Lean Six Sigma Training Archives

Erie Insurance–Customer Data As-Is

Overview

In a collaborative initiative with Erie Insurance, our consultancy was brought onboard to meticulously document and evaluate the current state of customer data. Spanning from agent offices to the Home Office, and encompassing Personal Lines, Commercial Lines, and Life sectors, our mandate was comprehensive. The goal: to delineate the data flow, identify inefficiencies, and ensure optimal data quality and usage.

Areas of Strategic Focus

As-is Process/Observations: Our primary task involved a thorough documentation and observation of the current state of customer data handling, ensuring we captured the entirety of the data flow and its intricacies.
Field Inventory: We undertook an exhaustive inventory of data fields, ensuring a clear understanding of data sources, types, and their respective roles within the insurance ecosystem.
Voice of the Customer (VOC): To ensure a holistic understanding, we incorporated feedback and insights directly from stakeholders, gaining valuable perspectives on data utility and potential areas of improvement.
Data Quality & Reusability: A crucial aspect of our engagement was the identification of failure points leading to data quality issues. Concurrently, we aimed to identify points of data reusability, mitigating data duplication and ensuring clarity in recognizing the “golden source” or primary source of truth.

Challenge

For an esteemed entity like Erie Insurance, maintaining impeccable customer data quality is paramount. Given the multiplicity of channels, from agent offices to central operations, the task was to ensure data consistency, accuracy, and optimal usage across the board.

Strategic Approach

Our approach was multi-dimensional. By meticulously documenting the as-is processes and conducting a comprehensive field inventory, we laid the foundation for in-depth analysis. VOC insights further enriched our understanding, highlighting areas that required attention. Subsequent identification of data failure points and reusability opportunities ensured strategic recommendations that would bolster Erie Insurance’s data management practices.

Impact & Outcome

Our engagement with Erie Insurance elucidated clear pathways for data quality enhancement and efficient management. By pinpointing failure points and emphasizing data reusability, we’ve charted a course for Erie Insurance to achieve streamlined data operations, ensuring both consistency and clarity in customer data handling.

TXDOT–Change Leader Training

Overview

In a strategic collaboration with the Texas Department of Transportation (TXDOT), our consultancy was entrusted with a pivotal task: to develop and deliver comprehensive Change Leader Training. With the backdrop of 79 Modernization projects underway, aimed at transforming and modernizing TXDOT, our mission was to equip all personnel involved with the requisite knowledge and skills for successful project execution and transformation.

Areas of Strategic Focus

- Training Development: Central to our mandate was crafting a comprehensive training curriculum, tailored to address the unique challenges and opportunities presented by TXDOT’s ambitious modernization projects.
- Process Improvement: A key component of our training program, we aimed to instill best practices and methodologies to enhance operational processes and drive efficiency.
- Change Management: Recognizing the scale and impact of the modernization projects, we prioritized imparting strategies and tools to effectively manage and navigate organizational change.
- Project Management Basics: As foundational knowledge, our training encompassed the core principles and tools of project management, ensuring TXDOT personnel were adeptly equipped to execute projects seamlessly.
- Classroom Training: Valuing hands-on, interactive learning experiences, we employed classroom sessions, fostering a conducive environment for knowledge absorption and practical application.

Challenge

With the sheer scale of TXDOT’s 79 Modernization projects, the need for effective training was paramount. The challenge wasn’t just about knowledge dissemination, but ensuring that this knowledge translated into actionable insights, driving successful transformation across the entire department.

Strategic Approach

Our methodology combined a range of pivotal areas from process improvement to change management. Through classroom training, we ensured that TXDOT personnel not only understood the theoretical aspects but could also practically apply these learnings in the context of their modernization projects.

Impact & Outcome

The culmination of our efforts with TXDOT yielded transformative results. Post-training, the agency underwent a significant transformation, marked by a dramatic increase in both employee engagement and stakeholder satisfaction. This success underscores the potency of targeted training and the value of our engagement with TXDOT.

Walmart–Operational Excellence & Lean Six Sigma Training

Overview

In a significant collaboration with Walmart, our consultancy was tasked with establishing Business Project Management (BPM), Yellow Belt Lean, and Lean methodology training programs. This involved the development of comprehensive playbooks tailored for classroom delivery. Over a two-year period, our scope of work encompassed training initiatives spanning Walmart’s operations in the US, China, and Canada.

