TXDOT–Modernization Program

Overview

In a strategic partnership with TXDOT, Kaeppel played a central role in the Modernization Program, an agency-wide initiative aimed at revamping and modernizing processes, tools, and technology. The core of our engagement was facilitating change management. We imparted training to over 400 agency executives, change leaders, and team members, and took the lead in the execution and oversight of 76 projects and programs.

Areas of Improvement

  1. Organizational Modernization: The agency recognized a need to modernize its operations, processes, and technological tools to be more agile, efficient, and responsive to stakeholder needs.

  2. Employee Training: Training was a key component, aiming to equip more than 400 agency executives and members with the skills and knowledge to navigate the transformation.

  3. Change Management: Given the scale of the initiative, there was a clear demand for effective change management strategies to ensure a smooth transition.

Challenge

Modernizing an entire agency is no minor feat. Beyond the obvious technological shifts, it requires a profound understanding of organizational dynamics, people management, and strategy execution. Balancing the trifecta of people, process, and technology was the central challenge. Ensuring that the change was embraced and incorporated at all levels—from executives to team members—was essential for the program’s success.

Solution

Utilizing a robust suite of tools including Project Management, Organizational Design, Performance Management, Workforce Planning, ADKAR Change Management, Portfolio Governance, Training Development, and Training Delivery, we orchestrated a change that would resonate agency-wide. Our approach ensured that each of the 76 projects and programs under the Modernization Program was executed with precision and aligned with the overarching agency vision.

Outcome

The results of our collaboration with TXDOT were transformative. The Modernization Program led to a complete agency metamorphosis. There was a marked increase in employee engagement, and the feedback from stakeholders reflected heightened satisfaction levels.

Wellsense–PMO Transformation

Overview

Our collaboration with WellSense was a strategic initiative aimed at enhancing their organizational capabilities. Central to this effort was the fortification of their Project Management Office (PMO). While WellSense had a strong foundation in healthcare services, the primary goal was to refine their project management practices, making them more robust and adaptive. Furthermore, by strengthening the enterprise planning procedures, we sought to foster an environment where projects could not only be initiated efficiently but also seen to successful completion.

Areas of Enhancement

Upon our initial engagement, several areas were identified that could benefit from fine-tuning. While WellSense maintained commendable project management activities, there was room to refine and improve these practices. A unified approach to enterprise planning was necessary to bring cohesion across various projects and departments. Enhancing the consistency of project launches would ensure that all new initiatives aligned with the company’s vision and goals. Lastly, by standardizing the methodologies used in project coordination and operation, we aimed to introduce predictability and reduce overheads in their processes.

Challenge

The task at hand was multifaceted. Not only did we need to bring about a holistic transformation of WellSense’s PMO, but we also had the challenge of integrating seamlessly with their existing framework. Augmenting their team to align with the new PMO standards was essential to ensure the continuous flow of operations. Moreover, introducing and successfully marketing a new product within a mere six-month window was a significant undertaking. This rapid deployment was not just about speed but ensuring that the product met the highest quality standards and resonated with the target audience.

Solution

Our approach was systematic and methodical. By introducing cohesive PMO standards, we could ensure that project coordination was streamlined, reducing friction between teams and departments. This set of standards became the backbone for all project-related activities at WellSense. To facilitate a seamless PMO transition, we collaborated closely with the WellSense team, sharing insights, and ensuring knowledge transfer. The power of the PMO tools we brought to the table, including project plans, risk management strategies, and benefits analysis, was evident in the results. One of our crowning achievements was the successful launch of a new product in just six months without any complaints. This launch was a testament to our rigorous processes and the dedication of the WellSense team. Finally, by optimizing various facets of their operations, we were able to deliver over $5 million in cost savings for WellSense.

Trinity University–Digital Transformation

Overview

Kaeppel embarked on a comprehensive engagement with Trinity University, targeting both the digitization of their operations and a holistic IT transformation. Our dual mission was to rejuvenate the HR and Finance Department’s outdated systems while elevating the maturity of the entire IT system, paving the way for the seamless introduction of the Workday platform.

