Bank_of_America Six Sigma Strategy

Growing America’s Growing America’s

Premier Financial ServicesPremier Financial Services

Company Company

Joe ValasquezSVP, Quality & Productivity

Bank of America

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Unrivaled Market Presence

3

Results at the Bottom Line

$7.13

$5.91

$5.33

2001 2002 2003

Start of Quality Program

1Q 2004

$1.83

16% CompoundGrowth

4

Enormous Opportunities to Influence Customers (+, -)

5,700 banking centers900 million transactions

Call centers700 million transactions

16,000 ATMs925 million

transactions

Debit & credit cards2.1 billion transactions

(#1 Debit)

10 million active online users800 million transactions

(#1 on-line)

2,500 mortgagesPer day

Customer contactsCustomer contacts

--175 times each175 times each

secondsecond

5

Creating Business Value

6

The Bank – Customer View

Sales Fulfillment Service

GenerateDemand

OfferChoices

Respond toInquiry/

Assess Need

ProcessActivity

Respond toRequests/Problems

ReportActivity

ProcessActivity


ReportActivity

SetupCustomer/Account

ConfirmSales

SetupCustomer/Account

ConfirmSales

CardAcquisition

DepositsBanking Center Sales – Online Needs

Assessment

eCommerceDDA (Application – Fulfillment)

InsuranceBanking Center SalesDirect Marketing SalesBAI Sales

CardActivationCard Issuance

CRECons LoanSolutionsFulfillment (St. Pete)LoanLine FultillmentRetail Fulfillment

DFSRetail Auto (Application – Funding)Comml Cdt & Ops (CRM to Completed

Loan Docs)

eCommerceEnrollmentDDA (Application – Fulfillment)

CardPaymentsClaims

CREPaymentsPayment Problem Resolution

CROGContact Management (Intensity)Fraud Non-Approval RatesAssociate Performance Variation

CS&SBalance Service PlayPosted Transactions Service PlayPending Transactions Service PlayBanking Center Problem Resolution

DepositsBkg Ctr Teller Svc – Teller Mgmt

DFSFinal Payoffs (Cust Pmt to Lien

Release)Cons Loan Liquidation Fore-

casting/Retention Process(RV/Marine)

eCommercePayments

T&O – Transaction ServicesProcess ChecksProcess Cash

T&O - Global OpsProcess Trades

EnablingCROGCapacity Planning (Staffing)Project Prioritization

CS&SReadiness to Serve

T&O (cont’d)Acquire and Maintain DataDeliver Software Solutions Maintain and Support SoftwareApplication Hosting ServicesDeliver Desktop and Connectivity ServicesProblem ManagementProject ManagementSystem Compliance/Security

Research & DevelopNew Business Ops

Design, Build & MaintainProducts & Processes

DepositsPricingNPI

eCommerceUser Design

InsuranceNPI

DFSDesign MIS database/process to ensure accuracy/

integrity of data used by DFS to evaluate dealer/DFS performance

eCommerceAvailability

Analyze/DevelopSeg Strategy

Assess ProductOr Channel

Opportunities

Analyze/DevelopSeg Strategy

Assess ProductOr Channel

Opportunities

Design Product/Channel Concepts

Integrate/BundleSeg Concepts

Develop, Test &Learn/Implement

Plans

Design & BuildProducts/Processes

Processes Start and End with the Customer

7

Hoshin PlanningTop-Down Strategy, Driven and Owned by all Bank Associates

• Vision / Mission/ Goals• 3-5 Year Breakthrough

Strategies

1

Bank of America

Ken Lewis, Chairman and CEO“Be Recognized As One of the World’s Most Admired

Companies”

Breakthrough Strategies

Provider of Choice92% Customer Satisfaction

Employer of Choice90% Associate Satisfaction

Investment of ChoiceFirst in Peer Group

Total Shareholder Return

1.1 Provide a world-class customer/client experiencethrough easy access and efficient, error-free service

C. Goslee / B. Desoer1.2 Attract and retain profitable customers/clients…and

continuously reward them for keeping and bringing moreof their business to us G. Taylor / R. DeMartini / B. Desoer

E. Brown1.1 Become thetrusted advisor for financial solutions

R. DeMartini / E. Brown1.4 Develop and deliver innovative new products and

solutions which make financial services work in ways itnever has before B. Desoer / E. Brown

