ALIGNING THE ENTIRE ORGANIZATION TO ACHIEVE BUSINESS AND ORGANIZATION GOALSCase Study, Concepts and Debatable Ideas
Kenny OngTakaful Ikhlas Sdn Bhd
The World Today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after 48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users in forum
BusinessWeek, May 4, 2009
• Shareholder : MNRB Holdings Berhad (100%)
• Established Date : 18 September 2002
• Operational since : 2 July 2003
• Takaful Model : Al-Wakalah
• Business Portfolio : General and Family Takaful
• Number Products : More than 90
• Number of Participants : More than 1,800,000
• Number of Agents : More than 6,000
• Number of Staff : 490
• Regional Offices : 11
• Paid Up Capital : RM295 million
TAKAFUL IKHLAS CORPORATE PROFILE
Referral
Employees
Specialist& Hospitals
Panel GP Clinics
EMPLOYEES & DEPENDANT• Claims Submission• Tracking of eligibility• Enquiries & Complaints • Employee benefit materials• Unions• Abuse of benefits
PANEL CLINICS•Processing Bills•Payment •Appointment and removal•Policies & Procedures•Tracking Entitlements •Issues & Complaints•Overcharging & Abuse •MC Verification
SPECIALIST & HOSPITALS•Issuance of GL•Hosp. Bank Guarantee/Deposit•Appointment and removal •Tracking Entitlements•Processing Bills•Payment •Hospital Reports
CLIENT
TISB
EASY ACCESS TO CARE•Panel of 2000 clinics
nationwide•All major hospitals recognises
our GLs•Appointment & management of
medical panel
1st CLASS SERVICE•Benefit & Procedure briefing
•Help Desk•Tri-annual Cost & Utilization
Report•Benchmarking
•Analysis & Recommendations
PEACE OF MIND•24/7 LOG Issuance •Cashless Admission
•Comments
TISB Medical/Health (EB/GHS) Solution
2,7
84
,78
0
2,5
38
,32
3
2,3
95
,66
3
2,0
52
,11
5
4,1
48
,24
2
3,6
05
,95
8
3,3
15
,32
3
2,8
38
,85
4
2,3
38
,93
3
1,9
17
,00
0
1,5
51
,00
0
1,1
70
,00
0
15.64
19.9622.47
25.84
29.72
34.1836.74
42.26
22.67
28.37
26.1725.08
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
To
tal M
ed
ica
l C
os
t (R
M)
Pe
r Me
mb
er P
er M
on
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)
ABC Medical Cost Experience with TISB ABC Medical Cost Experience & Projection
PMPM ABC Experience & Projection PMPM ABC with TISB
Inflation = 7.4% p.a.Inflation = 7.4% p.a.
Inflation = 19.86% p.a.Inflation =
19.86% p.a.
TISB Medical Cost Management
100% RENEWED WITH US
SINCE 2009/2010
100% RENEWED WITH US
SINCE 2009/2010
Intro
“…in the past 18 months, we have heard that profit is more important than revenue,
quality is more important that profit, people are more important than profit,
customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our
performance is inconsistent"CEO, Anonymous
Before we start…
In the old days of HR…• Average training hours per staff• % of staff attending training• # of training programs• % of training programs conducted• Training needs analysis conducted• Competency models developed• Training budget as % of payroll
What’s wrong with this picture?
Before we start…
Moral of the story…
1. Innovation:– Business models– Products– Services
2. Market Leadership
3. Competitive differentiation
Get the picture?
What is the OBJECTIVE of a Performance Management System?
• What is the ultimate objective of a Performance Management System?
• ‘Performance’ – achievement, • ‘Management’ – controllable, improvement• ‘System’ – predictable outcome, autorun
Summary?• A Predictable process to Improve Controllable
Achievements
What is the OBJECTIVE?
