banking sector.

Money in the Bank
Information
Founded: 1985