Business Process Improvement Program

A Motoring Organisation and General Insurer

Queensland

2013 - 2014

THE BUSINESS PROBLEM

The environment in which our client operates is changing, with this change accelerating as disruptive technologies emerge and evolve. Whilst our client is in a relatively strong position with good market share in each of its core products, powerful brand position and a robust balance sheet, this is the optimal time to change.

 

The Business Process Improvement (BPI) program was an essential investment to ensure agility and efficiency are developed so our client can fully leverage the future opportunities as they arise, while simultaneously maintaining a strong culture and service standards.

 

WDScott had been working with the Insurance part of their business over the previous 6 years, building a Performance Improvement Office (PIO) capability and developing a process management and continuous improvement culture within the organisation. WDScott was selected as the appropriate partner to extend the PIO capability across the broader Group and introduce the Lean Management approach to rapidly drive productivity improvement and cost reduction.

 

 

OUR ROLE

The services provided by WDScott were to:

  • Deliver two Proof of Concept Projects, demonstrating the Lean methodology in both and End-to-End process review and a Group-wide support function
  • Provide advice and support in the establishment of a Group Performance Improvement Office (GPIO)
  • Develop a tailored Lean deployment methodology, focusing on capability development and certification of staff and ensuring knowledge transfer of WDScott tools, templates and processes
  • Provide leadership and support to ten separate business improvement streams over a period exceeding 12 months. 

 

 

OUTCOME

The Business Case for the implementation of the Business Process Improvement Program was compelling, with program costs in the order of $8 million (including internal costs), payback expected within fifteen months and annualised benefits of $13.6 million and a NPV (pre-tax) of approximately of $100 million.

 

Proof of Concept projects delivered payback of 9 – 12 months and a Benefit to Cost ratio of approximately 2.3 times (for every dollar spent, annualised benefits of $2.30 we delivered).

The Business Process Improvement (BPI) program was an essential investment to ensure agility and efficiency are developed so our client can fully leverage the future opportunities as they arise, while simultaneously maintaining a strong culture and service standards.

OUR SENIOR TEAM

John Paul

Partner

Jon Meyers

Associate Partner

Lewis Rentschler

Partner