Succession Planning (Business Continuity)
Talent Management
Differentiation
Performance Management System
Budgeting + Planning
BSC and KPIs
Strategy
Business Model
Business Strategy
People Management
Understanding Your Business Model and Strategy
Focus on the Business Strategy and Business Direction first
The McPlaybook*
Make it easy to eat• 50% drive-thru• Meals held in one
hand
Make it easy to prepare• High Turnover• Tasks simple to learn
& repeat
Make it quick• “Fast Food”• Tests new products
for Cooking Times
Make what customers want• Prowls market for new
products• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
What is the Business Model?
USP
Market Discipline
Profit Model
•Tata Nano
Business Model: Profit Model
Revenue
Cost
MarginCash Flow
Assets
What is the Business Model?
USP
Market Discipline
Profit Model
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
OperationalExcellence
CustomerIntimacy•Air Asia
•LV
•Ramly
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Alignment & Consistency: Market Disciplines
Eg. GoogleTata Nano
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Alignment & Consistency: Market Disciplines
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Alignment & Consistency: Market Disciplines
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Alignment & Consistency: Disciplines, Priorities, and KPIs
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Alignment & Consistency: Market Disciplines
Operational Excellence(low cost producer)
Product Leadership(best product)
Customer Intimacy(best total solution)
Alignment & Consistency
HP well-balanced portfolio, mass customization
Acer super lean cost structure, aggressive pricing
Apple powerful products, premium
pricing, limited range
Still Doing well in
2009/2010
ALIGNING YOUR ORGANIZATION TO THE BUSINESS MODEL
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Strategy: Disciplines, Priorities, and KPIs
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Strategy: Disciplines, Priorities, and KPIs
• Operational Excellence• Move know-how from top performing
units to others• Benchmark against best in class• Ensure operations training for all
employees• Use disciplines like TQM for continuous
learning to reduce costs and improve quality
Strategy: Value Disciplines
Strategy: Value Disciplines
• Customer Intimacy• Capture knowledge about customers• Understand customer needs• Empower front line employees• Ensure that everyone knows the
customer• Make company knowledge available to
customers
• Product Leadership• Reduce time to market• Commercialize new products fast• Ensure that ideas flow• Reuse what other parts of the company
have already learned• Ensure there are multiple sources of
funding
Strategy: Value Disciplines
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Strategy: Value Disciplines
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Strategy: Value Disciplines
Alignment: 4-Wheels Model
Culture
Business
Model
Strategic Planning
StructurePerson
Leadership
Resources
Alignment: Framework
• Focus point• Alignment• Quality• Innovation & Differentiation• Risk taking• Performance Management• Corporate obsession• Decision making
Culture
Alignment: Framework
• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized & Empower
Structure
Strategy: Framework
• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B, Promotions• Sense of Urgency• Speak regularly about Performance
Leadership
Strategy: Framework
• Recognition• Recruitment• Training• Profit sharing• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)
Person
Strategy: Framework
Enablers• Technology• Equipment• Materials• Human• Intellectual
Property• Partners• Property
Resources
Funding • CAPEX• OPEX
Alignment: 4-Wheels Model
Culture
Business
Model
Strategic Planning
StructurePerson
Leadership
Resources
Revenue
Base Retention
Share Gain Positioning Adjacent Market
New Business
Financial
Learning & Growth
Internal Process
Customers
Cost Margin
Strategy and Alignment
Cash Flow Asset
Operational Excellence
Product Leadership
Customer Intimacy
Investment Strategy
Competencies Information Systems
Motivation, empowerment,
alignment
Satisfaction
Aligning Budget and Resources to Business and Organization Goals
The art and science of allocating and aligning Resources to strategic plans
Budgeting: Some thoughts…
Two major roles of Budgeting:
1. Provide real-life CONSTRAINTS to strategic planning
2. Provide RESOURCES to realize strategic plans
Why Constraints?1. Over aggressive unrealistic planning, usually by
Marketing/Sales need to be grounded to real life2. Creative entrepreneurial thinking when resources are
limited3. Enforce the need for Accountability i.e. ‘ROI’ thinking for
all Managers
E3 – Department BSC
Customer Perspective – Marketing Department
