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Workflow of the Future Journey to Excellence

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Pam Kreager, Long Term Care Group, Inc. Kelli Martin, Genworth Financial ... Kelli Martin, Client Account Manager Career Channel, Genworth Financial. 3 ... – PowerPoint PPT presentation

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Title: Workflow of the Future Journey to Excellence


1
Workflow of the Future Journey to Excellence
  • Presented by
  • Irene Juthnas, MetLife
  • Pam Kreager, Long Term Care Group, Inc.
  • Kelli Martin, Genworth Financial
  • Facilitated by Amy Chambers, Genworth Financial

2
PANELISTS
  • Irene Juthnas, Director of Underwriting, Met Life
  • Pam Kreager, Underwriting Director, Long Term
    Care Group, Inc.
  • Kelli Martin, Client Account Manager Career
    Channel, Genworth Financial

3
MetLife Underwriting Model
  • Underwrite Group and Individual LTC
  • Agent calls
  • Appeals
  • Audit Underwriting Quality
  • Quality Management System
  • Risk Management
  • Compliance

4
MetLife Individual Model
  • Imaging
  • Underwriting Team
  • Case Management
  • Vendor Relations
  • Underwriting Call Team
  • Resource Call Team
  • Policy Print

5
MetLife Group Model
  • Imaging
  • New Business Processing
  • Underwriting Team
  • Vendor Relations
  • Customer Service

6
LTCG Underwriting Model
  • Multiple supervisors
  • Regular underwriters for multiple clients
  • Agent calls
  • Contract underwriters
  • Quality assurance auditor
  • Early claims review
  • Reconsideration and appeals
  • Administrative assistants

7
LTCG Functional Teams
  • Mailroom and imaging
  • Application control
  • Risk management information
  • Tele application
  • Call center
  • Underwriting
  • Policy issue
  • Financial and policy owner services
  • Claims and care management

8
MetLife - Impact of Technology
  • Imaging complete file
  • Remote Work
  • Access to information
  • No lost documents
  • Administrative System
  • Auto Underwriting
  • Auto assignment
  • Auto Requirements ordering
  • Electronic Data exchange
  • Access to Comprehensive UW information

9
MetLife Impact of Technology
  • IP phone/Virtual Fax/ Instant Messaging
  • Web meetings/training/ Conference calls
  • Improved Cycle Time
  • Improved Customer Service
  • Improved Reports

10
LTCG Technology
  • Imaging system
  • Entire file
  • Incoming and outbound letters
  • Administration system
  • Real time information
  • To do lists
  • Letter templates
  • Modules by functional area
  • Auditable
  • Phone system upgrade

11
LTCG Impact of Technology on Processes
  • Work from remote locations
  • Set up a call center type call routing
  • No lost or misfiled information
  • Routing of the files
  • Data retrieval by information source
  • Review status

12
What has your experience been with changes in
technology?
13
What other technology have you tried and what
has been the result?
14
MetLife Wing to Wing Process
  • Application Receipt to Policy Print/Decision
    Correspondence
  • UW Cycle Time Assigned to UW to UW Decision
  • Measured Weekly and Cumulative
  • Monitor Summary Data and Detail Data

15
MetLife Measurement and Analysis
  • If you cannot measure it, you cannot control
    it. If you cannot control it, you cannot manage
    it. If you cannot manage it, you cannot improve
    it.
  • H. James Harrington

16
MetLife Cycle Time Measurement Tool
17
MetLife Cycle Time Measurement Tool
18
MetLife Cycle Time Actions
  • Application Changes
  • Internal Process Improvement
  • Vendor Process Improvement
  • Establish / Enhance Time standards
  • React quickly to changes
  • Focused audits / Retraining
  • Reduction in cycle time

19
MetLife Production and Quality Program
  • Quality Management System Program
  • Dedicated Audit staff
  • Enhanced Productivity/Quality Tools
  • Communication of Productivity and Quality
    results
  • Productivity measured against goal and peer
    results

20
MetLife Scorecards
  • Part of MetLifes QMS program
  • Unit scorecard communication
  • Measures unit key objectives goal vs actual
  • Ongoing communication of results

21
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22
Quality Management
23
What is Quality Management?
  • Quality Management is having measurements in
    place to keep the eye on the target for
    productivity and movement towards achievement of
    goals.