Areas of Improvement

  1. Legacy Systems & Process Gaps: The HR and Finance departments operated on legacy systems that, while functional, were not optimized for the modern needs of the university. Coupled with process inefficiencies, there was a clear need for digitization.
  2. ITIL Maturity & Potential Risks: An initial assessment of Trinity’s IT infrastructure revealed its maturity was not at par with the demands of the Workday platform. Without strategic enhancements, the transition risked challenges and potential disruptions.
  3. Data Quality, Efficiency & Practice Areas: Across both projects, a recurring theme was the need for better data quality and efficiency, and specific improvements in practice areas like security, asset management, and data reporting.

Challenge

Modernizing university operations and IT systems is a mammoth task. It was essential to ensure that the transition from legacy systems, especially in pivotal departments like HR and Finance, was smooth. Furthermore, enhancing the IT system’s maturity to prepare for the Workday platform introduction, without overhauls, added layers of complexity to our mission.

Solution

Our approach was two-pronged yet integrated:

  • Digitization: After thorough evaluations, we identified and bridged gaps in the HR and Finance department’s processes. By migrating to the Workday platform, we not only replaced the aging systems but ensured a quantum leap in data quality and efficiency. The outcome was staggering — procedures that took two weeks were now streamlined to just two clicks.

  • IT Transformation: Utilizing the ITIL framework as a guiding principle, we delved deep into Trinity’s IT ecosystem. Every facet, from security to asset management, was enhanced to progress Trinity to ITIL 3 maturity. Our role wasn’t just that of implementors; we provided leadership, ensuring a cohesive transformation aligned with Trinity’s vision.

The culmination of our endeavors resulted in increased labor savings, heightened customer satisfaction, and a university IT system primed for the future.

Platinum Dermatology Partners – Revenue Cycle Management & Process Alignment

Overview

Platinum Dermatology Partners, a national dermatology network, aimed to manage rapid acquisition growth and align processes, particularly with their offshore partner. They partnered with Kaeppel Consulting to maintain productivity and integrate workflows effectively.

The Challenge

Platinum Dermatology Partners faced several challenges:

  • Rapid Growth: Managing a rapid acquisition growth phase and aligning processes.
  • Offshore Coordination: Coordinating with an offshore partner to maintain productivity.
  • Process Alignment: Ensuring workflows and functions were balanced and integrated.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Interim Management: Provided interim management to bridge the gap and maintain productivity during the transition.
  2. Workflow Integration: Integrated workflows and balanced functions across the organization, including the offshore partner, IKS.
  3. Technology Optimization: Utilized native systems, including BI tools, billing, electronic records collections, and Microsoft Teams for effective data management and communication.
  4. Performance Maintenance: Maintained performance levels and created a culture of excellence.

Results

Kaeppel Consulting’s efforts resulted in successful alignment of offshore and national teams, maintaining productivity and performance levels. The integrated workflows and optimized processes ensured smooth operations and supported the rapid growth phase.

Conclusion

Kaeppel Consulting’s expertise in revenue cycle management and process alignment enabled Platinum Dermatology Partners to manage their rapid growth effectively and maintain high performance levels.

Catawba – Revenue Cycle Transformation & Central Billing Office Optimization

Overview

Catawba, an integrated health system, sought to transform its revenue cycle and optimize its Central Billing Office (CBO) to address underperformance issues. They partnered with Kaeppel Consulting to enhance staff productivity, financial performance, and leverage technology more effectively.

The Challenge

Catawba faced several challenges:

  • Underperformance: Issues with staff productivity, financial performance, and structural inefficiencies.
  • Technology Utilization: Not leveraging technology effectively for optimal performance.
  • Performance Tracking: Lack of tracking for staff and performance KPIs.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Revenue Cycle Transformation: Implemented new workflows and optimized billing systems to improve efficiency.
  2. Central Billing Office Optimization: Developed a new organizational structure and standardized data collection practices.
  3. Technology Integration: Upgraded the billing platform and integrated BI tools, electronic records, and Microsoft Teams for better data management and reporting.
  4. Performance Dashboards: Created executive dashboards to monitor financial and staff productivity levels.