Areas of Strategic Focus

PMO Maturity: At the heart of our mission was the establishment and enhancement of Walmart’s Business Project Management capabilities, ensuring robust project oversight and alignment with strategic goals.
Yellow Belt Training: A key component of our training spectrum, we sought to instill the foundational principles of Lean Six Sigma, ensuring participants were well-versed in its core methodologies.
Lean Training: Building on the foundational Yellow Belt curriculum, the Lean training delved deeper, equipping participants with advanced methodologies and tools essential for process improvement and optimization.
Training Development & Delivery: Central to our engagement was the creation and delivery of tailored training content, ensuring it was both comprehensive and directly applicable to Walmart’s diverse global operations.

Challenge

For a global retail giant like Walmart, with operations spanning multiple continents, the challenge was multifaceted. Not only was there a need for standardized BPM and Lean training, but it was also crucial to ensure that the training resonated with the unique cultural and operational nuances of each region.

Strategic Approach

Our methodology was exhaustive. From PMO maturity enhancement to Yellow Belt and Lean training, we meticulously developed a training curriculum suited to Walmart’s global scale. The courses were then translated into actionable playbooks, ensuring consistent delivery and application. Additionally, our “train-the-trainer” initiative was pivotal in ensuring sustained knowledge dissemination beyond our direct engagement.

Impact & Outcome

The culmination of our efforts saw the successful development and deployment of PM101, Yellow Belt, and Lean courses. These courses have not only upskilled Walmart’s teams across three major regions but have also laid the foundation for a continuous culture of process improvement and operational excellence within the organization.

Clark County Nevada–Root Cause Analysis Training

Overview

In a collaborative engagement with Clark County, Nevada, our consultancy was entrusted with the pivotal task of developing and delivering Root Cause Analysis Training. This specialized training was tailored for the county’s IT development staff, with an emphasis on empowering them with the methodologies and tools necessary to effectively pinpoint and address underlying issues.

Areas of Strategic Focus

Training Development: Central to our mandate was the creation of a comprehensive Root Cause Analysis training curriculum, designed to equip the IT development staff with the necessary knowledge and skills.
Training Delivery: Beyond mere content development, our focus extended to the interactive delivery of this training, ensuring that the IT staff were not just informed but also inspired to apply their newfound knowledge.

Challenge

For an institution as pivotal as Clark County, Nevada, ensuring that the IT development staff have the capabilities to effectively diagnose and address root causes of issues is crucial. The challenge lay in crafting a training program that was not only informative but also practical, ensuring tangible outcomes in real-world scenarios.

Strategic Approach

Our approach was dual-pronged: the meticulous development of a Root Cause Analysis training curriculum and its subsequent delivery. We ensured that the training content was comprehensive, relevant, and aligned with the unique challenges and needs of Clark County’s IT environment.

Impact & Outcome

The fruits of our collaboration were evident. We successfully delivered the Root Cause Analysis training to a cohort of 40 IT resources within Clark County. This investment in knowledge is poised to enhance the county’s IT operations, ensuring a proactive and effective approach to issue resolution.

Verisk Analytics–Lean Six Sigma Training

Overview

In a notable partnership with Verisk Analytics, our consultancy was engaged to establish a robust Lean Six Sigma (LSS) Training program. Our mandate was to develop both Yellow Belt and Green Belt training modules. Harnessing a combination of classroom sessions and eLearning modules, and complemented by change management techniques, our goal was to empower Verisk Analytics’ team with the tools necessary for continuous improvement.

Areas of Strategic Focus

Yellow Belt Training Development: Our objective was to lay down the foundational concepts of Lean Six Sigma, ensuring participants comprehended the essential methodologies for continuous improvement.
Green Belt Training Development: Building upon the basics, the Green Belt training aimed to equip participants with a deeper understanding of LSS tools, preparing them for more intricate process improvement projects.
Classroom Training: Recognizing the importance of hands-on learning, classroom sessions were designed to provide interactive, in-depth exploration of LSS principles.
eLearning Modules: To offer flexibility and cater to diverse learning preferences, we developed eLearning modules, ensuring knowledge accessibility regardless of location or time constraints.
Change Management: Beyond mere knowledge impartation, we integrated change management techniques to ensure the effective application of LSS principles within Verisk Analytics’ operational framework.

Challenge

Developing an effective training program for a company like Verisk Analytics demanded more than just theoretical content. The challenge was to instill, inspire, and ensure the practical application of Lean Six Sigma principles in a manner that resonates with the organization’s ethos and operational landscape.

Strategic Approach

With a structured curriculum in place, we blended traditional classroom training with eLearning modules, offering a holistic learning experience. This was further complemented by change management strategies, ensuring not just knowledge absorption but also its effective translation into tangible operational improvements.

Impact & Outcome

The training program’s success was evident in Verisk Analytics’ subsequent strategic decisions. A year post our engagement, Verisk Analytics inaugurated their internal LSS team, taking the mantle to further the training and realize measurable benefits, a testament to the foundation and momentum our partnership provided.

