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Health Insurance

NEEDS-BASED RESULTS

 

Health Insurance

SITUATION

In order to be more competitive, a health insurance services company engaged The Highland Group to help it reduce the cost of operations and turnaround time and improve service levels.

DRIVER GOAL

  • Reduce the cost of operations by 30% while eliminating work backlogs.
  • Reduce the turnaround time of operational activities by 50%.
  • Update 90% of database information annually.

RESULT

  • Reduced operating costs by 30%.
  • Reduced backlogs 80-90%.
  • Reduced operational activity turnaround times 50-90%.
  • Improved initial data load quality to 98% or above.
case study image, CS-140 large

Case Study

Reduce Costs & Improve Profitability

Issue

In order to be more competitive, a health insurance services company engaged The Highland Group to help it reduce the cost of operations and turnaround time and improve service levels.

Highland Approach

The Highland Group conducted a Discovery and Design process to identify the key drivers of excess costs and turnaround time. The resulting visual maps delineated waste and redundancies as well as opportunities for streamlined or automated procedures. The team implemented Systems For Managing to support and sustain performance improvements.

Actions Taken

  • Designed and implemented workforce management systems, work standards, project management tools and management reporting across all operational departments.
  • Conducted employee skill assessments and developed training plans to increase competency levels.
  • Streamlined processes to reduce non-value-added activities and eliminate cross-departmental redundancy and confusion.
  • Developed and implemented new procedures and electronic mechanisms to increase automation of processing from 5% to over 25%.
  • Changed organizational structures to match span-of-control and skill set requirements.
  • Implemented floor management tools and supervisory behavioral models to assist in productivity and quality improvements.
  • Developed data management procedural and system changes to reduce top data errors and provide more frequent data update capabilities.
  • Implemented a project prioritization, rationalization and resource management process for the IT organization.

Reduced operating costs by

30%

Completed major projects on-target and with fewer resources

Related Information

industry-based

subject matter-based

Client Partner

Financial Services, Marketing & Consumer Products

Petrina is a creative, hands-on executive with over 25 years of international business experience with a proven track record of working collaboratively across traditional boundaries and solving complex operational issues. She previously served at the senior executive level of one of North America’s leading financial institutions and several global consulting organizations. There, she led engagements serving industry-leading clients in United States, Canada, England, Germany, Austria, Switzerland, Norway and the Netherlands.

Project Leader

Financial Services

North America

Brandon is a senior project leader and consultant with more than 12 years of experience in helping financial services firms maximize revenue and control costs through continuous improvement. He specializes in implementing efficiency, service and quality process enhancements in Fortune 500 companies by utilizing Lean and Six Sigma principles.

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