VISION

GOALS

ASSOCIATE

SHAREHOLDER

CUSTOMER

2.1 Attract and retain a world-class work forceS. Alphin

2.2 Define and align Associate roles, measures and rewardsto our strategy S. Alphin

2.3 Provide the support and tools Associates need to excelB. Desoer2.4 Enable Associates to achieve professional growth

balanced with personal goals B. Desoer2.5 Reflect in our work force the diversity of the communities

and customers we serve S. Alphin

3.1 Double Shareholder Value Add (SVA) in the next 3 yearsJ. Hance

3.2 Consistently achieve double-digit year-over-year (EPS)growth J. Hance

3.3 Consistently achieveannual revenue growth targetsJ. Hance3.4 Substantially reduce volatility of market, credit and

operational lossesB. Vandiver

3.5 Dramatically reduce the complexity of our business andachieve double-digit productivity each year

C. Goslee / T. Arnoult

Page 1The ‘What’

2002 Performance Plan Metric1.1 Provide a world-class customer/client experience through easy access and efficient, error-free service

1.1.1 Drive Six Sigma & re-engineering across priority processes to address customer experience gaps and achieve breakthrough quality and productivity improvements1.1.2 Develop and deliver the appropriate enablers (people/process/technology) to make the customer

experience come alive in a sustainable and differentiated way1.1.3 Implement a world-class problem resolution process

1.2 Attract and retain profitable customers/clients…and continuously reward them for keeping andbringing more of their business to us1.2.1 Establish and implement a disciplined customer/client continuum (selection/acquisition/service) process matched to individual customer group strategies…Align customers/clients with the right level and proactively up-tier them consistent with their needs1.2.2 Focus resources on a narrower set of corporate issuer clients where we can build a leading market

position and significantly increase emphasis and penetration of institutional investor clients1.2.3 Create value propositions by customer segment while ensuring profit for the bank1.2.4 Establish a meaningful loyalty program that allows customers/clients to choose from a variety of rewards1.2.5 Create an automated product aggregation capability that enables customers to bundle solutions in a way that creates value for them1.2.6 Create a distribution system with sufficient scale to cover the franchise and meet customer/client needs

1.3 Become the trusted advisor for financial solutions 1.3.1 Design and implement an industry leading financial advice process, tool-set, and associate competencies by customer segment1.3.2 Launch the brand building activities required to be recognized as a world-class investment provider1.3.3 Design & implement the relationship management process across customer segments1.3.4 Respond to our customer/client needs as they evolve (eg: insurance & retirement services capabilities)1.3.5 Increase the size and margin of advisory, capital raising, and risk management activities, while

significantly reducing the corporate loans held on our balance sheet1.4 Develop and deliver innovative new products and solutions which make financial services work in

ways it never has before1.4.1 Develop and implement a breakthrough product development process1.4.2 Develop a strategy for non-proprietary offerings1.4.3 Preserve and expand the bank's position in the payments/funds transfer process

1.1 Key Processes Sigma level% Very Satisfied

1.2 Relationship Net Income ($RNI)# Products Per RelationshipMarket Penetration (%)# Customer/Client RelationshipsConcentration Limits (#)

1.3 Relationship Net Income ($RNI)Market Penetration (%)

1.4 Relationship Net Income ($RNI)Market Penetration (%)

2.1 Attract and retain a world-class work force2.1.1 Implement Associate satisfaction surveys and address the most important issues2.1.2 Adopt a world-class internal & external selection/recruitment/staffing process2.1.3 Create a 6 month assimilation plan for new Associates2.1.4 Develop a world-class recognition & compensation program

2.2 Define and align Associate roles, measures & rewards to our strategy2.2.1 Define roles and complete performance management plans for all Associates, aligned to the corporate strategy and to the supporting business unit performance plans2.2.2 Align performance measures & incentives to re-enforce desired Associate behaviors2.2.3 Require non-customer facing Associates to experience direct customer/client input on a quarterly basis2.2.4 Implement success profiles for all positions

