© 2002 Six Sigma Academy0 Define Point one Point two Point three Increase Market Share

© 2002 Six Sigma Academy1 Define Point one Point two Point three The strike rate for lead generation Averages 12.04%. Industry benchmarks indicate best practice for call campaign strikes is 26%-28%. Problem Statement Objective Increase strike rate for lead generation by 70% in 6 months. Utilize outbound call program resources more effectively and efficiently. Critical to Quality - CTQ Maintain high customer satisfaction while achieving benchmark strike rates. Current/Goal Current Strike Rate = 12.04% Goal (>70% Increase Achieved!) Strike Rate = 22% Benefits Achieved First year project savings >$639,000 ! Achieved near benchmark campaign strikes!

© 2002 Six Sigma Academy2 Define Point one Point two Point three Metrics Critical to Quality Near benchmark campaign strike rates while maintaining high customer satisfaction.  Strike rate: 12.04% Baselined

© 2002 Six Sigma Academy3

4 Attribute Gage R&R Study Attribute Gage R&R Study for Results Each Appraiser vs Standard Assessment Agreement Appraiser # Inspected # Matched Percent (%) 95.0% CI A ( 70.5, 95.3) A_ ( 67.2, 93.6) B ( 35.5, 69.6) B_ ( 35.5, 69.6) # Matched: Appraiser's assessment across trials agrees with standard. Between Appraisers Assessment Agreement # Inspected # Matched Percent (%) 95.0% CI ( 40.8, 74.5) # Matched: All appraisers' assessments agree with each other. All Appraisers vs Standard Assessment Agreement # Inspected # Matched Percent (%) 95.0% CI ( 32.9, 67.1) # Matched: All appraisers' assessments agree with standard. Measurement Systems Analysis

© 2002 Six Sigma Academy5 AAMI CT Tree (Outbound Call Consultant)

© 2002 Six Sigma Academy6 AAMI SIPOC Inputs Outputs AAMI Outbound Call Campaign Process Suppliers Customers  Market analysis  Suite of products  Data Extraction Parameters  Customer profile  Propensity model  Rules & deletions  Direct mail campaign letters  Scripting  Parameters for contact details data matching  Access database design  Policies & Procedures for consultants  Training program for consultants  Access to FA’s diaries  FA’s flexible in terms of apptmt times  Apply rules & deletions to raw data  Contact details matched with Telstra White Pages  Modify scripting for specific target(s)  Generate complimentary direct mail campaign for specific target(s)  Upload data to Access database  User friendly Access database  Access database of targeted records  Customers have a propensity for financial advise  Able to contact customer  Tools for success  Customer response  Ease of scheduling apptmts  FA’s available  Mgt reporting  Analysis of customer response  Feedback from FA

© 2002 Six Sigma Academy7 AAMI Fishbone Diagram (Cause & Effect)

© 2002 Six Sigma Academy8 Analysis of Results Sample Data (Lead Generated ~ All Campaigns & All Waves ) Original data not normal Used Box-Cox transform

© 2002 Six Sigma Academy9 One-way ANOVA: Mon, Tues, Weds, Thurs, Fri Analysis of Variance Source DF SS MS F P Factor Error Total Individual 95% CIs For Mean Based on Pooled StDev Level N Mean StDev Mon ( * ) Tues ( * ) Weds ( * ) Thurs ( * ) Fri ( * ) Pooled StDev = Ho = Day of the week the outbound call has no impact on the strike rate Ha = At least one day of the week the outbound call has an impact on the strike rate P Value >0.05 cannot reject the null hypothesis Analysis of Results Sample Data (Lead Generated ~ By Day of Week)

© 2002 Six Sigma Academy10 Improvements Made Stream-lined the Process Refined and implemented improvements in training and quote preparation Focused improvements around areas highlighted by analysis

© 2002 Six Sigma Academy11 Controls Established Links made to updated FMEA Finalized and Implemented SOP’s Formalized Communication Process Implemented more efficient and effective means of utilizing outbound calling program resources

© 2002 Six Sigma Academy12 Control Plan put in place consisting of following:  Nurse is responsible for case management, on-site care, scheduling therapy, advising and tracking restrictions, analyzing jobs, and meeting with the safety committees. Also, initiated internal care by treating minor injuries & illnesses resulting in a reduction of outside medical visits and costs.  Set Permanent Partial Reserves at the mean percentage opposed to the maximum percentage.  Worker’s Compensation Administrator reviews all reserves set for each reported claim.  Monthly meetings are scheduled with our Worker’s Compensation Specialist & Worker’s Compensation Health Care Provider to discuss further tests, specialist referrals, and case closure of reported claims.  An EDI Programming System has been installed to assist the nurse in submitting claims immediately, tracking injuries, review worker’s compensation claims, and increases efficiency and productivity.  Carma System is being installed to allow access to all the information in the TPA’s system. Company will be able to view the reserves and adjustments made for each claim, and all claims an employee has or has had.