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Kaizen Institute India
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Welcome To Kaizen Institute
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Transactional/ ServiceProcess Improvement
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Generation and delivery of client statements – Before Kaizen
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Transactional/ ServiceProcess Improvement
3
Generation and delivery of client statements – After Kaizen
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Transactional/ ServiceProcess Improvement
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Analysis of problem – 5 Why Analysis (Muda of Redoing)
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Transactional/ ServiceProcess Improvement
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Results
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Transactional/ ServiceProcess Improvement
6
Preliminary Analysis
Sr.No.
Hand off(Dealing
Hand)
Process Steps(Activities)
Location (External / Internal)
Start date Closing
Date Time Spent
(days) V A / Muda Type of MUDA
VA Time (Minutes)
1 Clm Officer E-mail of notification of claim received Internal 30.11.2009 30.11.2009 1 VA 10
2 Clm Officer Searching the U/W file to verify cover Internal 01.12.2009 01.12.2009 1 Muda
Searching, Motion/Transportation 15
3 Clm Officer Sending notification e-mail to Insurer Internal 01.12.2009 01.12.2009 1 VA 10
4 Clm Officer Requesting for Claim support documents from Insured Internal 02.12.2009 02.12.2009 1 MudaWaiting, overprocessing 15
5 Client E-mail from client advising of Location of vehicle. External 01.12.2009 03.12.2009 3 5
6 KenindiaLetter received requesting for support documents, an waiting for Client to respond. External 01.12.2009 13.01.2010 44 Muda Waiting
7 Clm Officer Sending e-mail to Kenindia to Send assesor to client Internal 13.01.2010 13.01.2010 1 VA 10
8 Clm OfficerReceiving and forwarding Documents to Kenindia, and waiting for Kenindia's Response Internal 14.01.2010 26.01.2010 12 Muda
waiting, overprocessing, Motion 30
9 Clm OfficerLetter received requesting for more documents, forwarding the letter to Client Internal 26.01.2010 27.01.2010 2 Muda
waiting, overprocessing, Motion 15
10 Clm OfficerAssesors report received, Contesting the offers by writing to Kenindia, and waiting for their response. Internal 28.01.2010 11.02.2010 14 Muda Waiting 30
11 Clm Officer More support Documents sent to kenindia Internal 11.02.2010 11.02.2010 1 VA 10
12 Clm OfficerLetter from Kenindia on 2nd Assesment, forwarded to Client. Waiting for Client to Respond. Internal 11.02.2010 26.02.2010 15 Muda Waiting 20
13 Clm Officerrequest to kenindia for salvage offers, Waiting for Kenindi'a Response,. Internal 26-02-2010 11.03.2010 13 Muda Waiting 10
14 Clm Officer salvage offers communicated Internal 11-03-2010 11-03-2010 1 VA 5
15 Clm Officerasked kenindia for settlement, Waiting for Kenindia Settlement Internal 11-03-2010 18-03-2010 7 muda Waiting 15
16 Clm Officer Internal 18-03-2010 26-03-2010 8 muda
17 Clm Officer Internal 26-03-2010 01.04-2010 5 muda
18 Clm Officer 10
19 Clm Officer Internal 01-04-2010 08-04-2010 7 muda 10
20 Clm Officer Internal 08-04-2010 20-04-2010 12 Muda
21 Clm Officer 10222324
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Transactional/ ServiceProcess Improvement
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SR. NO
HANDLERS DAYS 1-7 DAYS 8-14 DAYS15- 21
1CLAIMS
OFFICERDAY1: NOTIFY INSURER
DAY 10: CONTESTING OF FIRST OFFER
DAY 14: ASK FOR D.V.
2 CLIENTDAY 1: NOTIFIES OF CLAIM
DAY 3: SUBMITS SUPPORT DOC'S
DAY 11: CLIENT SUBMITS OWNERSHIP DOCUMENTS
DAY 17: EXECUTED D.V. SUBMITTED
3 INSURERDAY 1: REQUETS FOR DOC'S
DAY 5: APPOINTS ASSESOR
DAY 9: SETTLEMENT OFFER RECEIVED
DAY 11: APPOINT SECOND ASSESOR
DAY 13: SALVAGE OFFER RECEIVED
DAY 15: INSURER RELEASES D.V. DAY 19: SETTLEMENT CHEQUE RELESED
PROCESS: FUTURE STATE MAP
TEAM: CLAIMS GP3 - CHUI GROUP
Claims Processing – After Kaizen
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Transactional/ ServiceProcess Improvement
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PROBLEM 1 : OVERPROCESSING OF DOCUMENTS
WHY ANALYSISWhy overprocess documents? . For verification purposes
Why verify? . To proof-check work done
ACTIONThere should be a standard laid down procedure for processing documents
WHY ANALYSISwhy low efficiency? . Obsolete and limited number
why few and obsolete? . Growing employee population and technological evolution
why the oversight on growing population and . Failure to set up standard evolving technology? guide for employee:machine ratio
Why are there no standards? . Current company policies not addressing the problem
ACTIONThe company policy should have proper and clear guidelines on machine and employee:machine ratio
The obsolete should be phased out
PROBLEM 3 : FILLING SYSTEM -SEARCHING FOR DOCUMENTS
WHY ANALYSISWhy does the filling system cause a lot of muda? . Cabinets are not labeled and not systematic
Why not labelled and non-systematic? . Lack of initiatives to do so
ACTIONMake the filling system systematic (in-order) and duly labelled
Analysis of problem – Why - Why Analysis
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Transactional/ ServiceProcess Improvement
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Results
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Thank You . . . . . . . .
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Contact Information:
Kaizen Institute India Pvt Ltd.Ahmedabad – PuneEmail: [email protected]: +91-79-2640 7756 / +91-9225527911Website: in.kaizen.com