2.3 Provide the support and tools Associates need to excel2.3.1 Ensure learning & development opportunities to maximize current Associate performance & future potential…Develop and implement an effective coaching program2.3.2 Provide training to improve Associate capabilities in critical skills (relationship building, client management, quality tools & processes, scorecard drivers--SVA)….web-enable priority technical tools2.3.3 Complete all improvements required to achieve a world-class talent planning process

2.4 Enable Associates to achieve professional growth balanced with personal goals2.4.1 Develop and deliver a process & strategy to support career development2.4.2 Ensure Associates are aware of all benefits offered to them2.4.3 Provide our Associates the best value in financial services2.4.4 Develop comprehensive mentoring/networking programs

2.5 Reflect the diversity of the communities and customers we serve in our work force2.5.1 Attract, retain and develop associates with diverse skills and experiences2.5.2 Determine and achieve diversity targets by band level

2.1 % Very Satisfied% Positive responses for:

- Performance Plans- Training- Diversity

% Turnover – Total

2.2 % Positive responses forPerformance Management

2.3 # Training Hours Completed

2.4 % Positive responses forPerformance Management

2.5 % Minority / Women in Band 1-3positions

3.1 Double Shareholder Value Add (SVA) in the next 3 years3.1.1 Implement Breakthrough (Hoshin) Strategic Planning company-wide…achieve results on 1.1-2.5 above3.1.2 Strengthen compensation linkages to SVA3.1.3 Re-allocate resources and capital to high SVA growth businesses3.1.4 Modify pricing & profitability tools to include SVA generated at the customer/client level

3.2 Consistently achieve double-digit Y-O-Y EPS growth3.2.1 Achieve results on 1.1-3.1 above3.2.2 Establish disciplined pricing/return hurdles at relationship level, inspect results & remedy as appropriate

3.3 Consistently achieve annual revenue growth targets

3.0 Total Shareholder Return (Rankin Peer Group)

3.1 Change in SVA ($)

3.2 EPS ($ / % growth)

3.3 Revenue Growth (%)

• 12 Month Tactical Plan• Key Performance

Metrics

Page 2The ‘How’

• Performance Measures to track progress

Bank of America Performance Plan Measures

2002 Milestones 2001 2002

METRIC Performance Goal Q1 Q2 Q3 Q4 Benchmark Source

Customer

y Processes Sigma level Deposits Payments Problem Resolution

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

Very Satisfied Consumer/Comm/AMG GCIB Issuer GCIB Investor (rank)

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

Per Relationship ($) Consumer/Comm/AMG GCIB (rev/strategic issuer client)

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

roducts Per Relationship Consumer/Comm/AMG

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

Market Penet (target mkts) Consumer Premier Small Business Commercial Private GCIB Issuer GCIB Investor

TBD TBD TBD TBD TBD TBD TBD








Lead Bank Penet (target mkts) Commercial

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

ust/Client Relationships Consumer/Comm/AMG

TBD

TBD

TBD

TBD

TBD

TBD

TBD

TBD

ncentration Limits (#) TBD TBD TBD TBD TBD TBD TBD TBD Associate

Very Satisfied TBD TBD TBD TBD TBD TBD TBD TBD positive responses for: Performance mgmt. Training Diversity

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

TBD TBD TBD

Turnover – Total TBD TBD TBD TBD TBD TBD TBD TBD raining Hours Completed r associate per year)

TBD TBD TBD TBD TBD TBD TBD TBD

Minority / Women in Band 1-3 itions


Shareholder al Shareholder Return (Rank in er Group)


ange in SVA ($) TBD TBD TBD TBD TBD TBD TBD TBD S ($ / % growth) TBD TBD TBD TBD TBD TBD TBD TBD venue Growth (%) TBD TBD TBD TBD TBD TBD TBD TBD ding Rev. Stability (%) TBD TBD TBD TBD TBD TBD TBD TBD Sensitivity ($) Rising Declining

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

dit Loss Stability (bp/qtr) TBD TBD TBD TBD TBD TBD TBD TBD erational Risk Stability TBD TBD TBD TBD TBD TBD TBD TBD pital Adequacy (%) er 1)


ductivity ($) ficiency Ratio

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

Page 3‘Balanced Scorecard’

8

Six SigmaSix Sigma to execute improvements

We’re Driving Performance Through Core Processes

We identified our services and the supporting core

processesApplication Hosting

Channel Services

Cust. Activity Report-

ing

Desktop/Connection Services

Ext. Cust. Inquiry/ Problem

Res.

