Group3 operations and information management
Transcript of Group3 operations and information management
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OPERATIONS AND INFORMATION MANAGEMENT
Lean Processes in Insurance Industry
Group 3
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OBJECTIVES
To explore how the Lean principles could help to improve the
operational efficiencies in the Insurance Industry with specific
focus on Federal* Retirement Fund Administration Business.
*Pseudonym
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TABLE OF CONTENTS
Background on Lean
Literature Review “Tima Insurance”
Federal Insurance “Case Study”
Business Overview
Conclusion
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LEAN
Greater Efficiency
Improved Service
Greater Efficiency
Improved Service
Creating more value for customers with fewer resources
•Henry Ford who created The 1st flow production system for mass production - Toyota Production System (Womack et al. 2007)•Consequently the concept of Lean thinking emerged from the Toyota Production System•Thinking – Antidote to waste•Primary Waste classified by Toyota (Tahichi Ohno, 1988):
Over production Transportation InventoryInventory Waiting time Processing wasteMotion Production defects
Four key imperatives to implement Lean concepts in Operations
Taking a customer’s view of waste to define value according to customers and Improving process flow by optimizing touch time and minimizing cycle timeLinking customer value to employee performance andEnsuring staff at all levels are committed to the ideal of excellence and sustainable transformation.
Quality – Value – Delivery – Energised People
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LEAN IN INSURANCE INDUSTRY
Tima* Insurance !!A Insurance company that applied
“Lean principles”into their Call Centre operation with
Success!!!! *Pseudonym
Provide insurance & financial services in US & internationally. Have life, property & casualty insurance business. Greater than US$100 billion in assets
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TIMA’S BUSINESS CHALLENGE
common problem—delivering consistent & exceptional customer service.
Mediocre Customer service measurement and customer feedback capabilities.
Fierce market competition threatening their market share
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BUSINESS ACTIONS – CHECK-PLAN-DO
What did they do? Launched Lean as Closed-Loop Project which was to - :
Define Customer Interactions, Measure Quality of Interactions, Analyze Quality Gaps using performance tools and Act through Training staff
Project aimed at addressing core principles of Lean thinking: Measurement centred around the customer; Customer value drivers linked to the process; Customer-focused call representative coaching; and Processes streamlined to maximize customer satisfaction.
What the findings were?: After-call surveys- could pinpoint areas that drive higher
customer experience scores. High correlation between Agent behaviour and customer
satisfaction. a gap between good behaviour and adherence to process
standards
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GETTING IT RIGHT
Conducted a root-cause diagnosis on KPIs (AHT) by listening to the actual calls.
Developed training modules & coaching techniques from the findings
Tracked Performance using Coaching Improvement Tracker,
Used colour coded visual displays in the call centre to highlight performance trends.
Under achieving agents were made to listen to calls to assist them identify own areas of improvement
Developed knowledge library from the agents learnings
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WHAT DID THEY ACHIEVE?
Increase in first call resolution ratesIncrease in customer satisfaction scoresIncrease in salesIncrease in Employee morale – trained better to handle the callsbetter knowledge reference libraries
Reduction in average hold time -agents now resolving customer enquiries quickerReduction in transfer rates as the agents were trained to handle the calls and have
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How Federal* Insurance applied
Lean Principles to solve the business
challenges in their Retirement Fund Administration.
*pseudonym
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BUSINESS OVERVIEW
SI
Business Model
Operating model
Business Architecture
Growth, retention & retailisation
Companies, corporates, unions and public sector
Customer
Customer
Customer
Offer administration of pension funds. Actuarial & consultancy services
Call Centre, Liaison centre, 8 production offices, 8 different service offerings, 8 SLA
Multiple IT platforms, processes and staff per production office. 1 IT support team, 1 HR,1 Finance team.
Markets we serve
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BUSINESS CHALLENGE
Operational CostAdministration feesCustomer complaints
New Business salesMarket shareProfitsEfficienciesEmployee Morale
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ACTIONS Strategic Decision to launch a Project team to drive Business Model
Change Team Launched Project Demand Analysis
Understanding Value and failure Demand from the customer’s perspective
Findings
Lean approach
Demand Failure Demands %
Benefit payment/transaction status request Chaser Benefit Payments 45%
Quotes - divorce, withdrawals & retirals How much is my fund worth? 10%
Product/Rules information I want info about the fund 5%
Confirm documents received Have you received my documents? 10%
Tax related requests - IRP3/IT88 etc Please give me this information/document 5%
May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-110%
10%
20%
30%
40%
50%
60%
70%
80%
90%
SLAValueFailurePOCR
RFA May to Dec 2011
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ACTION
•Lean program launched November 2011•Lean Approach taken
© 2012 Vanguard
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Each one of these is a Process, with …and plenty of Rework
A N EXAMPLE OF THE WASTE DUE TO POOR OM DESIGN (PROCESS-PEOPLE-IT)
MemberCalls to enquireAbout Product/Request quote/Follow up on
pmnt
Search for info and cannot Find answers+- 2 min call
Agent CreatesInfo Required &
Informs Member to call Back in XX (SLA)Time (48 hours)
Member on hold whilst agent
Contacts processing for info
– Hold Time?
Value Stream
Follow-up callFrom Mbr.
No feedback yet,Agent escalate
To TL& ask mbr to call again
Follow up call. Mbr informed
of reqmnts,
mbr complains, reqmnts waived request finalised
TL escalates,Process starts, outstanding Requirement
Request pended
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Process Process Process
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FINDINGS
Waste identified Motion, Waiting, Rework, Inventory, Over Processing,
Transportation, Wasted People Potential Changes Applied
Training of staff on multiple processes User Interface upgraded, SMS functionality implemented, MIS tool upgraded to accurately capture customer
interaction Tax number validation system, Business Requirements Relaxed, Measures Tool, Visual Displays to monitor performance trends,
continuous improvement ideas NPS Tool – detractor call back process
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SUCCESS Quotes requested done on call, via fax and email &
same day, before it took 2 to 3 days. Repeat calls and escalations reduced. Calls overall reduced, increase in Point of Contact resolution & reduction in benefit payment cycle time Knowledge library improved Agents enabled to respond to customer enquiries at
POC. Benefit payments calls are treated with urgency; claim
is tagged for processing office to action and process. All areas of customer service collaborating Member detail changes (address, banking, income tax
number, beneficiary) are done at point of contact. Detractors or dissatisfied customers from the NPS
results scores are contacted daily to understand service failures.
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CHALLENGES & OPPORTUNITIES
Challenges Legacy IT Platforms, Phase in implementation approach, Time spent on buy-in Change Management, Earning Potential of Staff = quicker staff attrition.
Future Opportunities Revamp IT Platforms, Revamp Business Model in line with current customer
needs More use Social Media, invest in proper MIS tool, Redefine business measures. More focus on customer
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CONCLUSION
Lean applies in every business & every process
It is the way of thinking and acting for the entire organisation
Service Organisations can benefit significantly from applying lean principles
Customers demand value and speed Lean is a bout eliminating waste and delivering value.
Should encompass Processes, People and IT
Process
People
Operating Mode
l
IT
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Thank you