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.

Verisk Analytics–Process Improvement

Overview

In a significant engagement with Verisk Analytics, our consultancy was tasked with streamlining and simplifying field operations, driven by observable challenges in field personnel productivity. With deep-seated expertise, we embarked on a journey to dissect, analyze, and subsequently enhance the operational efficiency of Verisk Analytics’ field activities.

Areas of Strategic Focus

  • Operational Process Mapping: A comprehensive understanding of the current processes was essential. Through meticulous process mapping, we aimed to discern the bottlenecks and inefficiencies.

  • Operational Flow Analysis: Leveraging spaghetti mapping, we visualized the flow of activities, identifying areas of redundancy and potential optimization.

  • Value Analysis: Distinguishing between Value-Added (VA) and Non-Value-Added (NVA) activities was pivotal. This analysis allowed us to pinpoint tasks that didn’t contribute to productive outcomes.

Challenge

Verisk Analytics confronted a pressing issue: diminished productivity among field personnel. This challenge wasn’t just about numbers but revolved around optimizing workflows, ensuring that every field activity was purposeful and contributed to the company’s objectives.

Strategic Approach

Our methodology amalgamated several tools and techniques. From Process Mapping to VA/NVA analysis, and from devising Standard Operating Procedures to intricate Data Analysis, we aimed to provide a holistic solution. Each aspect of field operations was rigorously analyzed and redefined to ensure maximum efficiency.

Impact & Outcome

Our collaboration with Verisk Analytics bore tangible results. By significantly reducing NVA time, we ensured better utilization of field personnel. This strategic overhaul culminated in a notable 25% productivity gain, affirming the efficacy of our approach and the value of our partnership with Verisk Analytics.

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.

Hartford Insurance Group–IT PMO Maturity

Overview

In a strategic collaboration with Hartford Insurance Group, our consultancy was commissioned to enhance the IT PMO Capability Maturity. Our remit spanned from the development to the implementation of a PMO maturity plan, with a keen focus on bolstering governance, oversight, reporting capabilities, methodology, training, and technology.

Areas of Strategic Focus

  • PMO Maturity Advancement: Central to our mission was the refinement of the IT PMO’s maturity, ensuring Hartford Insurance Group remains at the forefront of industry best practices and delivers optimal project outcomes.

  • Governance & Methodology: The initiative’s success hinged on robust portfolio governance and the establishment of an updated, efficient methodology, aligning projects seamlessly with organizational objectives.

  • Training & Technology: As Hartford Insurance Group progresses, continuous training and technological enhancements became pivotal to ensure the sustained effectiveness and evolution of the IT PMO.

Challenge

Transforming the IT PMO capability maturity within an established entity like Hartford Insurance Group is a nuanced endeavor. Beyond the technological and process shifts, it demands the alignment of teams, methodologies, and tools to achieve a cohesive and elevated PMO capability.

Strategic Approach

Leveraging frameworks and methodologies such as PMO Maturity, Process Engineering, Project Management, and Portfolio Governance, we charted a holistic roadmap for Hartford’s IT PMO evolution. Each phase was executed with precision, ensuring that the PMO’s enhanced capabilities would resonate organization-wide and bring tangible benefits.

Impact & Outcome

Through our concerted efforts, Hartford Insurance Group now witnesses a palpable transformation in its IT PMO. With improved capability, maturity, and consistency, the PMO is better positioned to navigate complex projects, ensuring streamlined operations and value delivery across the board.

Kemper Insurance–IT PMO Maturity Plan

Overview

In a pivotal collaboration with Kemper Insurance, our consultancy was enlisted to elevate the PMO Capability Maturity within their IT domain. Our charter encompassed the design of an IT PMO maturity program and the subsequent execution of projects to both implement and enhance PMO capabilities.

Areas of Strategic Focus

  • PMO Maturity Enhancement: Our central mandate was to advance the maturity of the IT PMO, ensuring it not only meets but exceeds industry standards, thereby delivering optimized project outcomes for Kemper Insurance.

  • Project Execution & Governance: As part of the initiative, precise project management and robust portfolio governance were pivotal to ensure the seamless execution and alignment of projects with Kemper Insurance’s strategic objectives.

  • Change Management: Given the scale of the transformation, a comprehensive approach to change management, utilizing ADKAR Change Management principles, was indispensable to navigate the organizational shifts and ensure buy-in at all levels.

Challenge

Elevating the capability maturity of an IT PMO, especially within a complex organization like Kemper Insurance, presented a set of intricate challenges. It required a blend of technology, process, and people management to ensure that the transition was smooth and that the PMO’s enhanced capabilities were fully realized.

Strategic Approach

Harnessing a suite of strategic tools and methodologies—including Multi-Generational Planning, Project Management principles, PMO Maturity frameworks, ADKAR Change Management, and Portfolio Governance—we devised a comprehensive roadmap for the maturity enhancement journey. Each phase was meticulously planned, ensuring that Kemper Insurance’s IT PMO capabilities were not only enhanced but also sustainable.

Impact & Outcome

Our collaboration with Kemper Insurance has culminated in the successful adoption and deployment of the IT PMO maturity plan. The results are palpable: Kemper Insurance now boasts significant enhancements in project repeatability, reduced cycle times, and optimized resource management, underscoring the efficacy of the maturity enhancement initiative.