Goals Strategies Targets CAPEX OPEX
Base Retention
Share Gain
Budgeting
Alignment: 4-Wheels Model
Culture
Business
Model
Strategic Planning
StructurePerson
Leadership
Resources
Strategy: Framework
Enablers• Technology• Equipment• Materials• Human• Intellectual
Property• Partners• Property
Resources
Funding • CAPEX• OPEX
Operational Excellence
Operational Excellence
Customer Intimacy
Customer Intimacy
Product Leadership
Product Leadership
Organization, jobs,skills
Management systems
Information and systems
Culture, values,norms
Each Discipline Requires Different Priorities & Resources
Operational Excellence
•Central authority, low level of empowerment•High skills at the core of the organization
•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset
• Integrated, low cost transaction systems•The system is the process
•Command and control•Quality management
Operational Excellence
•Central authority, low level of empowerment•High skills at the core of the organization
•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset
• Integrated, low cost transaction systems•The system is the process
•Command and control•Quality management
Organization, jobs, skills
Management systems
Information and systems
Culture, values,norms
Each Discipline Requires Different Priorities & Resources
Organization, jobs,skills
Management systems
Information and systems
Culture, values,norms
Product Leadership
•Ad hoc, organic and cellular•High skills abound in loose-knit structures
•Concept, future-driven•Experimentation and 'out of the box' mindset
•Person-to-person communications systems•Technologies enabling cooperation
•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability
Product Leadership
•Ad hoc, organic and cellular•High skills abound in loose-knit structures
•Concept, future-driven•Experimentation and 'out of the box' mindset
•Person-to-person communications systems•Technologies enabling cooperation
•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability
Each Discipline Requires Different Priorities & Resources
Organization, jobs,skills
Management systems
Information and systems
Culture, values,norms
Customer Intimacy
•Empowerment close to point of customer contact•High skills in the field and front-line
•Customer-driven•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and external information
•Strong analytical tools
•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’
Customer Intimacy
•Empowerment close to point of customer contact•High skills in the field and front-line
•Customer-driven•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and external information
•Strong analytical tools
•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’
Each Discipline Requires Different Priorities & Resources
Managing Gaps between actual and planned budgets
1. Budgeting vs. Priorities
2. Basic Budgeting policies
3. Activity Grid to determine budget priorities
4. Budgeting for Investments based on the ‘BCG Matrix’ principles
Budgeting vs. Priorities
Priority = Time + Money
Budgeting vs. Priorities
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
NPD Cycle Time
Improve Edge
Extensions
Counter Competitor
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Focused on ‘Breakthrough’
JV, In-source, Out-source
Eliminate bottom 20%
Improve Top 15% revenue-generating products
↓ R&D, ↑Sales
Example: Business Situation vs. R&D Priorities
Activity Grid to determine budget priorities
Increase (↑)What are features/
activities/services to increase?
Create (+)What are features/
activities/services to introduce?
Reduce (↓) What are features/
activities/services to reduce?
Eliminate (-)What are features/
activities/services to eliminate?
1. Manage conflicts where limited resources should go2. Solve problem of compounding activities & resources
Budgeting for Investments based on the ‘BCG Matrix’ principles
Business Performance
Market Potential
Budgeting in a Downturn
1. StratEx
2. CoREx
Why we hate Performance Appraisals
How we de-motivate our own Talent Pool
Complaints about Performance Management Systems
• Bias• Different Standards• Surprise• Subjective• No linkage• No differentiation• Secretive• No follow up• No control• No support
Systems Problem…
Complaints about Performance Management Systems
• Different Standards• Surprise• Subjective• No linkage• No differentiation• No support
*The rest are ‘people’ problems… to be dealt with in another time
What is Performance Appraisal used for?
Reward?
Discipline?
Development?
Motivation?
Promotion?
Monitor?
No wonder our employees are
confused!
What is Performance Measurement used for?
Reward?
Discipline?
Development?
Motivation?
Promotion?
Monitor?
Behavior-based
Knowledge/Skill based
Results-based
Trait-based
Which system should we use?
Managing Performance = Managing Expectations
What’s YOUR expectation?