Relationship Management

Mgmt., Reg., Op. Report-

ing

Process Trans-actions

Secure Network Services

Software Dev.

“I Want Something”

“I Explore My

Options”

“I Am Offered

Choices”

“I Make a Decision”

“I Get W hat I Wanted”

“I Use W hat I Received”

“I Get Information”

“I Have A Problem”

Inquire Buy UseBusiness Partner/External Customer Facing Processes

Applic. Hosting

Channel Services

Enabling Processes

Capacity Planning

ChangeManagement

Configuration Management

Billing/CostRecovery

Asset Management

InformationProtection

Supporting Processes

Personnel Finance Measurement PlanningGovernance CommunicationsEngineering Infrastructureintegration

Align with Business

Plan

Respond to Inquiry/Assess Needs

OfferChoices

ProcessActivity

ReportActivity


Plan Build Operate

Design Build &Test

Deploy

T&

O S

ervi

ces

Application Hosting

Channel Services

Cust. Activity Report-

ing

Desktop/Connection Services

Ext. Cust. Inquiry/ Problem

Res.

Relationship Management

Mgmt., Reg., Op. Report-

ing

Process Trans-actions

Secure Network Services

Software Dev.

“I Want Something”

“I Explore My

Options”

“I Am Offered

Choices”

“I Make a Decision”

“I Get W hat I Wanted”

“I Use W hat I Received”

“I Get Information”

“I Have A Problem”

Inquire Buy UseBusiness Partner/External Customer Facing Processes

Applic. Hosting

Channel Services

Enabling Processes

Capacity Planning

ChangeManagement

Configuration Management

Billing/CostRecovery

Asset Management

InformationProtection

Supporting Processes

Personnel Finance Measurement PlanningGovernance CommunicationsEngineering Infrastructureintegration

Align with Business

Plan

Respond to Inquiry/Assess Needs

OfferChoices

ProcessActivity

ReportActivity


Plan Build Operate

Design Build &Test

Deploy

T&

O S

ervi

ces

Services andProcesses

We are analyzing performance end-to-end -- beginning and ending with our Customers/ Business Partners

Offer Transaction Capabilities

through Sale of Deposit Products

Resolve Problems &

Service Requests

Set Up Deposit Product &

Transaction Capability

Report Transactions

ProcessTransactions

ReceiveDeposit

(334,000)

ReceiveDeposit

(334,000)Transport Deposit

Transport Deposit

Proof / Encode

(265,000)

Proof / Encode

(265,000)Sort /

Capture

Sort / Capture

Dispatch or Store

Dispatch or Store

EOD / Post

EOD / Post

Render Statement

(5,000)

Render Statement

(5,000)

CustomerDrafts

Deposit(1,132,000)----------

Other Banks&

BusinessPartners

(17,000 *)

PODelivers

Statement

Bank of America Processes………………………………………….. …..

T&O ProcessesT&O Processes

End-to-End Analysis ofCore Processes

Black Belt/Green Belt/ Kaizen

Management By FactProblem Statement: Eastman Kodak Company's Order to Cash Supply Chain ranges are 62 to 165 days, as compared to Best in Class of 2-5 days orderto receipt and 20 days DSO contributing to a lost revenue opportunity exceeding $1B.

Overall Customer Satisfaction (Top 2 Boxes)

71.1% 69% 68%

91%

0%

20%

40%

60%

80%

100%

1996 1997 1998 1Q99 P&G/Mercedes

US Perfect Order Delivery (SAP Metric)

43% 48%58%

90%

0%

20%

40%

60%

80%

100%

Dec-98 Jan-99 Feb-99 Mar-99 BIC

Overall Revenue Chart

14.7

13.8

13

13

1212.5

1313.5

1414.5

15

1996 1997 1998 1Q99 Plan

$1BOpportunity

OTC Supply Chain Averages

050

100

150

200

CI BIS HI KPRO D&AI

Num

ber o

f Day

s

Key DriversCategories Causing Performance Gap

0%

10%

20%

Pricing Policies/Financial Tech./Cust. Support Sales Support Order & Delivery

Comm./Info. Ease of Contact Problem Resolution

Eastman Kodak Overall DSO (# of Days)

010203040506070

YE98 Jan-99 Feb-99 Best In Class1

PRIORITIZATION & ROOT CAUSE COUNTER MEASURES & ACTIVITIES WHO WHEN PROCESS CAPABILITY

1. DSOHigh % of credits/refunds/delays Implement fail-safe process All BU’s 12/1/99 Customer Sat., Perfect Order DeliveryToo many and varying rebates Eliminate rebates All BU’s 12/1/99 5 Days Cycle TimeUnfriendly payment plans Implement e-commerce, small order credit cards and

standardize terms and conditionsAll BU’s 12/1/99 Cycle Time, Customer Sat.

