Mike Coburn

Experience

• 

  Morgan Advanced Materials

  Jul 1996 - Jun 2002

  Process Engineer

  Led the piezoelectric multilayer actuator manufacturing development programme. Working closely with Customers I developed the product and the manufacturing processes using lean and six sigma principles.

• 

  Cytec Engineered Materials

  Jun 2002 - Sept 2006

  Process Engineer

  I was Cytec's lead process engineer on improving the the GLARE product that was supplied to Airbus' A380 Superjumbo programme as well as the european process engineer on the X35 Joint Strike Fighter programme. I also managed the investment of capital for Cytec Engineered Materials europe and undertook ad hoc engineering design and build projects including the development and production of the industry's fastest web rewinder, and a $1 million building conversion.

• 

  Royal Bank of Scotland

  Sept 2006 - Aug 2014

  I lead The IB Process Team, which is at the forefront of process documentation, improvement and change management for the International Banking Division of RBS. This is achieved through:• Engagement on key Process, Systems, Risk and Efficiency programmes across businesses within the Division• The development of an architectural model for the Division in systems and process terms (business operating model)• Being the key link between the Business and Technology, demonstrating how processes are at the heart of tying together the two through Service provision• The definition and proliferation of process modelling standards• Support to responsible Divisional Executives on their responsibilities as Service Owners Show less I manage the Continuous and Process Improvement programme for Logistics, International Banking, RBS. In that role I am responsible for the maintenance and development of the programme through:Championing the programme with Divisional Executives by developing buy-in to Continuous Improvement and Process Improvement at Executive levelDeveloping and implementing global communication and marketing strategiesDriving the award-winning "Work-Out" Continuous Improvement and problem solving programmeMaintaining an international network of Continuous Improvement ChampionsTraining, coaching and mentoring Green and Black Belts and Master Black Belts in Lean Six Sigma across all Divisions of RBSCreating and delivering engaging, interactive Lean, Six Sigma and Continuous Improvement awareness training Executing multi-award winning process improvement projects Show less

  • Head of The International Banking Process Team

    Jun 2013 - Aug 2014

  • Head of Continuous Improvement, International Banking

    May 2010 - Jun 2013

  • Business Improvement Manager

    Jul 2008 - Apr 2010

  • Process Improvement Manager

    Sept 2006 - Jun 2008
• 

  Process Discovery

  Sept 2014 - Dec 2020

  Director

  Process Discovery was founded to deliver business improvement services to Financial Services, Technology and Manufacturing businesses through contracts in:• Programme and Project Management• End-to-End Process Analysis, Re-Engineering and Improvement• Future State process and associated requirements definition• Lean Six Sigma Training, Coaching & Accreditation• Enterprise Process Architecture Definition and Modelling• Operating Model Analysis and Development• Process Risk and Control Analysis• Process Technology Show less

• 

  Barclays

  Sept 2014 - May 2016

  Process Excellence Lead, Risk and Finance Change

  Significant activities during the engagement with Barclays:• Process Lead for the Barclays Global Planning and Stress Testing Transformation Programme in line with Structural Reform: leading a team of 4 Analysts to document and improve the process across all Clusters and Functions, the goal being embedding world class process management into Global Planning and Stress Testing to deliver high quality plans to the PRA and EBA in a timely manner• Process Team Lead on the Collections and Recoveries Strategic Development programme: leading a team of 2 process analysts to document Barclays’ end-to-end Retail and Corporate Collections services, discovering service breaks and providing requirements to fix them, as well as re-engineering the process to be leaner and more efficient• Improvements to Risk Model Development Cycle using DMAIC, for an asset book of £150 billion. Benefits were ~30 FTE (~£700k capacity creation) and 40% reduction in model delivery time• Owned and developed the Global Risk Organisational Taxonomy, a model of the entirety of Global Risk that was used as a basis by several high-profile structural and regulatory programmes Show less

• 

  Bupa Global

  May 2016 - Dec 2017

  Process Excellence Lead

  I lead the Process Excellence Team for the Bupa Global Market Unit, which consists of 3 functions: Process Design, continuous Improvement, and Process Architecture• The Process Design function is aligned to the Market Unit's Transformation Programme and has completely redesigned the Sales Operations and Customer Service processes globally, bringing together 3 disparate systems into a single platform's global way of working• The Continuous Improvement programme has brought together colleagues from Miami, London, Brighton and Copenhagen to pursue incremental improvements that will enhance our Customers' experience• The Process Architecture function is the single golden source for process truth in the Market Unit; it is a repository for key process information, and a support, governance and control mechanism for business leaders on process change Show less

• 

  HSBC

  Jan 2018 - Mar 2019

  Senior Process Consultant

  I am the Senior Consultant in the Process Centre of Excellence – the central team that sets the standards for HSBC’s Global Operations Transformation Programme. My colleagues and stakeholders are a diverse group across the entire footprint of HSBC, and from the heart of the programme I support the adoption of New Ways of Working through the Programme leadership• I have direct responsibility for the setting, maintenance and development of the Framework that the Transformation is delivered to• I have a focus on Customer Journey Mapping and alignment of the understanding of Customer and Client journeys to internal processes and the development of digital and straight-through solutions• I manage the End-to-End Process Re-engineering Community of Practice, an open forum for Process Excellence colleagues to come together and collaborate, and develop the Framework and New Ways of Working Show less

• 

  Munich Re (Group)

  Apr 2019 - now

  Senior Enterprise Architect

  I am responsible for defining, owning and maintaining the enterprise process architecture for Munich RE, and transforming and optimising the business' processes through business process re-engineering to increase business value and operational efficiency. I do this by working with the business and my Enterprise Architecture colleagues to utilise new capabilities, technologies, applications and platforms to deliver products and services seamlessly to Clients.