Activity based
MBO Standards
A Excellent
B Good
C Average
D Poor
E Useless
MBO Standards
A Excellent
B Good
C Average Good
D Poor
E Useless
MBO Standards
A Excellent Excellent
B Good Very Good
C Average Good
D Poor Not Good
E Useless Commit Suicide
Sample KPIs for Each Market Discipline
Operational Excellence
• Price• Selection• Convenience• Zero Defects• Growth
Operational Excellence
• Price• Selection• Convenience• Zero Defects• Growth
Customer Intimacy
• Customer Knowledge
• Solutions Offered• Penetration• Customer Data• Customer-success
focus
Customer Intimacy
• Customer Knowledge
• Solutions Offered• Penetration• Customer Data• Customer-success
focus
Product Leadership
• Marketing• Functionality• # of Successes• # of Failures• Learn from key
users• Interdisciplinary
teams• Pipeline
Product Leadership
• Marketing• Functionality• # of Successes• # of Failures• Learn from key
users• Interdisciplinary
teams• Pipeline
Competency Target Setting
1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity
What’s the problem here?
Competency Target Setting
Initiative
1. Minimize problems quickly without needing to be asked
2. Seeks personal growth and professional self-development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and approaches to completing assignments
5. Looks for opportunities to help others and team
Competency Standards
3 Meets behavioral standards consistently. Is a good role model for others.
2 Meets behavioral standards some of the time. Needs improvement.
1 Does not meet behavioral standards. Require counseling or disciplinary actions.
Talent Segmentation
Group I
(Talent Pool)
23
45
PE
RF
OR
MA
NC
E
2 3 4 5
POTENTIAL• Identify
Employee Differentiation
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
23
45
PE
RF
OR
MA
NC
E
POTENTIAL• Identify
Talent Segmentation
• Who is your Talent?
: A Talent for others does not mean a Talent for you
Talent Segment Targeting
• Unwanted by big MNCs• Small companies• Boring Environment• No Growth/Learning• No MBA• Passion, Values, IQ (streetsmart)• Appreciate Chaos• Multitask• Passion to Learn
Curse of the Bell Curve
‘A’ Staff
‘B’ Staff
‘D’ Staff
‘E’ Staff
‘C’ Staff
END NOTES
Which Company?
American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector
companies
• 500 million customers2010 American Customer Satisfaction Index (ACSI)
E-Business Report
Which Company?
American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index (ACSI) E-Business Report
Popularly Unpopular
Popularity
≠
Affection
Don’t forget…
“The business of business is
Business, not HR”
Thank You.
soft copy of slides: http://totallyunrelatedrandomanddebatable.
blogspot.com/
More About Takaful Ikhlas
BUSINESS GROWTH
GROSS CONTRIBUTION (Gross Premium) :
• 2010/2011 : RM761 million
• 2009/2010 : RM615 million
• 2008/2009 : RM 579 million
• 2007/2008 : RM428 million
• 2006/2007 : RM224 million
• 2005/2006 : RM147 million
• 2004/2005 : RM66 million
• 2003/2004 : RM6.5 million
AWARDS
• Global Leadership Award 2011 (Takaful Sector) - YBhg Dato’ Hj Syed Moheeb
• Kuala Lumpur Malay Chamber of Commerce Merit Industy Award 2011 (Insurance Sector) - YBhg Dato’ Hj Syed Moheeb