2. Shipment & DeliveryUnacceptable delivery predictability and order fulfillment Develop strategy to maximize flexibility, ensure full orders,

and meet customer delivery requirementsAll BU’s 9/15/99 $ Inv., 2-5 pp OTC Customer Sat.

Ineffective stocking strategy Review customer needs, maximize velocity matching withEK capability

All BU’s 7/1/99 2 Days Cycle Time, 2-5 pp OTC Customer Sat.,$ Inv.

3. ManufacturingLong manufacturing cycle times Implement customer order demand pull and build to order All BU’s 9/1/99 Cycle Time, $ Inv.Inflexible manufacturing Reduce set up time/cost and mfg. in small lots All BU’s 9/1/99 Cycle Time, $ Inv.4. Order AdministrationComplex order configuration Develop, simplify and implement order configurator All BU’s 10/1/99 Perfect Order DeliveryUncompetitive forecasting variability Improve mfg./supplier flexibility All BU’s 7/1/99 2 Days Cycle TimeInsufficient personnel capability Train, certify and empower key roles All BU’s 9/1/99 Employee Sat., Perfect Order DeliveryLabor extensive and complex order entry Implement e-commerce All BU’s 12/1/99 Cycle Time, Employee Sat., Perfect Order

Delivery5. ComplexityLarge/complex product portfolio (000’sK Cat #’s) Rationalize product portfolio and bundle products All BU’s 10/1/99 2-3 pp OTC Customer Sat., Perfect Order

Delivery6. Product DevelopmentLack of OTC participation in commercialization process Review and fix gate process All BU’s 7/15/99 2-3 pp OTC Customer Sat.7. MetricsSupply Chain managed on cost in functional silos Implement end to end S/C metrics and service level

agreementsAll BU’s 8/15/99 Customer Sat., Perfect Order Delivery

8. SystemsStandard ERP doesn’t meet customer needs Identify impact enhancing alternatives and implement All BU’s 8/15/99 2-3 pp OTC Customer Sat.

BENCHMARK

Target

Target = 22

Problem Statement: Eastman Kodak Company's Order to Cash Supply Chain ranges are 62 to 165 days, as compared to Best in Class of 2-5 days orderto receipt and 20 days DSO contributing to a lost revenue opportunity exceeding $1B.

Overall Customer Satisfaction (Top 2 Boxes)

71.1% 69% 68%

91%

0%

20%

40%

60%

80%

100%

1996 1997 1998 1Q99 P&G/Mercedes

US Perfect Order Delivery (SAP Metric)

43% 48%58%

90%

0%

20%

40%

60%

80%

100%

Dec-98 Jan-99 Feb-99 Mar-99 BIC

Overall Revenue Chart

14.7

13.8

13

13

1212.5

1313.5

1414.5

15

1996 1997 1998 1Q99 Plan

$1BOpportunity

OTC Supply Chain Averages

050

100

150

200

CI BIS HI KPRO D&AI

Num

ber o

f Day

s

Key DriversCategories Causing Performance Gap

0%

10%

20%

Pricing Policies/Financial Tech./Cust. Support Sales Support Order & Delivery

Comm./Info. Ease of Contact Problem Resolution

Eastman Kodak Overall DSO (# of Days)

010203040506070

YE98 Jan-99 Feb-99 Best In Class1

PRIORITIZATION & ROOT CAUSE COUNTER MEASURES & ACTIVITIES WHO WHEN PROCESS CAPABILITY

1. DSOHigh % of credits/refunds/delays Implement fail-safe process All BU’s 12/1/99 Customer Sat., Perfect Order DeliveryToo many and varying rebates Eliminate rebates All BU’s 12/1/99 5 Days Cycle TimeUnfriendly payment plans Implement e-commerce, small order credit cards and

standardize terms and conditionsAll BU’s 12/1/99 Cycle Time, Customer Sat.

