Productivity Improvement: Summaries

All PPI engagements summarized in the table below were aimed at productivity improvement via increases in operational effectiveness and/or efficiency, and focused on accomplishing one or more of the following improvement objectives:

  • Increasing customer value through operational improvement
  • Streamlining costs
  • Aligning IT more closely with specific operations
  • Utilizing accountable Performance Metrics
  • Allocating resources more effectively

Functional Area Selected Core sub-processes Examples of Key Performance Metrics Used Some Results
(CRM Utilization)
  • Capture leads
  • Perform outbound follow up calls
  • Perform up-selling
  • Coordinate the sales process with other sales roles (e.g. Field sales, Account Management, Brokers, etc.)
  • Campaign management
  • Incoming sales call handling
  • Outbound sales calling
  • Up-selling
  • Referral management
  • Order processing
  • Call-to-sale conversion ratio
  • Amount of sales leads requiring in-person attention
  • Correct call disposition
  • Length of Lead-to-close sales cycle
  • Qualified leads
  • Segmented and restructured key sales processes
  • Re-aligned processes with skill sets
  • Conversion ratio increased
  • Sales cycle reduction of 38%
  • Lead capture improvement by 69%
Enrollment/Order Processing
(Sales processing)
  • Evaluate & qualify new orders
  • Process orders
  • Resolve inquiries
  • Create & maintain cases
  • Perform on-going customer updates
  • Order definition
  • Order processing
  • Inquiry resolution
  • Issue escalation
  • Account management
  • Volume based measures for each of the core processes
  • Speed related metrics
  • Survey results
  • "New idea rep. points"
  • Increased processing productivity by 42%
  • Customer satisfaction index increased 12%
  • Merged departments and implemented process alignment
(Fulfillment consolidation project)
  • Provide assistance to accelerate the consolidation of several Fulfillment locations.
  • Project involved assessment and improvement implementation services in connection with the consolidation.
  • Order accuracy
  • Shipment accuracy
  • IT utilization Bill of Material
  • Management
  • Order-to-Fulfillment sub-processes
  • Inventory management
  • Cycle times covering sub-processes impacting Fulfillment
  • Issue notification metrics
  • Order-to-fulfillment effectiveness rating
  • IT support rankings
  • Manual vs. automated activity scales
  • BOM value measurements
  • Shortened planned consolidation by 2 ½-months
  • Developed protocols for key Fulfillment processes
  • Implemented enhanced SLA's
  • Reduced BOM's by 13%
  • Increased overall Marketing-to-Fulfillment cycle time by 259%
  • Improved Inventory turn over 2x
Customer Service
(Post-sale support)
  • Respond to customer questions and issues
  • Address issues resulting from the enrollment process
  • Administer contract changes
  • Manage customer disputes
  • Inquiry resolution
  • Contracts
  • Enrollment
  • Appeals and Grievances
  • Compliance IT alignment
  • Amount of calls handled
  • Amount of calls resolved
  • Time spent per call
  • Proper and timely transfer of calls to the correct department or individual
  • Time required to turn applications into enrollments
  • Inquiry Management and Problem Resolution (IMPR) speed
  • 39% improvement in enrollment cycle time
  • Abandon rate improvement of 44%
  • 11% decrease in Complaints/Grievances
  • Developed 11 new activity-based metrics
  • Implemented major process improvements with IT-User alignment
Information Technology
(IT Project Governance)
  • Develop processes to collect, evaluate and provide support to end-user requests
  • Accumulate information to support ROI analyses
  • Perform reporting processes to end-users
  • Participate in budgeting processes
  • Request submission process
  • Business case analysis
  • Budgeting
  • Status Reporting
  • Year-to-year request volume
  • "Linkage ratings" - how well project fit with corporate strategic goals
  • "Responsiveness index"
  • Budget vs. actual results
  • Internal customer satisfaction ratings
  • Created improved IT Governance processes
  • Increased Responsiveness index by 22%
  • Improved Linkage rating by 3 points
  • Reduced Request-to-Analysis cycle time by 19-days
  • Increased customer satisfaction by 2 grades
Benefits Administration
(Claims-focused functions)
  • Respond to customer questions and issues
  • Execute the claims processes
  • Administer contract changes
  • Manage customer disputes
  • Inquiry resolution
  • Claims:
    • Eligibility
    • Review
    • Adjudication
    • Management
  • Rules Compliance
  • Amount of calls handled
  • Amount of calls resolved
  • Time spent per call
  • Proper and timely transfer of calls to the correct department or individual
  • Time required to process a claim
  • 19% improvement in enrollment cycle time
  • Abandon rate improvement of 44%
  • 11% decrease in Complaints/Grievances
  • Reorganized work group with new metric establishment
  • Established SLA's with key IT functions
(Composite process management)
Manage and accelerate the sub-process work flows, from order entry to cash receipt, e.g.
  • Customer
  • Order entry & Fulfillment
  • Distribution
  • Finance & accounting
  • Marketing management
  • Order entry
  • Credit administration
  • Inventory management
  • Fulfillment
  • Invoicing & collections
  • Cycle times in the various sub-processes and the end-to-end process
  • Accuracy %s
  • % of sub-processes that are manual vs. automated
  • SLA compliance ratings between departments
  • Time-based exception management metrics
  • Service quality satisfaction
  • Numerous cycle time improvements covering functional and composite business processes
  • Customer satisfaction increase of 19%
  • Reduction in exception handling by 187%
  • Increase in order accuracy by 72%
Finance & Accounting
  • Develop corporate-wide forecasting processes
  • Develop procedures to embed qualitative information
  • Gather and analyze information on a quarterly basis
  • Reconcile major variances with actual results & Annual Plans
  • Perform selected benchmarking
  • Forecasting Governance
  • Product line segmentation
  • Financial analysis
  • Reporting
  • Quarterly due date compliance
  • Start-to-publish forecasting cycle time
  • Consistency & accuracy of the #s
  • Cycle time to respond to Senior Mgmt. questions
  • Senior Management "Decision-making Rating" (DMR)
  • Internal customer satisfaction scale
  • Decreased Publishing cycle time by 196%
  • Reduced average response time by 2-days
  • Increased DMR by 2-points
  • Implemented corresponding metrics to coincide with improved processes
  • Reduced IT applications used by 37%

For more information about specific PPI engagements, view our Case Studies.