24
Important Steps for Developing a Strong Quality
Management System
1. Document the Process2. Identify Internal
Process Measurements3. Identify W2W Process
Measurements4. Develop Quality Measurement
Process5. Define Factors needed for
Establishing Goals
25
Process Documentation
  • A tool to identify value add and non-value add
    steps
  • A method for measuring cycle time for each step
  • A way to provide consistency between processors

26
Types of Process Measurements
  • Cycle Time
  • Productivity
  • Accuracy
  • Pending Volume
  • Decline Rate
  • Decline Percentage by Age Group

27
Wing to Wing Process Steps to Measure
  • Image Time
  • Data Entry Time
  • Screening Time
  • Audit Time
  • Medical Requirement Time
  • Underwriting Time
  • Issue Time
  • Mail Time
  • Transport Time
  • Wait Time

28
How can you impact production at any step in the
process from application receipt to the final
underwriting decision?
29
Have any process changes positively or negatively
impacted your productivity?
30
Quality Measurement Process
  • Strong Audit Process Must be in Place
  • Random sample mathematically determined
  • Audit conducted at each step
  • Repeatable audit

31
Factors used for Establishing Goals
  • Value Add Steps and Non-Value Add Steps in a
    Process
  • Timings taken from a random sample of processors
    at different performance levels
  • Experience of employees
  • Pending Queue Volume / Workable Volume

32
Examples of Productivity Tools
33
Dashboards / Scorecards
  • Snapshot tools for monitoring and measuring
    progress
  • Different levels
  • High level Productivity
  • Departmental Productivity
  • Individual productivity
  • Must be updated regularly
  • Must have drill downs

34
Dashboards / Scorecards
  • Why Use Them?
  • Keep an eye on the target
  • A way to understand how well you are doing
  • Identify gaps and opportunities
  • What to Measure
  • Every part of the process that impacts the end
    result that you are trying to achieve.
  • Y f(x1, x2, x3,..)

35
Sample Dashboard Daily Cockpit
36
Sample Underwriting Tool
37
Sample Underwriting Tool
38
Additional Sample Productivity Tools
  • Individual Processor Dashboards
  • Total Issued and Premium
  • Total Declined, Incomplete or Withdrawn and Lost
    Premium
  • Overall Cycle Time
  • Audit Results
  • Vendor Dashboards
  • Cycle Time

39
How have dashboards / scorecards helped in your
management of the wing to wing underwriting
process?
40
Process Improvements
41
Process Improvements
  • All processes have room for improvement!
  • Quote Champions are Never Satisfied.

42
Driving Forces for Process Improvements
  • Voice of the Customer
  • Increase in Cycle Time
  • Decrease in Accuracy
  • Production Goals
  • Employee Needs Ease of Processing
  • Request from Higher Up

43
Process Improvement Techniques
44
Work OutTM Session
  • Eliminate unnecessary work
  • Identify quick hits
  • Empower employees
  • Identify new-way ideas
  • On-the-spot decisions

45
Six Sigma
  • A 5-step process that provides an
    understanding of how good a process is, how good
    it can be and why there is a gap in performance.

46
Five Step Quality Process
  • Define Define the Problem
  • Measure Determine how bad the problem is
  • Analyze Determine what is causing the
    problem
  • Improve Develop a fix for the problem
  • Control Make sure the fix stays

47
Recipe for Success
  • Having a clear understanding of the driving
    factors
  • Being able to take raw data, analyze it and
    identify opportunities
  • Know what to measure
  • Mean
  • Median
  • Variation
  • Eliminate outliers to reduce variation
  • Understand complete process
  • Making the customer happy!

48
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