Results

Kaeppel Consulting’s efforts resulted in a significant improvement in staff productivity, financial performance, and structural efficiency. The new organizational structure and optimized technology usage led to better data management and performance tracking, ensuring long-term success.

Conclusion

Kaeppel Consulting’s comprehensive approach to revenue cycle transformation and CBO optimization enabled Catawba to overcome underperformance challenges and achieve operational excellence.

CVR Energy – Lean Six Sigma Training and Budget Optimization

Overview

CVR Energy aimed to achieve cost savings and build a continuous improvement culture within their finance team. They partnered with Kaeppel Consulting to provide Lean Six Sigma training and leadership development.

The Challenge

CVR Energy faced several challenges:

  • Cost Savings: Achieving a 10% savings in the annual budget cycle.
  • Training Needs: Providing Lean Six Sigma training for the finance team.
  • Leadership Development: Building a continuous improvement culture through leadership training.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Lean Six Sigma Training: Delivered training for the finance team, including Lean/Kaizen events.
  2. Leadership Training: Developed leadership skills to build a continuous improvement culture.
  3. Hydrocarbon Inventory Control: Improved tools and equipment controls for better financial management.

Results

Kaeppel Consulting’s efforts resulted in a 10% savings in the annual budget cycle for CVR Energy. The Lean Six Sigma training and leadership development fostered a culture of continuous improvement, leading to sustained financial and operational benefits.

Conclusion

Kaeppel Consulting’s expertise in Lean Six Sigma and leadership training enabled CVR Energy to achieve significant cost savings and build a robust continuous improvement culture.

Bexar County Sheriff’s Department – Comprehensive Review, Triage, & Roadmap

Overview

The Bexar County Sheriff’s Department, under the leadership of newly elected Sheriff Susan Pamerleau, sought to recover its reputation and build a culture of transparency and continuous improvement. They partnered with Kaeppel Consulting for a comprehensive review and roadmap development.

The Challenge

    • Reputation Recovery: Establishing a roadmap for improvement.
    • Employee Engagement: Building a culture of trust and improving retention.
    • Continuous Improvement: Developing a continuous improvement culture and mindset.

      The Bexar County Sheriff’s Department faced several challenges:

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Vision and Strategic Objectives: Developed a new Vision, Mission, Core Values, and strategic objectives for a 3–5 year horizon.
  2. Roadmap Development: Created a roadmap of projects and facilitated leadership through ownership and prioritization.
  3. Process Triage: Assessed the as-is state of office locations, scheduling, tools, and managing the jail.
  4. KPI Development: Established KPIs and performance scorecards for each division.

Results

Kaeppel Consulting’s efforts resulted in a new vision and strategic objectives for the department, a comprehensive roadmap of projects, and long-lasting improvements in processes and employee engagement. The department continues to use the outcomes of the triage process for ongoing improvement.

Conclusion

Kaeppel Consulting’s comprehensive review and roadmap development enabled the Bexar County Sheriff’s Department to recover its reputation and build a culture of transparency and continuous improvement.

Bank of the West – Operational Excellence in BSA/AML Operations

Overview

Tesoro, a prominent player in the energy sector, sought to create an Operational Center of Excellence and train leadership in Lean Six Sigma to drive significant cost savings and build a continuous improvement culture. They partnered with Kaeppel Consulting to achieve these goals.

The Challenge

  1. Tesoro faced several challenges:

    • Cost Savings: Achieving a 15% savings in annual budgets.
    • Cultural Transformation: Developing a culture of continuous improvement across the organization.
    • Leadership Training: Ensuring leaders were equipped with Lean Six Sigma methodologies.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Operational Center of Excellence: Established a center focusing on continuous improvement and operational excellence.
  2. Maturity Model Development: Created a maturity model across six key areas: Leadership Engagement, Organization, Methodology/Tools, Training & Development, Communication, Rewards and Recognition.
  3. Maturity Assessment Tool: Utilized to measure baseline and ongoing progress.
  4. Change Management Methodology: Developed for the CFO organization.
  5. Leadership Training: Delivered engagement training focused on behavioral changes required for a successful CI culture.
  6. Hands-On Training: Emphasized practical application of methodology and tools with mentoring/coaching.
  7. Governance Structure: Launched a governance structure and steering committee for the CFO group’s Continuous Improvement deployment.