• MTA Takaful Awards 2011 - BancaTakaful: Top Person Producer Award, - BancaTakaful: Top Person Producer Award – Investment-Link Regular,- BancaTakaful: Top Person Producer Award – Investment - Link Single - Young Takaful Manager Award – Wan Jemizan W. Deraman
• Islamic Finance News 2008, 2009 & 2010 – Best Takaful Provider
• Takaful Leadership Awards 2010 – Best Marketing
• International Takaful Awards 2010 – Best Takaful Product for IKHLAS Medic Assist Takaful (IMAT)
• Euromoney Islamic Finance Awards 2010 – Best Takaful Provider
• The BrandLaureate SMEs Chapter Awards 2009, 2010 – Best Corporate Brands Insurance
• The Brand Laureate SMEs Chapter Awards 2008, 2009, 2010 – IKHLAS Medic Assist Takaful (IMAT) for Best Brands in Healthcare Insurance
Some of our valued clients
OUR CLIENTS
MARITIME INSTITUTE OF MALAYSIA (MIMA)CITRA ALTI SDN.BHDGOLDEN STAR LOGISTIC SDN BHDRJH CONSULTANTS & SERVICES SDN.BHDTGS MARITIME TECHNOLOGY SDN.BHDSOFT TRIANGLE SERVICES SDN.BHDBROADTEC TV R & D CENTER SDN.BHDBAKTI INSANI SDN.BHDKOPERASI PEKEBUN KECIL DAERAH MUAR BHDPERLADANGAN PESERTA KUNDANG SDN.BHDMOF MANAGEMENT SDN.BHDAXXICO SDN.BHDAMALGAMATED METAL BUILDERS (M) SDN.BHDYAYASAN PUSAT HEMODIALISISPERAK E - ORGANIZATIONMAAHAD TAHFIZ NEGERI PAHANGFICRA NOVA SDN.BHDESQ LEADERSHIP CENTERWELLNESS LIFESTYLES SDN.BHDWIRA KERJAYA SDN.BHDSURIA MEDIK SDN.BHDVR MARKETING (M) SDN.BHDDUALRANK (M) SDN BHDJENG YUAN RECLAIMED RUBBER SDN.BHDAEROTREE DEFENCE & SERVICESKHALID ALUMINIUM SDN.BHDMLC SHIPBUILDING SDN.BHDMILLELIA AQUAGHANI & COAEREX SDN.BHD
SCIENSIM SDN.BHDFRONTLINE SUPPORT SDN.BHDANJUNG PERKASA SDN.BHDBESPOKE TECHNOLOGY SDN.BHDBIMB FOREIGN CURRENCY CLEARING AGENCY SDN.BHDGAFIS (M) SDN.BHDMEDIABIZ CREATIVE SDN.BHDKOPERASI UITM BERHADABENA CONSULTANTSAL RAJHI BANKING & INVESTMENT CORPORATION (MALAYSIA) BHDWISE INNOVATIONS SDN BHDFADZILL CONSTRUCTION SDN BHDS . N . AKMIDA HOLDINGS SDN BHDYAYASAN PELAJARAN JOHORPELADANG HEITECH SDN BHDTELEVENTURE SDN BHDPERBADANAN ISLAM JOHORBRIGHTMARK SDN BHDKEMASIK HOLDING SDN BHDUNIKL MEDICAL SERVICES SDN BHD AL-MADINAH INTERNATIONAL UNIVERSITYFOREST PLANTATION DEVELOPMENT SDN. BHD.FOX COMMUNICATIONS SDN. BHD.YAYASAN ISLAM NEGERI KEDAHSYARIKAT PERUMAHAN NEGARA BERHAD. SERI TEMIN DEVELOPMENT CORPORATION (M) SDN. BHD. CENTRAL SPECTRUM (M) SDN BHD MAJUIKAN SDN BHD MAJLIS BANDARAYA PETALING JAYA ADMINISTRATOR RUMAH AWANG ALAK BETATAR & DAMAI RESIDENCE
OUR CLIENTS
MALAYSIAN NPK FERTILIZER SDN BHD FOXBORO (MALAYSIA) SDN BHD CEMENT INDUSTRIES (SABAH) SDN BHD STEEL INDUSTRIES (SABAH) SDN. BHD. INTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE. STRATEGI TEGAS SDN. BHDKUMPULAN DARUL EHSAN BERHADPRO ASSET MANAGEMENT SDN BHDINTERNATIONAL CENTRE FOR EDUCATION IN ISLAMIC FINANCE.MAJLIS PERBANDARAN SEPANGPELABUHAN TANJUNG PELEPAS SDN. BHDSENAI AIRPORT TERMINAL SERVICES SDN BHDPELEPAS BRIGANTINE CONTAINER SDN BHDPERMODALAN NASIONAL BERHAD.ISKANDAR REGION DEVELOPMENT AUTHORITY.SETIAUSAHA KERAJAAN NEGERI KEDSCOMI GROUP BHDASIAN FINANCE BANK BERHAD. KOPERASI ANGKATAN TENTERA BERHADTISISIT CORPORATION (M) SDN BHDINSTITUT BANK BANK MALAYSIAOMNI OIL (ASIA) SDN BHDPERUNDING UNIKON SDN BHDMALAYSIA CONVENTION AND EXHIBITION BUREAU XAIR COMMUNICATION SDN BHDSYARIKAT BEKALAN AIR SELANGORHLA ASSOCIATES SDN. BHD. CORPORATE LINE (M) SDN. BHD. PUNCAK NIAGA (M) SDN. BHD.WWE HOLDINGS BHD
