Case Studies |  |  | We had a very large project that was at risk and the high-calibre Tranzform team was the key to success in its turnaround. Michael Sammells, Chief Financial Officer, Medibank Private |  |
|  | | |  | | Business Process Transformation | These Case Studies represent recently completed examples of work involving Business Process Transformation and using a range of techniques such as BPR, Lean and Six Sigma. The common theme here is to ensure that changes to your processes provide greater benefits to your organisation, whether your objectives are to improve customer service, reduce costs, release new products/services or other initiatives. If the summaries below relate to issues that you face in your organisation, then you can click on the link below to receive a full copy of these Case Studies.
International Airline: Our client wanted to find ways to reduce costs by at least 20%, whilst not impacting flights schedule, customer service levels, or Occupational Health and Safety (OH&S) performance. Tranzform structured a team of consultants incorporating capabilities in Lean Six Sigma, Organisational Change, Operations Analysis and project Management to guide the client in defining and implementing a major change initiative. Key to the success of delivering the desired cost savings was a "lead from behind" approach which ensureed that client teams were directed and capable to undertake each step in the process.
Major Financial Services Firm: Having selected the Lean Six Sigma methodology for process improvement, this client focused on a set of projects that would help achieve the goal of a 15% increase in net profit. They achieved a 70% reduction in processing times for one of their key project initiatives - vehicle loan applications. The DMAIC approach (Define / Measure / Analyse / Improve / Control) was used to deliver this breakthrough result, reducing vehicle loan process time from 10 days to 3 days. By eliminating rework on the application form, the team reduced staff overtime, increased productivity and satisfied applicants with faster funding, in addition to yielding substantial additional interest payments.
Large Insurance Firm: This client's Workers Compensation operation was performing poorly and faced the real prospect of the governing body re-allocating a large part of their market to better performing agents. The business function covered included Claims, Product (Underwriting and Credit & Collections) and Account Management. We restructured the Claims Group by establishing separate areas to focus on Fast Track Claims, Payments and Recoveries & Disputes. We streamlined, documented and implemented operational business processes that included the development of a Process Model, Process Maps and detailed Operating Procedures. Capability was transfered to the client’s staff through an Organisational Change Management framework and Continuous Improvement Process.
Shared Services in NSW Government: In this assignment we developed a standardised "menu" for a range of IT services provided to client agencies by this organisation. The menu was implemented via an intranet and allows staff from client agencies to determine if their request involves Business As Usual (BAU), Business Products & Services, Technical Services or New Project categories, as well as the expected time to resolve each request. Agreement on the Menu contents was garnered via a series of workshops. We assessed the current work assignments, controls, priorities and reporting and defined new processes, support tools and an implementation plan to deliver improved services.
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