Results

Kaeppel Consulting’s efforts resulted in a 15% savings in annual budgets for Tesoro. The establishment of the Operational Center of Excellence and the implementation of a maturity model fostered a culture of continuous improvement, while leadership training and hands-on application ensured sustainable success.

Conclusion

Kaeppel Consulting’s tailored approach enabled Tesoro to achieve significant cost savings and build a robust continuous improvement culture. Our expertise in Lean Six Sigma and change management transformed their operations.

New York Life–Operations Triage for AARP Growth Potential

Overview

In a strategic collaboration with New York Life, our consultancy was brought on board to undertake an intricate operation: conducting a triage for the New York Life AARP program. With the stakes being high, our mission was to meticulously identify, evaluate, and prioritize enhancement opportunities spanning a multitude of areas — from Sales and Service to IT, document management, claims, and various support sectors.

Areas of Strategic Focus

  • Comprehensive Triage: At the core of our engagement was the systematic triage process, encapsulated by the Define, Measure, Analyze, and Execute methodology. This comprehensive approach allowed us to delve deep into the operational intricacies of the AARP program and pinpoint areas of opportunity.

  • Cross-Functional Analysis: Recognizing the multi-faceted nature of the AARP program, our analysis spanned multiple functions. From Sales to IT and claims, we endeavored to provide a holistic view of the program’s strengths and areas ripe for enhancement.

Challenge

New York Life’s AARP program is an expansive initiative, touching multiple facets of the organization. The challenge was to conduct a triage that was both thorough and actionable, with the end goal of supporting New York Life’s bid to renew its pivotal AARP program.

Strategic Approach

Our methodology was anchored in a structured triage process. By defining the scope, measuring current capabilities, analyzing findings, and plotting an execution strategy, we were poised to provide New York Life with a detailed roadmap, highlighting both achievements and areas of potential growth.

Impact & Outcome

The culmination of our endeavor was the delivery of a detailed triage report, meticulously crafted to support New York Life’s application for renewing the AARP program. The testament to our collaboration’s success was clear: New York Life successfully renewed its AARP program for life insurance, marking a significant milestone in its partnership with AARP.

Liberty Mutual Insurance–Workflow Management Tool

Overview

In a strategic alliance with Liberty Mutual Insurance, our consultancy undertook the mission of implementing novel workflows in their Workflow Management tool. The vision was clear: to automate and streamline a plethora of backoffice tasks, driving operational efficiency and enhancing task execution capabilities.

Areas of Strategic Focus

  • Project Management: A project of this magnitude necessitated rigorous project management to ensure milestones were achieved, resources optimally utilized, and the end goal realized within the stipulated timeframe.

  • Process Engineering: Central to our engagement was the design and implementation of refined workflows. This involved a meticulous analysis of existing processes, followed by crafting optimized pathways to bolster the capabilities of the Workflow Management tool.

  • Performance Management: Post-implementation, our focus shifted to measuring and managing the performance of the new workflows. This ensured that the desired efficiencies were being achieved and provided insights for any potential refinements.

Challenge

For a major insurer like Liberty Mutual Insurance, backoffice tasks play a pivotal role in day-to-day operations. The challenge lay in not just automating these tasks, but ensuring the newly instituted workflows were robust, efficient, and adaptable to the ever-evolving needs of the insurance industry.

Strategic Approach

Our methodology combined adept project management with process engineering prowess. By thoroughly understanding Liberty Mutual’s backoffice operations, we were poised to design workflows that not only automated tasks but did so in a manner that elevated operational efficiency.

Impact & Outcome

The collaboration’s results were palpably transformative for Liberty Mutual Insurance. With the new workflows in place, the subrogation teams experienced notable improvements in consistency and capacity, underscoring the strategic value and effectiveness of the newly instituted Workflow Management tool.