Erie Insurance–Lean Six Sigma Training

Overview

In an esteemed partnership with Erie Insurance, our consultancy was engaged to impart Lean Six Sigma (LSS) Training, aimed at cultivating a culture of continuous improvement within the organization. With our seasoned expertise, we undertook comprehensive training sessions, spanning from Yellow Belt to Black Belt, and including Champion training.

Areas of Strategic Focus

Yellow Belt Training: Serving as the foundational tier, our aim was to instill the core principles of Lean Six Sigma, ensuring that participants understood the basic methodologies and tools essential for continuous improvement.
Green Belt Training: Building on the foundational principles, the Green Belt training delved deeper, honing participants’ abilities in process improvement and equipping them with more advanced LSS tools.
Black Belt Training: As the pinnacle of LSS training, the Black Belt sessions were designed to transform participants into experts, capable of leading complex improvement projects and mentoring others in LSS methodologies.
Champion Training: Beyond the traditional belts, our Champion training was tailored for organizational leaders, ensuring they were equipped to sponsor and support continuous improvement initiatives, driving sustainable change at an organizational level.

Challenge

For an organization as expansive as Erie Insurance, instilling a culture of continuous improvement demands more than just theoretical knowledge. The challenge was to ensure that the principles of Lean Six Sigma were not just learned, but internalized and applied effectively in real-world scenarios.

Strategic Approach

Our training framework was rooted in the core principles of Lean Six Sigma. Through structured classroom sessions, participants were immersed in various LSS tools, ranging from DMAIC methodologies to Kaizen principles. Our approach emphasized both theory and practical application, ensuring that participants could effectively translate their learnings into tangible operational improvements.

Impact & Outcome

Our engagement with Erie Insurance has borne significant fruit. Testament to the effectiveness and value of our training sessions, Erie Insurance has repeatedly engaged our services for consecutive training classes over the past two years. Furthermore, we are honored to have secured a contract for the entirety of 2020, underlining Erie Insurance’s trust in our expertise and the tangible benefits they’ve derived from the training.

Erie Insurance–Process Improvement

Overview

In a pivotal engagement with Erie Insurance, our consultancy was entrusted with the mission to enhance the Underwriting (UW) cycle time within their Commercial Lines segment. Given the complexities, a triage approach was adopted to holistically review overarching processes across three distinct portions of the Commercial Lines value stream. Our goal: to streamline, optimize, and elevate operational efficiency.

Areas of Strategic Focus

Holistic Process Review: Through detailed process mapping, our aim was to dissect and understand every facet of the Commercial Lines UW process, thereby identifying avenues for refinement.
Customer & Internal Feedback Analysis: Employing Voice of the Customer (VOC) methodologies and comprehensive survey development, we sought to capture both external client feedback and internal stakeholder insights.
Operational Efficiency Metrics: Utilizing tools like Value-Added (VA) and Non-Value-Added (NVA) analysis, Flow Analysis, and Benefit/Effort Analysis, our focus was on driving tangible improvements in efficiency and productivity.

Challenge

Erie Insurance’s Commercial Lines segment faced the pressing challenge of protracted UW cycle times. The task at hand wasn’t merely about incremental improvements, but a strategic overhaul of processes, ensuring that the UW cycle was both swift and efficient without compromising on the meticulousness that underwriting demands.

Strategic Approach

Our approach was comprehensive. From mapping intricate processes to conducting VO Cs and detailed surveys, we sought to gain a panoramic view of existing operations. Using tools like VA/NVA analysis, we were able to distinguish productive processes from potential bottlenecks, and with Flow Analysis and Benefit/Effort Analysis, chart a course for actionable improvements.

Impact & Outcome

Our collaboration with Erie Insurance unearthed multiple significant opportunities, each meriting exploration as individual projects. Projected outcomes from these initiatives are promising, spanning gains in quote ratios, reductions in both quoting time and cycle time, and a palpable rise in overall productivity.

Argo–Improve Policy Retention

Overview

Engaged by Argo, our consultancy was presented with a mission-critical challenge: enhance policy retention for one of their key Lines of Business (LOBs), which was underperforming against projected benchmarks. Drawing from our repertoire of tools and expertise, we set out to not just address the evident symptoms but to fundamentally transform the underlying processes, driving enhanced outcomes.

Areas of Strategic Focus

Customer Feedback Analysis: By deploying Voice of the Customer (VOC) methodologies, we sought to gain deep insights into the root causes behind the waning retention rates.
Operational Process Optimization: Through meticulous process mapping and flow analysis, our aim was to discern and subsequently streamline every aspect of the policy retention process.
Efficiency & Monitoring: Utilizing principles from the Theory of Constraints and Balanced Workload, coupled with real-time Dashboarding, we looked to ensure efficient process execution and continuous performance monitoring.

