It Really Shouldn’t Be This Easy: Swimming with the Current MARIT PETERS IIAT

a continuous improvement culture

traditional CEO Management Support Staff Production Staff (Sales & Service) Customers

servant leadership Customers Staff (Sales & Service) Support Staff Management CEO 1.What are we about? What are our products? What is our purpose? What are our strategic objectives? 2.Why is any of the above important? Why bother? 3.Who is responsible for the “whats” and “whys”? 1.How the objectives are meant to be met 2.How our products & services could be made and delivered 3.How processes get better Management/Support: 1.Provide support 2.Coach / Mentor 3.Influence 4.Solve Problems & Remove Obstacles

problem solving

value stream mapping

why? deliver value

process flowchart A flow chart/value stream map (VSM) is a tool that helps to identify the actual flow of sequence of events in a process that a product or service follows.

process flowcharting 9

when? Business processes Broken – creating waste, lost time, inefficiencies Streamlined re-engineering approach – immediate gain Motorola School - “Slow Down to Go Faster”

through Purpose: provide value to customers cost- effectively and consistently in order to prosper Process: through primary value-creating workflows for delivery (and supporting processes) People: by engaging employees who do the value-creating work in sustaining and improving the processes

process mapping In order to correctly manage a process, you must be able to describe it in a way that can be easily understood. Describe its purpose Adequately describe the process Finish Step A Inspect Step BStep C Step D Start

Sell Bind Service Renew Prospecting “YES” Deliver Accurate Policy Happy Customer “YES” New Revenue $$$ Close Ratio Days to Deliver: E&O: Net Promoter Score (NPS) Retention Target Rounding performance metrics

information from process mapping 1. Process inputs 2. Supplier (carrier) requirements 3. Process outputs 4. Actual customer needs 5. All value-added and non-value added process tasks and steps 6. Data collection points Process/Cycle times Errors Service levels Cost of poor quality/service, etc. 7. Decision points 8. Problems that have immediate fixes 9. Process control needs By mapping processes we can identify many important characteristics and develop information for other analytical tools:

process mapping There are usually three views of a process: What you THINK it is.. 1 What it ACTUALLY is.. 23 What it SHOULD be..

levels of mapping Level 1 – The macro process map, sometimes called a Management level or viewpoint. Calls for Order Pizza Corre ct Customer Hungry Take Order Make Pizza Cook Pizza Box Pizza Deliver Pizza Customer Eats

Level 2 – The process map, sometimes called the Worker level or viewpoint. This example is from the perspective of the pizza chef levels of mapping

Level 3 – The micro process map, sometimes called the Improvement level or viewpoint. Similar to a level 2, it will show more steps and tasks and on it will be various performance data; yields, cycle time, value and non value added time, defects, etc. levels of mapping

types of mapping The Linear-Flow Process Map As the name states, this diagram shows the process steps in a sequential flow, generally ordered from an upper left corner of the map towards the right side. The Deployment-Flow or Swim Lane Process Map You can find $100,000 of savings in one four-hour session!

swim lanes

hand-offs

Sell Bind Service Renew Prospecting “YES” Deliver Accurate Policy Happy Customer “YES” New Revenue $$$ Close Ratio Days to Deliver: E&O: Net Promoter Score (NPS) Retention Target Rounding performance metrics

Renew performance metrics A Accounts B Accounts C/Y Accounts

mapping Insured Producer AE CSR Carrier Internal Ops

cycle

factors Clear business case for project linked to strategic purpose Clear project roles, responsibilities, scope & deliverables Senior leadership endorsement

team Ensure the right team is identified Stop along the way to check who needs to be involved

clear focus Roles & Responsibility (work) Accountability (metrics) Decision Points (authority)

book composition Total Acct%# of AcctsTotal CommGross Comm% of BookAvg. SizeMax SizeMin. Size 1468 $ 2,284,630 A5%73 $ 1,283,74956% $ 17, $ 82,491 $ 6,398 B15%220 $ 648,84028% $ 2, $ 6,306 $ 1,308 C60%881 $ 355,88716% $ $ 1,305 $ 75 Y20%293 $ (3,846)0% $ (12.99) $ 75 $ (1,501) % 15% 60% 20% 56% 28% 16% 0% # of Accounts = 1468 $1,283,749 $648,840 $355,887 $(3,846) Gross Commission - $2.3M 30

standards 31 Avg. SizeMax SizeMin. Size A $ 17,348 $ 82,491 $ 6,398 B $ 2,923 $ 6,306 $ 1,308 C $ 401 $ 1,305 $ 75 Y $ (13) $ 75 $ (1,501) $17,348$ 2,923$ 401$ (13) 5% 15% 60% 20% $82,429 $ 6306 $ 1305 $ 75 ($ 1501) MAX MIN

strategic importance Previously – management solved problems by devising and mandating solutions VSI Project Approach allows people who do the work to see their work differently and to redesign their work to add value to the customer promotes a cultural change from problem identification to problem solving serves the customer through actual engagement

Repeat purchases during lifetimeCross-purchasing Price premium purchasing Positive word of mouth in terms of referralsAppreciation & enjoyment with interaction outcomes-based selling = $$$

why? deliver value

profitability 2% = 10% Source: 1000ventures.com Increase in Customer Satisfaction Cut in costs