SUASA EFEKTIF (M) SDN. BHD. SYARIKAT BEKALAN AIR SELANGORPLC INTERNATIONAL SYOR BERNAS S.BAFRIZAN TARMILI KHAIRUL AZHARKOPERASI KAKITANGAN BANK RAKYAT BERHAD.MALAYSIAN REINSURANCE BERHADLEMBAGA ZAKAT SELANGOR. (MAIS). UDA ANCASA SDN. BHD. RHB ISLAMIC BANK.TAKAFUL IKHLAS SDN. BHD.KUWAIT FINANCE HOUSE.RHB ISLAMIC BANK.MALAYSIAN REINSURANCE BERHAD. FELDA IFFCO SDN BHD BIMB INVESTMENT MANAGEMENT BERADIBFIM
89
TISB’s Strength in Medical/Health
H&S
• Extensive hospital network in Malaysia – Goverment and Private
• Pre-existing conditions – waived
• Specified Illness – waived
• 30 days waiting period – waived
• Room & Board upgrade - Members have to pay only the difference in Room & Board charges. No co-sharing of 20% on overall bill
• Operations done in one surgery – Cashless with LOG (day-care)
The Best Medical/Health Solution for your Company
• Understanding the Program
• Confirming the data on experience
• Customized Programs• Consider Dread Disease
Management
• Cost Inflation at reasonable levels
• Complete Analysis of staff disease trends
• Ownership of health
Year 1
Year 2Year 3
3 year programfor BEST RESULTS
TISB Medical Cost Management
Pre-Authorization (LOG)
Red Flags & Alerts
Claims Management
Network Management
Greater scrutiny on doctors under watch list
Detect abuse & excessive charges
Review policy exclusion
Identify abnormal trends
Benchmarking of cost & Length Of Stay
Direct Billing for cashless access
Negotiate:• Preferred rates
on hospital fees• Package
rates/case rates Provider
relationship building
Collaboration with other major health insurer via LIAM
Verify eligibility & validity of claim
Manage unnecessary admission via Pre-Admission Assessment Form with guidelines drawn for greater scrutiny
Encourage daycare procedures
Query procedure cost and length of stay not within range
Review one day admissions
Call Center Medical ManagementCall Center Claims & Quality
Management
TISB Hospital Management
Initiatives Value to Our Clients
1. Negotiate with Hospitals for Preferential Rates
• Savings from Room & Board Charges & Hospital Charges
• Preferential Rates are Passed Back to Clients
• Members can optimize their Medical Benefits Program
2. Conduct Bill Reviews / Profiling of Hospitals and Specialist Clinics
3. Query and Liaise with Hospitals and Specialist Clinics for Any Discrepancies
4. Constant Monitoring and Audits of Hospitals and Specialist Clinic Rates
5. Pre-Admission Assessment
6. Review & Redirect Outpatient Specialist Visits (after 6th visit)
Appropriate Charges for All Levels of Care
Ensure Service Level are Maintained and Upheld
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Passport to the Preferred Care Program
Member ID Card
Back
Front
CONTACT US …..
Takaful Ikhlas Sdn. Bhd. (593075 U) IKHLAS Point, Menara 11A, Avenue 5, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur
TEL : 03- 2723 9999FAX : 03- 2723 9998EMAIL : [email protected] : www.takaful-ikhlas.com.my