Workflow of the Future Journey to Excellence

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Workflow of the Future Journey to Excellence

• Presented by
• Irene Juthnas, MetLife
• Pam Kreager, Long Term Care Group, Inc.
• Kelli Martin, Genworth Financial
• Facilitated by Amy Chambers, Genworth Financial

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PANELISTS

• Irene Juthnas, Director of Underwriting, Met Life
• Pam Kreager, Underwriting Director, Long Term
  Care Group, Inc.
• Kelli Martin, Client Account Manager Career
  Channel, Genworth Financial

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MetLife Underwriting Model

• Underwrite Group and Individual LTC
• Agent calls
• Appeals
• Audit Underwriting Quality
• Quality Management System
• Risk Management
• Compliance

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MetLife Individual Model

• Imaging
• Underwriting Team
• Case Management
• Vendor Relations
• Underwriting Call Team
• Resource Call Team
• Policy Print

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MetLife Group Model

• Imaging
• New Business Processing
• Underwriting Team
• Vendor Relations
• Customer Service

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LTCG Underwriting Model

• Multiple supervisors
• Regular underwriters for multiple clients
• Agent calls
• Contract underwriters
• Quality assurance auditor
• Early claims review
• Reconsideration and appeals
• Administrative assistants

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LTCG Functional Teams

• Mailroom and imaging
• Application control
• Risk management information
• Tele application
• Call center
• Underwriting
• Policy issue
• Financial and policy owner services
• Claims and care management

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MetLife - Impact of Technology

• Imaging complete file
• Remote Work
• Access to information
• No lost documents
• Administrative System
• Auto Underwriting
• Auto assignment
• Auto Requirements ordering
• Electronic Data exchange
• Access to Comprehensive UW information

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MetLife Impact of Technology

• IP phone/Virtual Fax/ Instant Messaging
• Web meetings/training/ Conference calls
• Improved Cycle Time
• Improved Customer Service
• Improved Reports

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LTCG Technology

• Imaging system
• Entire file
• Incoming and outbound letters
• Administration system
• Real time information
• To do lists
• Letter templates
• Modules by functional area
• Auditable
• Phone system upgrade

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LTCG Impact of Technology on Processes

• Work from remote locations
• Set up a call center type call routing
• No lost or misfiled information
• Routing of the files
• Data retrieval by information source
• Review status

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What has your experience been with changes in
technology?
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What other technology have you tried and what
has been the result?
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MetLife Wing to Wing Process

• Application Receipt to Policy Print/Decision
  Correspondence
• UW Cycle Time Assigned to UW to UW Decision
• Measured Weekly and Cumulative
• Monitor Summary Data and Detail Data

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MetLife Measurement and Analysis

• If you cannot measure it, you cannot control
  it. If you cannot control it, you cannot manage
  it. If you cannot manage it, you cannot improve
  it.
• H. James Harrington

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MetLife Cycle Time Measurement Tool
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MetLife Cycle Time Measurement Tool
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MetLife Cycle Time Actions

• Application Changes
• Internal Process Improvement
• Vendor Process Improvement
• Establish / Enhance Time standards
• React quickly to changes
• Focused audits / Retraining
• Reduction in cycle time

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MetLife Production and Quality Program

• Quality Management System Program
• Dedicated Audit staff
• Enhanced Productivity/Quality Tools
• Communication of Productivity and Quality
  results
• Productivity measured against goal and peer
  results

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MetLife Scorecards

• Part of MetLifes QMS program
• Unit scorecard communication
• Measures unit key objectives goal vs actual
• Ongoing communication of results

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Quality Management
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What is Quality Management?

• Quality Management is having measurements in
  place to keep the eye on the target for
  productivity and movement towards achievement of
  goals.

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Important Steps for Developing a Strong Quality
Management System
1. Document the Process2. Identify Internal
Process Measurements3. Identify W2W Process
Measurements4. Develop Quality Measurement
Process5. Define Factors needed for
Establishing Goals
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Process Documentation

• A tool to identify value add and non-value add
  steps
• A method for measuring cycle time for each step
• A way to provide consistency between processors

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Types of Process Measurements

• Cycle Time
• Productivity
• Accuracy
• Pending Volume
• Decline Rate
• Decline Percentage by Age Group

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Wing to Wing Process Steps to Measure

• Image Time
• Data Entry Time
• Screening Time
• Audit Time
• Medical Requirement Time
• Underwriting Time
• Issue Time
• Mail Time
• Transport Time
• Wait Time

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How can you impact production at any step in the
process from application receipt to the final
underwriting decision?
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Have any process changes positively or negatively
impacted your productivity?
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Quality Measurement Process

• Strong Audit Process Must be in Place
• Random sample mathematically determined
• Audit conducted at each step
• Repeatable audit

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Factors used for Establishing Goals

• Value Add Steps and Non-Value Add Steps in a
  Process
• Timings taken from a random sample of processors
  at different performance levels
• Experience of employees
• Pending Queue Volume / Workable Volume

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Examples of Productivity Tools
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Dashboards / Scorecards

• Snapshot tools for monitoring and measuring
  progress
• Different levels
• High level Productivity
• Departmental Productivity
• Individual productivity
• Must be updated regularly
• Must have drill downs

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Dashboards / Scorecards

• Why Use Them?
• Keep an eye on the target
• A way to understand how well you are doing
• Identify gaps and opportunities
• What to Measure
• Every part of the process that impacts the end
  result that you are trying to achieve.
• Y f(x1, x2, x3,..)

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Sample Dashboard Daily Cockpit
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Sample Underwriting Tool
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Sample Underwriting Tool
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Additional Sample Productivity Tools

• Individual Processor Dashboards
• Total Issued and Premium
• Total Declined, Incomplete or Withdrawn and Lost
  Premium
• Overall Cycle Time
• Audit Results
• Vendor Dashboards
• Cycle Time

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How have dashboards / scorecards helped in your
management of the wing to wing underwriting
process?
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Process Improvements
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Process Improvements

• All processes have room for improvement!
• Quote Champions are Never Satisfied.

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Driving Forces for Process Improvements

• Voice of the Customer
• Increase in Cycle Time
• Decrease in Accuracy
• Production Goals
• Employee Needs Ease of Processing
• Request from Higher Up

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Process Improvement Techniques
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Work OutTM Session

• Eliminate unnecessary work
• Identify quick hits
• Empower employees
• Identify new-way ideas
• On-the-spot decisions

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Six Sigma

• A 5-step process that provides an
  understanding of how good a process is, how good
  it can be and why there is a gap in performance.

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Five Step Quality Process

• Define Define the Problem
• Measure Determine how bad the problem is
• Analyze Determine what is causing the
  problem
• Improve Develop a fix for the problem
• Control Make sure the fix stays

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Recipe for Success

• Having a clear understanding of the driving
  factors
• Being able to take raw data, analyze it and
  identify opportunities
• Know what to measure
• Mean
• Median
• Variation
• Eliminate outliers to reduce variation
• Understand complete process
• Making the customer happy!

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Questions?