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  • #44089

    patel
    Participant

    Hi,
    could anyone help in finding a good Green belt project for a service industry – Non life Insurance.
    project selection criterias.
    i have already identified some processes but how to rate these for selection
    pl. help
     
    thanks
    priti

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    #140790

    GPaisley
    Participant

    I have worked as a BB in an Insurance company (on both the life and non-life side).  My response is based on projects done within the operations (back office) end of an Insurance company. 
    Several criteria come to mind–they fall into 2 general buckets:  Feasibility and Impact.
    For Feasibility, I have coached my Green Belts to ask these questions:
    1) Does the project require Six Sigma rigor to develop a solution–or is this a ‘just do it’ project?
    2) Can you get the data you will need to complete the project? (Also: can you get continuous data or just discrete data?  Are there enough cycles of your process to be able to show improvement?
    3) Is the scope of possible improvements within the team’s (or the leadership’s) span of control and willingness to implement change?  The idea here is that if a possible improvement means that you have to get a supplier to provide something to a higher level of quality, you may not have the ability to affect that;  similarly, if the kinds of improvement you think might be necessary would not be entertained by the leadership, then you may be just wasting your time.
    From the Impact perspective, using a QFD to evaluate projects on their ability to impact Costs or revenues, headcount, customer satisfaction, cycle time (including rework), or compliance would be good evaluation criteria.
    Remember that a six sigma project will drive (in one way or another) accuracy, timliness or completeness.  Every project falls into one of these three categories.
    Hope this helps.

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    #140795

    patel
    Participant

    Thanks Gpaisley,
    we have identified certain key processes (Back office) on the basis of customer complaints.
    How do i prioritise these? – pareto analysis i guess
    it would be kind of u to forward any business case statements in the team charter
     

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    #140803

    Waskita
    Participant

    Priti
    I don’t quite get it.
    First you mentioned u were looking for project selection criterias, but then in your 2nd msg it seems you’re in the midst of doing analysis already.
    If customer complaint is the main issue you want to tackle, you may  start doing process mapping to identify where things went wrong. It will be good if at the end you have the luxury to tackle all the contributing areas. If not, pareto will surely help to prioritize based on the key measures data collected.
    Good luck!

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    #140804

    Julian
    Participant

    Priti
    The key selection criteria for any project is bottom line impact.
    Don’t start process mapping anything until you have an understanding of how much money you will save your company by reducing or eliminating each of the defects.  Some complaints may be very common but cheap and easy to remedy.  Some complaints may be rare but very expensive to your company to put right so may actually have a better benefits case.
    Your objective is simple:  to reduce complaint XXXXXX from X to Y and save the company $000s!
    Regards
    Julian

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    #140823

    Orang_Utan
    Participant

    You have nothing to save if your unhappied customers go elsewhere.

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    #140832

    GPaisley
    Participant

    I’d have to agree with Ferry here.  I’m really not sure where you are in the process.  I’m not sure that you necessarily need anything more complicated than good old-fashioned brainstorming to at least come up with a list of ideas.  Then you could use a QFD to prioritize them using the criteria mentioned in my other post.
    Examples of some projects I did, or mentored or reviewed include:
    Claim payment cycle time (from claim notice to payment)
    policy issuance cycle time (from bound to policy mailed)
    Collection cycle time (premium due date to cash allocated date)
    Accuracy of policy or claim forms entered into system (every field is an opportunity–does it get entered correctly?)  I don’t know how big your company is–this may be outsourced, or you may get all your data electronically already.
    Claim review timliness (how long after receiving an update is the reserve updated in the system)
    Subrogatoin opportunity identificaion accuracy (how accurately do you identify the claims with an opportunity to subrogate?)  You could also do a timliness project on this same area.
    Reinsurance identification timliness or accuracy or completeness.  (how quickly do you identify if a claim has reinsurance coverage on it, and if so, how quickly do you notify the reinsurer, and how sure are you that you are getting every eleigible claim identified?)  I made over 3MM USD for my company on this project by identifying claims we could recover that we hadn’t caught!
    Inquiry reponse time–if a policyholder (or reinsurer) asks a question, how quickly can you get a response to them?
    Many of these projects could spawn clusters of projects–each working on just a part of the overall process.
    I hope these give you some ideas.  Please let me know if you would like more detail on these or how an opportunity/defect would be defined for each of these.
    Regards,
    GPaisley
     
     

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    #140898

    Julian
    Participant

    That’s right – so how much will this cost you? Put a number to it and prioritise this way.  I have found projects where revenue is at risk are amongst the most profitable that there are
     

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