A major provider of health insurance – member of a national association of health care plans. The company delivers individual and group health plans and third party administration services to large clients

Sales and enrollment process was overly complex, didn’t meet different needs of different customer segments

• Determine client expectations and appropriate metrics for the process
• Map core activities and develop “as-is” process maps
• Review process disconnects and design new “to-be” process maps
• Develop system requirements necessary to support re-designed process
• Create new roles, position descriptions, and organization charts for affected departments
• Develop implementation plan and business case for required investment

• Client implemented recommendations in Marketing, Underwriting, and Customer Service departments to improve service and reduce cycle time
• Customer Service recommendations reduced abandon rates from 12% to 2% and improved service levels without hiring staff
• Process analysis and business case justified necessary staffing increases and new positions in Marketing and Sales
• System requirements incorporated in RFP for new system by client’s IT department

Subsidiary of a major retail catalog/online order provider known for outstanding customer service and product quality

• Management struggled to understand differences between B2B, B2C sales environments
• Emerging B2B business unit lacked adequate technology, effective processes and metrics, and management reporting
• Sales and Marketing projection models were not integrated with staffing and operational models
• High abandonment rates and low service levels led to lost sales, repeat calls, client dissatisfaction

• Determine client expectations and appropriate metrics for the process
• Map core activities and develop “as-is” process maps
• Assess staff performance, operational challenges, and technology gaps in multi-channel contact management
• Conduct gap analysis and design new “to-be” process maps
• Develop system requirements necessary to support re-designed process
• Develop new roles, position descriptions, and organization charts for affected department
• Develop implementation plan, staffing model, and business case for required investment

Sales during peak exceeded business projections with improved service levels, lower error rates, and higher customer satisfaction. Client preparing second phase of technology implementation Opportunities for performance improvement expected to yield up to 50% increased processing capacity for same staff levels.

Major health care provider known for providing outstanding customer service and operational excellence

• Growth in volume led to performance of the claim process becoming unstable and unpredictable as real-time workflow reporting and process information were not available to process owners or participants
• Growth and acquisitions were pushing current process beyond its capability to meet member and provider SLA’s
• Claim Processor Supervisors and Sr. Claim Processors were spending too much time collecting, integrating and defining workflow data and as a result they were not spending time coaching and developing employees

• Benchmark “As Is” claim process metric/report capability (inventory current metrics and criteria for claim process)
• Design “To Be” claim process metric/report (Dashboard and Scorecard) requirements
• Identify gaps between “As Is” and “To Be” metric report states
• Provide Level-1 “As Is” process map to identify process Key Performance Indicators (KPI’s) and Performance Indicators (PI’s)
• Establish metric/report standards for claim process that align with corporate values and strategies (Operational Excellence & Growth)
• Develop Level-1 “To Be” process map utilizing BPM best practices
• Provide Findings/Recommendations/Industry Best Practices

• Identified metrics that provide real-time visibility and process control
• Recommended Implementation of BPM solution that automatically prioritizes and routes work
• Brief review identified over $1,000,000 in cost savings, risk reductions, and process improvements
• Projected return on investment based on action plans of 500%, payback in less than six months

A worldwide provider of industrial gases. The company supplies atmospheric, process and specialty gases, high-performance coatings, and related services and technologies to a wide diversity of customers.

• Call Center IVR underutilized and the customer needed a capabilities assessment of the new corporate IVR system to realize ROI on this capital investment
• Most process tasks were manual and the current Call Center system did not have automated event management capabilities
• Several non-integrated technologies and data sources were involved in the Call Center processes
• There were multiple and disparate channels of communications between the Call Center Agents, Customers, Drivers and Sales & Service account teams.

• Develop CRM Repository Requirements
• Conduct IVR Technology Stack Validation against Call Center “To Be” requirements
• Design 4 BPM “To Be” Call Flows utilizing BPM best practices
• Develop repository Vendor Selection Criteria for CRM/Repository
• Design Technology Stack Diagram “To Be” aligned with corporate technology roadmap
• Identify gaps between “As Is” and “To Be” states
• Provide Findings/Recommendations/Industry Best Practices for future improvement phases

• Identified non-value add Call Center process tasks and recommended improvements
• Identified process tasks to be automated
• Provided CRM/Repository Vendor selection criteria
• Leveraged existing corporate systems and data for recommended improvements
• Identified technology and process changes to monitor for business events and initiate real-time corrective actions

A provider of fiber-based communications services. Network offerings including Internet Protocol services, metro and longhaul transport, content and video delivery, data and voice services.

• Problems designing and delivering new video streaming products and services as a result of acquiring a small company with different processes and technologies
• Several processes were not documented with workflows, job aids and product
• All project work had to be completed and tested within six weeks to meet product launch date

• Conduct cross functional interviews with engineering, finance, sales/order entry, IT, service delivery and service management to map new product processes into the corporate BPM application
• Identify technology and process methodology gaps between corporate and newly acquired company
• Design and document process flows, job aids and product life cycle documentation for new video streaming products and services
• Update project status, action plans and file documentation using MS Share Point, MS Project and Info Path

• Successfully designed, documented and tested new processes in BPMS before product launch date
• Eliminated cross-organizational communications barriers and duplicate processes
• Mapped new processes to leverage existing financial, billing, distribution systems and data sources