1. IAG - The Road Ahead

2. Continuous improvement is part of the strategy – the Executive have endorsed LSS and BPM
But IAG has over 2000 employees, operates brands of which some have been around for a long time
The road ahead is not simple.

3. One stretch at a time
The road ahead is one stretch at a time. Not aiming for big bang, although what we are doing is transformational. Targeting projects – delivery is in 2-3 month and small but significant improvement initiatives.

4. Training...so far
About 4% of IAG staff have had some form of LSS training – Sponsorship, Green Belt and Yellow Belt.
Aim for high coverage but won’t get everyone trained

5. Training going forward.....
Going for a broad reach approach by getting more yellow belts trained up – culture change for the organisation

6. Leverage off what we have
Use our Green Belts to co-facilitate the effort to help build capability in LSS
30 green belts

7. Looking for opportunities...
Opportunities don’t just present themselves.
Everyone who goes through the training is expected to identify an issue that could result in an improvement initiative

8. What’s around the corner......
BPM – Business Process Management.
A management discipline
Manage our business processes at an enterprise level

9. Insurance – What’s under the hood?
Lots of business units and cross functional processes involved with getting an insurance product to the customer

10. Business Process
Business processes are the activities an organisation use to achieve it’s objectives
Have different meaning to different areas of the business – IT, compliance, operations, training, etc
Not manage well at a cross business units

11. Manage our processes - BPM
A management discipline that treats processes as assets that directly contribute to the enterprise performance by driving operational excellence and agility.
Visibility
If you can’t see a process its hard to change or reuse it
Accountability
Focus on business outcome by role
Agility
Build to change versus build to last
Definition
Principle
Implications

12. Visibility Structured Processes Unstructured Processes (opportunity)
80% of business processes are not structured and not visible.
In people’s heads, tacit knowledge, work around, poor hand offs, etc
Presents big opportunity for improvement!

13. Accountability Processes owned by the business Defined in roles
Metrics and Outcomes
No one owns the end to end process – roles refer to managing teams/people not processes
No idea how the process is performing –no clear view of the metrics or outcomes
Can not make informed decision on changes needed to make improvements.

14. Agility Change can be implemented at the pace of the business.
Continuous Improvement
Innovation
Business environment is changing all the time e.g. Christchurch earthquake, competitors
Need to be able to adapt quickly – change the way we operated to fit the business landscape
Don’t get constrained up by IT development lifecycle.

15. Where are we?
LSS has provided a good foundation for making us aware of our processes.
Currently in the process of standardising and making them visible.
Still have a long way to go.