Challenge

Argo’s retention rates for one of its pivotal LOBs were not meeting organizational expectations. The task wasn’t merely about numbers; it was an intricate challenge that required a deep dive into customer perceptions, operational workflows, and the overall efficiency of the retention strategy.

Strategic Approach

Our methodology integrated a suite of strategic tools. From VOC, providing us with invaluable customer feedback, to the Theory of Constraints, highlighting potential bottlenecks, every stage was designed to identify inefficiencies and rectify them. This comprehensive approach was further complemented with real-time Dashboarding, offering a snapshot of ongoing progress and areas of potential improvement.

Impact & Outcome

Our concerted efforts with Argo led to a transformational outcome. The retention rates witnessed a substantial increase of 25%, directly translating into a return to profitability for the concerned business unit. This marked success underscores the power of holistic analysis, strategic implementation, and the value of our engagement with Argo.

Bank of the West–Creating a Culture of Continuous Improvement

Overview

Bank of the West, a prestigious financial institution, engaged our consultancy to instill a culture of Continuous Improvement amidst a challenging backdrop. The bank grappled with a 50% surge in workload volumes, yet without the luxury of adding additional personnel. Our mandate: To implement strategies that would not only accommodate this surge but also enhance overall operational efficiency.

Areas of Strategic Focus

Process Mapping & Analysis: Understanding and refining the bank’s existing processes was foundational to identifying opportunities for efficiency gains and workflow optimizations.
Workload Balance & Efficiency Metrics: In an environment with fixed personnel resources, achieving a balanced workload, adhering to Takt time, and segregating Value-Added from Non-Value-Added activities became pivotal.
Performance Monitoring: Introducing a comprehensive Dashboarding/Performance Measurement system was integral to ensure the bank could monitor, iterate, and sustain improvements over time.

Challenge

The landscape was clear and formidable: manage a substantial increase in workload without the ability to proportionally increase the workforce. This scenario required a paradigm shift, moving away from traditional banking operations to a model rooted in continuous improvement and efficiency.

Strategic Approach

Utilizing a Kaizen event, a methodology renowned for driving rapid improvements, we encompassed various tools and techniques such as flow analysis, Balanced Workload strategies, VA/NVA analysis, and more. Every facet of the bank’s operations was meticulously analyzed, refined, and optimized to meet the demands of the increased volume.

Impact & Outcome

Our collaborative endeavor with Bank of the West yielded remarkable results. Productivity soared by over 50%, enabling the bank to comfortably absorb the increased volume. Most notably, this significant uptick in efficiency did not come at the expense of quality; the bank continued to uphold and even exceed its quality commitments.

Liberty Mutual–Claims Contact Center Integration

Overview

In a pivotal engagement with Liberty Mutual Insurance, our consultancy was appointed to serve as both Integration Process Consultant and Project Manager for the Claims Contact Center integration following the merger with Safeco Insurance. The task was to adeptly oversee the fusion of a six-site claims contact center. Within a challenging timeframe of four months, we seamlessly integrated systems, telephony, staffing, training, and management for a robust 420-person contact center.

Areas of Strategic Focus

Project & Process Management: With the merger’s complexity, there was an acute need for meticulous project management and streamlined process engineering to ensure a smooth integration across the diverse centers.
System & Telephony Integration: Given the scale of the contact centers, it was paramount to flawlessly integrate disparate systems and telephony solutions, thereby ensuring operational consistency post-merger.
Staffing & Training: The human element was key. Properly staffing the integrated contact center and ensuring comprehensive training was vital to uphold the service standards both Liberty Mutual and Safeco Insurance are renowned for.

Challenge

Integrating multiple claims contact centers in the aftermath of a merger is a herculean task, laden with intricacies. The integration involved not just technological systems but also the amalgamation of distinct work cultures, methodologies, and operational nuances from both Liberty Mutual and Safeco Insurance.

Strategic Approach

Drawing upon tools such as Project Management and Process Engineering, we devised a comprehensive strategy. Every integration aspect, from system synchronization to training programs, was executed with precision. Special attention was given to “First Notice Of Loss Defects”, ensuring claims processing quality remained impeccable.

Impact & Outcome

Our involvement culminated in the timely and successful integration of the Claims Contact Center, meeting the critical cutover date. Beyond mere integration, the center now operates with enhanced efficiency, evidenced by the achievement of 1.5x the chartered benefits, setting a new benchmark for post-merger operational excellence.