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Chaired IQPC Industry Conference on Lean / Six Sigma in Hong Kong. Presentation delivered on Global Process improvement and Effective Measurement


  • 1. RobertEpner Conference Chairman Regional General Manager & Chief Operating Officer ING Asia/Pacific Ltd Six Sigma / LeanIQPC Industry ConferenceHong KongProcess Improvement Through Effective Measurement Practices

2. ING - World-Wide Financial Services Group

  • 12 th largest financial institution worldwide by market capitalisation
  • 6 th largest financial institution in Europe by market capitalisation
  • 11 th on Forbes Magazines Global 2000 listing in 2006
  • 73.5bnmarket capitalisation
  • 120,000* +employees
  • 50 million* + corporate and institutional clients in over 50 countries

As at 8/9/2006 * Source: ING financial as of 2 ndquarter 2006 3. ING has a Wide Presence in the Asian markets China 1.3bn Malaysia 23m Philippines 85m Thailand 64m India 1.1bn Japan 127m Korea 48m Taiwan 22m Australia & NZ 24m Hong Kong 7m Singapore 3m Second largest Insurancebusiness in AsiaSecond largest Investment Managementbusiness in Asiaex Japan 4. Over the last 3 years Operations Culture has Transformed.

  • TPE Created
  • Ops Network created
  • Standard KPIs

2 ndHalf 2003 Process AnalysisMay 2004 1st Customer Cup & Six Sigma Training July 2004 First wave of Six sigma Projects( 7) Oct 2004 KPI targets incl. in TPE-MTP Second Wave Six Sigma Projects (11) Jan 2005 NB UWRegional Process Optimization March 2005 2nd CustomerCup July 2005 Six Sigma Champions Training Claims Regional Process OptimisationJan 2006 Customer Service Model Regional Optimization Implementation NB/UW & Claims Optimization processes3 rdWave of Six Sigma Projects (4) 4 thWave of Six Sigma Project (19) By own trainers Train the Trainer (TTT) July2006 STP for NB/UW2 ndTTT Workshop organized 3 rdCustomer Cup Black Belt Course Stage 1 ProcessManagement Stage 2 Six SigmaDeployment Stage 3 Regional ProcessOptimization 5. P lanningP eople Analytical P roblem Solving P rocess Management Business System The4 Ps Approach 6. Workstream Organization: Regional Process Owners New Business and UWLeaders: Jimmy Wong, Vivek Bengani, Steven Chik Policy Owner ServicesLeaders:Emily Chen, Philip Koh, Stella Feng Claims Processing Leaders: Lynna NG, Ritu Thakur, Bing Mu Wu Contact Center Leaders: Tina Dougherty, Ryoichi Tachibana, Meesook Won Aust Dalian HK India Japan Korea Malay Shang Taiw Thai 1 2 3 4 Workstream Governance Charter establishes roles and responsibilities NZ Malaysia Korea Hong Kong Malaysia Taiwan Malaysia Shanghai Taiwan Korea Australia Japan India 7. AP Regional totals for 12 BUs 2005 Figures Work Stream Volumes Total forthe Year Monthly Average Total Policies Issued 1.2 ml100,000 Total Inbound Calls 3.3 ml 275,000 Total POS Transactions 1.0 ml 60,000 Total Claims 2.6 ml 220,000 8. Standardizing data collection - Quantitative and Qualitative

  • Standard KPIs designed for Asia Pacific Region for 4 workstreams
  • New Business/ Underwriting
  • Claims
  • Policy Owner Services
  • Call Center
  • A. Cost Efficiency
  • Productivity
  • Unit cost per policy issue
  • B. Responsiveness
  • Simple Application Cycle Time
  • Complex Application Cycle Time
  • A.Quality and Satisfaction
  • Customer Satisfaction Survey
      • Agent Survey
      • End Customer Survey
  • Internal Audit Rating
  • External Audit Rating

KPIs - New Business / Underwriting Quantitative Qualitative 9. KPI Measurement and Tracking

  • Monthly KPIs submitted to Regional Office by 12 Business Units.
  • KPI reports analyzed by respective Workstream Leaders.
  • Workstream Leaders present during Monthly Regional Operations Call
  • Operations Dashboard compares Actual KPIs Vs Targetsof each country.
  • Improvement in KPIs tracked - basis for the annual Customer Cup Awardsfor Process Improvement and Six Sigma .