Erie Insurance–eDelivery Strategy

Overview

In a strategic engagement with Erie Insurance, our consultancy was appointed to craft and delineate the eDelivery Strategy for the digital distribution of insurance documents. Commencing with an in-depth understanding of current paradigms, our mandate extended to envisioning a future-state where digital delivery is seamlessly integrated into Erie Insurance’s offerings.

Areas of Strategic Focus

  • Digital Strategy Formulation: The primary objective was the conception of a robust eDelivery strategy, ensuring that digital distribution of insurance documents aligns with both technological capabilities and client expectations.

  • Operational Process Transition: As Erie Insurance transitions to eDelivery, redefining and mapping the ‘To-Be’ processes became pivotal to guarantee operational efficiency.

  • Technology & Architecture: Given the digital nature of the strategy, determining the target-state architecture was imperative to ensure a scalable and resilient eDelivery system.

Challenge

The move towards eDelivery in the insurance sector is not just a technological shift, but a comprehensive transformation that touches upon customer expectations, operational processes, and system capabilities. Ensuring seamless integration while maintaining the integrity of sensitive insurance documents presented a nuanced set of challenges.

Strategic Approach

Our methodology integrated multiple tools and approaches, including Stakeholder Analysis to understand and align varied interests, ‘To-Be’ Process Mapping to envision the future operational landscape, Target-State Architecture to determine the technological blueprint, and Multi-Generational Planning to pace the transition effectively.

Impact & Outcome

Through our collaborative efforts, the eDelivery strategy for Erie Insurance has been meticulously crafted and adopted. With the strategy in place and a clear roadmap ahead, implementation is underway, promising a digital transformation that is set to redefine how Erie Insurance connects with its clientele.

Erie Insurance–Corporate PMO Structure, Maturity, and Delivery

Overview

Engaged by Erie Insurance, our consultancy undertook a multifaceted initiative to not only establish a Corporate PMO Structure but to also enhance its maturity and delivery capabilities. Our involvement commenced with a comprehensive PMO Assessment, subsequently supporting organizational change. The engagement is progressing into Phase 3, which is anchored around executing changes to elevate project delivery and maximize benefit realization.

Areas of Strategic Focus

  • PMO Structuring & Maturity: Central to our mandate was the establishment and refinement of a robust PMO structure, aimed at ensuring optimal project management practices and maturity levels within Erie Insurance.

  • Organizational Change Management: As changes were identified post-assessment, it became imperative to facilitate a smooth transition, ensuring organizational buy-in and alignment.

  • Enhanced Project Delivery: Moving into Phase 3, our focus sharpens on the execution of changes aimed at bolstering project delivery metrics and harnessing greater benefit realization.

Challenge

Establishing a PMO within the complex landscape of Erie Insurance, while simultaneously driving maturity and optimizing delivery, presented a rich tapestry of challenges. Beyond the establishment of frameworks, it was essential to ensure that these changes resonated at all organizational levels and were geared towards tangible benefits.

Strategic Approach

Leveraging tools and methodologies such as PMO Maturity Plan, Sponsor Training, Benefit Realization Process Mapping, and Standard Work Training, we embarked on a structured journey. Every phase, from assessment to implementation, was executed with meticulous precision, keeping the end goal – enhanced project management transparency and speed – in clear sight.

Impact & Outcome

Through our strategic partnership with Erie Insurance, significant strides have been made. With improved PMO processes in place, Erie Insurance now benefits from increased transparency in project management and faster execution. This, in turn, ensures that the projects are not just delivered, but deliver value through enhanced benefit realization.

Verisk Analytics–Portfolio/ Program/ Project Planning & Execution

Overview

In an ambitious engagement with Verisk Analytics/ISO, our consultancy was called upon to establish a Project Management Office (PMO) while refining the existing processes of project prioritization and governance. Over a span of six months, Kaeppel meticulously organized a sprawling portfolio of 250 projects, instituted robust governance through a steering committee, and imparted PMO practices training across the organization.

Areas of Strategic Focus

  • PMO Establishment: Recognizing the need for structured project management, our goal was to stand up a PMO that would serve as the nexus of project coordination and execution for Verisk Analytics/ISO.

  • Project Governance & Prioritization: Instituting a clear and efficient governance mechanism, along with robust project prioritization, was identified as a linchpin for optimizing resource allocation and ensuring the alignment of projects with organizational goals.

  • Organizational Training: Ensuring the sustenance and success of the PMO and its processes demanded comprehensive training across the organization, imparting best practices and ensuring a cohesive approach.

Challenge

Managing a vast portfolio of 250 projects, each with its unique demands and stakeholders, and instilling a culture of structured project management across Verisk Analytics/ISO posed significant challenges. The imperative was not just to organize, but to prioritize, ensuring that projects of strategic importance received the attention and resources they warranted.

Strategic Approach

Drawing from a suite of tools, including Project Prioritization Criteria, Steering Committees, Program Sponsors, Project Sponsor Training, and an efficient Project Intake Process, we crafted a strategic roadmap. Through meticulous Design and Build phases, our focus was sharpened on the Top 10 Projects, ensuring they received the requisite support. Additionally, we established a Steering Committee with Governance at the Senior Vice President level, further solidifying the project management framework.

Impact & Outcome

Our engagement culminated in a transformative outcome for Verisk Analytics/ISO. With a newly minted Intake and prioritization process in place, coupled with robust governance mechanisms, the organization now boasts a streamlined project portfolio. The results speak for themselves: projects are executed with greater precision, resources are optimally allocated, and feedback from the client confirms a heightened level of satisfaction.