To accomplish architectural expense reductions necessary for the insurance coverage services to improve its competitiveness. The decrease in expense should result from the optimization of the IT supply. To find out more kindly check out: http://in.kaizen.com/

1. KAIZEN and GEMBAKAIZEN
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Kaizen Institute India
1
Welcome To Kaizen Institute

2. KAIZEN and GEMBAKAIZEN
are the trademarks of KAIZEN Institute
Transactional/ Service
Process Improvement
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Generation and delivery of client statements – Before Kaizen

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are the trademarks of KAIZEN Institute
Transactional/ Service
Process Improvement
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Generation and delivery of client statements – After Kaizen

4. KAIZEN and GEMBAKAIZEN
are the trademarks of KAIZEN Institute
Transactional/ Service
Process Improvement
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Analysis of problem – 5 Why Analysis (Muda of Redoing)

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are the trademarks of KAIZEN Institute
Transactional/ Service
Process Improvement
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Results

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are the trademarks of KAIZEN Institute
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Preliminary Analysis
Sr.
No.
Hand off
(Dealing
Hand)
Process Steps
(Activities)
Location
(External /
Internal)
Start date
Closing
Date
Time Spent
(days)
V A / Muda Type of MUDA
VA Time
(Minutes)
1 Clm Officer E-mail of notification of claim received Internal 30.11.2009 30.11.2009 1 VA 10
2 Clm Officer Searching the U/W file to verify cover Internal 01.12.2009 01.12.2009 1 Muda
Searching,
Motion/Transportat
ion 15
3 Clm Officer Sending notification e-mail to Insurer Internal 01.12.2009 01.12.2009 1 VA 10
4 Clm Officer Requesting for Claim support documents from Insured Internal 02.12.2009 02.12.2009 1 Muda
Waiting,
overprocessing 15
5 Client E-mail from client advising of Location of vehicle. External 01.12.2009 03.12.2009 3 5
6 Kenindia
Letter received requesting for support documents, an
waiting for Client to respond. External 01.12.2009 13.01.2010 44 Muda Waiting
7 Clm Officer Sending e-mail to Kenindia to Send assesor to client Internal 13.01.2010 13.01.2010 1 VA 10
8 Clm Officer
Receiving and forwarding Documents to Kenindia, and
waiting for Kenindia's Response Internal 14.01.2010 26.01.2010 12 Muda
waiting,
overprocessing,
Motion 30
9 Clm Officer
Letter received requesting for more documents,
forwarding the letter to Client Internal 26.01.2010 27.01.2010 2 Muda
waiting,
overprocessing,
Motion 15
10 Clm Officer
Assesors report received, Contesting the offers by
writing to Kenindia, and waiting for their response. Internal 28.01.2010 11.02.2010 14 Muda Waiting 30
11 Clm Officer More support Documents sent to kenindia Internal 11.02.2010 11.02.2010 1 VA 10
12 Clm Officer
Letter from Kenindia on 2nd Assesment, forwarded to
Client. Waiting for Client to Respond. Internal 11.02.2010 26.02.2010 15 Muda Waiting 20
13 Clm Officer
request to kenindia for salvage offers, Waiting for
Kenindi'a Response,. Internal 26-02-2010 11.03.2010 13 Muda Waiting 10
14 Clm Officer salvage offers communicated Internal 11-03-2010 11-03-2010 1 VA 5
15 Clm Officer
asked kenindia for settlement, Waiting for Kenindia
Settlement Internal 11-03-2010 18-03-2010 7 muda Waiting 15
16 Clm Officer
sending ownership documents to kenindia, and waiting
for DV Internal 18-03-2010 26-03-2010 8 muda Waiting 20

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SR.
NO
HANDLERS DAYS 1-7 DAYS 8-14 DAYS15- 21
1
CLAIMS
OFFICER
DAY1: NOTIFY INSURER
DAY 10: CONTESTING OF FIRST
OFFER
DAY 14: ASK FOR D.V.
2 CLIENT
DAY 1: NOTIFIES OF CLAIM
DAY 3: SUBMITS SUPPORT DOC'S
DAY 11: CLIENT SUBMITS
OWNERSHIP DOCUMENTS
DAY 17: EXECUTED D.V.
SUBMITTED
3 INSURER
DAY 1: REQUETS FOR DOC'S
DAY 5: APPOINTS ASSESOR
DAY 9: SETTLEMENT OFFER
RECEIVED
DAY 11: APPOINT SECOND
ASSESOR
DAY 13: SALVAGE OFFER
RECEIVED
DAY 15: INSURER RELEASES D.V.
DAY 19: SETTLEMENT CHEQUE
RELESED
PROCESS: FUTURE STATE MAP
TEAM: CLAIMS GP3 - CHUI GROUP
Claims Processing – After Kaizen

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PROBLEM 1 : OVE R P R OCE S S ING OF DOCUME NTS
WHY ANALYS IS
Why overprocess documents? . For verification purposes
Why verify? . To proof-check work done
ACTION
There should be a standard laid down procedure for processing documents
PROBLEM 2 : LOW E F F ICIE NCY OF MACHINE S S OME OF WHICH AR E LIMITE D IN NUMB E R
WHY ANALYS IS
why low efficiency? . Obsolete and limited number
why few and obsolete? . Growing employee population
and technological evolution
why the oversight on growing population and . Failure to set up standard
evolving technology? guide for employee:machine ratio
Why are there no standards? . Current company policies not addressing
the problem
PROBLEM 3 : F ILLING S YS TE M -S E AR CHING F OR DOCUME NTS
WHY ANALYS IS
Why does the filling system cause a lot of muda? . Cabinets are not labeled and not systematic
Why not labelled and non-systematic? . Lack of initiatives to do so
ACTION
Make the filling system systematic (in-order) and duly labelled
Analysis of problem – Why - Why Analysis

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Results

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are the trademarks of KAIZEN Institute
Thank You . . . . . . . .
10