10. Managing and Measuring Six Sigma Projects

  • Regional Six Sigma initiative started by RO in 2004.
  • Over 70 projects rolled out in 4 Six Sigma Waves.
  • Building Internal Capabilities:
    • Train-the-Trainer (TTT) Workshops
    • Green (Orange) Belt Certification
    • Black Belt Certification
  • BU Projects monitored and coached at tollgates by Regional Office.
  • Sharing Completed Projects in the ING Six Sigma Site.

11. Special Challenges for Regional Projects

  • 3 Region-wide Projects to create Standardised processes
    • As-is-profiling done by each BU
    • Best Practices identified
    • CTQs identified through VOC
    • Optimised Processes designed
  • Implementation of the Region-Wide Standardization Projects:
    • Refined KPIs to align with optimised processes
    • Compliance Report designed to track gaps
    • Local Quick Win Projectsfor filling gaps
    • IT initiatives planned on Region-Wide basis
    • STP for policy issuance rolled out as Phase I

12. Summary - Six Sigma Projects in Asia PacTOTAL> 67 BU Level> 3 Region Wide Optimization > 18 Quick Wins Greenfield Markets BU Wise Six Sigma Projects

  • 3 Region Wide Optimization
  • New Business/Underwriting
  • Claims
  • Customer Service

13. TPE:BU members Set Measure for Operational Excellence

  • Claims
  • Cost
  • Speed:Average TAT
  • Quality
  • New Business/Underwriting
  • Policy Owner Services
  • Contact Center

Driver Objectives & Measures Present .. .. 04E 05F 06F 07F KPIs Based on Key Principles:Make Them Practical and Get Started then Refine

  • Speed:Average Turnaround Time (TAT)
  • Non-investigation
  • Investigation
  • Cost:
  • Claims per Staff
  • Unit Cost Per claim
  • Quality:
  • Customer Satisfaction Survey
  • Corporate Audit Services Audit
  • Reinsures Peer Review

14. Quarterly Summary Asia Pac Ops Dashboard 15. As-is- profiling Sample of NB/UW for design stage SAMPLE 16. Customer Segmentation for VOC Measure stageof the Optimised ProcessesSample Segmentation for VOC Over 2000 internal andexternal customersInterviewedfor the Optimization Processes ) 17. The Optimized/Std Process : Sample of Claims Optimized SAMPLE 18. Measuring Compliance of Optimised process Quarterly Compliance Report submitted by Bus & summarised at ROSAMPLEThe BUs self-assessments compiled quarterly compliance report Summary of Compliance SAMPLE 19. Managing BUs Project implementation Monthly tracking of Projects 20. Sample of Quick Wins - Claims Projects Workstream Project Goals Project Leader ClaimsDesign of Case-specific Claim Form Ted (Australia) Claims Avoidable -Requirements ScreeningTed (Australia) Claims Pre-Screen Call Ted (Australia) Claims Case-Routing to Assessors / Specialists & Field Investigators Young Eun (Korea) Claims Claim Assessor Case / Precedence Library and Best Practices Ritu (India) Claims Dispute Case Handling (incl. definition, metrics) Raymond (HK Life) Claims Escalation LogicBoonticha (Thailand) Claims Accept / Decline Correspondence Jimmy (Malaysia) Claims Decline Communication Call & Info Capture Emily (Dalian) Claims Fraud Detection / Prevention Ritu (India) 21. Linkage bw Six Sigma Projects, Optimised Process , Six Sigma Qualification Program and KPIs

  • Orange Belts
  • Black Belts

Project Selection Optimised ProcessGap AnalysisProjects identifiedto fill gaps bw Current and Optimised Process Project Completedto achieve Project Goals and Improve ProcessesProject completion leads to Target KPIs & Optimised Process P lanning P eople AnalyticalP roblemSolving P rocess Management Successful Project Replicated across BUs via Workstream leaders & updated onIntranet TPEX site for benefit of all BU s Professional Development Project Team QualifiesOrange Belton Completionof Project 22. To Summarise we have a boxful of tools which are field tested





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