Case Study 3
Reengineering Workflows
About the Client
An Insurance brokerage company located in Canada. They provide fast, efficient, and exceptional customer service. They, also, have a multilingual call center, operating 6 days a week. They provide a seamless omni-channel service for their clients. Through their CSR programs, their clients can raise money for a charity of their choice, simply by getting a free quote.
All those reasons are what makes them one of the fast-growing and award-winning brokerages in their region. In the recent years, they have been expanding organically, and through acquisitions across Canada. They offer home, auto, recreation, travel and business insurance. They are highly focused on outrivaling in technology, innovation and outstanding customer service.
The Challenge
The client has been introducing new activities and processes to the company, such as mobile applications. This is done to ensure better customer experience. With a change of the Operational Management team, a new decision came about to revolutionize their operational methodology and way of work.
Alongside these changes, they have been experiencing more process changes. Merging and overall restructuring 45% of previously-held processes, while adding new ones to accommodate the new procedures with the same number of back-office agents. The client, similarly, wanted better visibility over the back-office activities, which entailed having one advisor handle all aspects of the process, instead of splitting the process across several advisors.
However, they were challenged to accommodate and maintain quality and efficiency for these new processes, as well as providing excellent customer service for their clients. All this with the same work force, without any interruptions to day-to-day work, and with a fixed budget.
Solutions
This highlighted the need for more resourceful restructuring of existing process, while merging new processes and tasks into the old ones. Implementing this with optimum efficiency in processing time and an increase in quality rates.
We, as a result, dedicated our training expert and our team to the client. They quickly managed to fully grasp the new processes and added tasks, while maintaining the daily workload.
FLINK’s team reassessed the workflows of the major impactful process, and we were able to pinpoint problematic areas. Then, we reengineered some of the processes and streamlined the workflows. Adding to it some automation tools that aim to enhance productivity, save time efficiency, and maintain the quality of work that the client cannot afford to lose.
Results
With the aid and guidance of our process advisory team, we applied the reengineered workflow. We were, also, able to merge 8 processes, changed 7, and added 3 new tasks to the processes, while maintaining all daily work schedules. All this was effectively done in 10 working days.
Within the same month these changes were happening, the client witnessed: our quality scores of 97.3%, our completion rate of 99.8%, and an overall 15% enhancement of average process-handling time. This enabled us to handle a 21% increase in tasks, very smoothly.
With the same work force, productivity immensely increased. In addition to that, we maintained the quality of work, all within the client’s set budget. Lastly, the client was able to give sole focus on customer service and approaching new clients, without worrying about maintaining back-office process, quality, or service time.