2. Shipment & DeliveryUnacceptable delivery predictability and order fulfillment Develop strategy to maximize flexibility, ensure full orders,

and meet customer delivery requirementsAll BU’s 9/15/99 $ Inv., 2-5 pp OTC Customer Sat.

Ineffective stocking strategy Review customer needs, maximize velocity matching withEK capability

All BU’s 7/1/99 2 Days Cycle Time, 2-5 pp OTC Customer Sat.,$ Inv.

3. ManufacturingLong manufacturing cycle times Implement customer order demand pull and build to order All BU’s 9/1/99 Cycle Time, $ Inv.Inflexible manufacturing Reduce set up time/cost and mfg. in small lots All BU’s 9/1/99 Cycle Time, $ Inv.4. Order AdministrationComplex order configuration Develop, simplify and implement order configurator All BU’s 10/1/99 Perfect Order DeliveryUncompetitive forecasting variability Improve mfg./supplier flexibility All BU’s 7/1/99 2 Days Cycle TimeInsufficient personnel capability Train, certify and empower key roles All BU’s 9/1/99 Employee Sat., Perfect Order DeliveryLabor extensive and complex order entry Implement e-commerce All BU’s 12/1/99 Cycle Time, Employee Sat., Perfect Order

Delivery5. ComplexityLarge/complex product portfolio (000’sK Cat #’s) Rationalize product portfolio and bundle products All BU’s 10/1/99 2-3 pp OTC Customer Sat., Perfect Order

Delivery6. Product DevelopmentLack of OTC participation in commercialization process Review and fix gate process All BU’s 7/15/99 2-3 pp OTC Customer Sat.7. MetricsSupply Chain managed on cost in functional silos Implement end to end S/C metrics and service level

agreementsAll BU’s 8/15/99 Customer Sat., Perfect Order Delivery

8. SystemsStandard ERP doesn’t meet customer needs Identify impact enhancing alternatives and implement All BU’s 8/15/99 2-3 pp OTC Customer Sat.

BENCHMARK

Target

Target = 22

MBFsMBFs to prioritize actions that drive closure of performance gaps

Associate, Customer and Shareholder Associate, Customer and Shareholder Metrics to define and measure our performance

Hoshin and Performance Plans

2004 Performance Measures

2002 2003 Bench SourceMETRIC Performance Goal mark

CustomerFailed Customer Interactions DPMO

Key Process DPMO

Setting T&O goals

Setting Benchmarksfrom world-class or

breakthrough guidelines

Base-lining 2002

performance

9

Improving Core Processes Drives Customer Satisfaction

• Sales

• Service

• Fulfillment

• Credits & payments

• Deposit

Error – free processing

CustomerCustomerDelightDelight

• More than 64,000 associates have participated in Quality and Productivity training

• Now employ more than 3,000 certified “Green Belts” and “Black Belts”

• Billions of dollars in benefits

Six Six SigmaSigma

10

We Are Delighting More Customers

12.6%

42.5%

9.7%

51.7%

0%

20%

40%

60%

80%

100%

4Q 2001 1Q 2004

Satisfied (6-8)

Delighted (9 – 10)

Dissatisfied (1 –5)

11

(200,500)(200,500)

(77,013)(77,013) (89,574)(89,574)

32,49132,491

192,975192,975

1999199919971997 19981998 20002000 20012001 20022002

527,789527,789

2003 2003

1,000,0301,000,030

Growth in net new checking accounts

20042004

2,000,000 +2,000,000 +

12

Keys to the Success of Quality & Productivity at Bank of America

• Ah Yes – Starts at the top

• Common Business Metrics across the organization with compensation ties

• Business Metrics that projects are derived from

• Program flexibility – Customize to meet business objectives

• Constantly evolve the program to meet the business objectives

13

Contact Information

Joe ValasquezSVP; Quality & Prod ExecPhone: 704.386.1205Fax: 704.388.2792Email:[email protected] Building201 North Tryon StCharlotte, NC 28255

Documents

Bank_of_America Six Sigma Strategy