• Major Insurance Company Required Significant Capacity Release

    What was at stake?

    The company needed to significantly increase the capacity of its Centralised Operations Team, which handles centralised back-office administration for all insurance policy processing.

    What was the result?

    With Expertivity’s help and support, the Central Operations Team saw a > 25% increase in capacity. In addition to this demonstrable and significant capacity increase, they had garnered greater inter-team cooperation, in addition to better training and increased customer service levels.
    Read More
    1 of 2
  • Global Banking Subsidiary Uses Lean Operations to Secure Their Future

    What was at stake?

    The client, an Irish subsidiary of a foreign bank, needed staff and cost reduction in order to keep their doors open. The requirement was to reduce their expenditure by over 30% within 12 months while in tandem training their internal continuous improvement teams in the analysis and delivery of the business-critical solutions. Expertivity Technologies worked with the client through a very comprehensive service excellence journey. The driver at the time was unequivocally cost reduction and the real tangible fear that the subsidiary would be closed if they didn’t get the required results.

    What was the result?

    Expertivity Technologies delivered the required outcome earlier than the deadline and under budget. Together with the client, we helped the business unit reduce costs by more than the 30% required and implemented ServiceForce as their day-to-day operations management system, facilitating the efficiency and sustainability of the newly designed back-office processes. The full program was delivered in 10 months and was 15% under budget safeguarding their presence in Ireland.
    Read More
    2 of 2

Financial Services

Public Sector

ServiceForce’s Lean Management System Helps Deliver 38% Improvement

What was at stake?

The governments shared service centre employs over 700 people across 6 sites and provides HR, pensions and payroll administration services for 39 Government Depts., and 52 public service organisations totalling 124,000 people. The client was tasked with improving the service to customers while leveraging the economies of scale expected from a shared services model. To help scale their operations management throughput, the client had already attempted to pilot the application of Lean Six Sigma but had struggled to make them relevant to their day to day operational challenges.

What was the result?

Expertivity worked with the teams to enhance their Lean and Operations Management capabilities and deployed our Lean Management System, ServiceForce, to provide additional operational insights and help manage their day to day demand and capacity requirements. During the program, the teams reduced their daily work-in-process (WIP) by 37% and their overall capacity requirements by 22% while their work volumes increased by 7%. The newly acquired skills along with the enhanced data made available via ServiceForce allowed the team to identify additional process improvement opportunities more than the gains already achieved.
Read More

Building Operational Excellence Capabilities for Future Expansion for One of the Largest Health Organisations in Ireland

What was at stake?

In 2016, the client embarked on a digital transformation programme to improve their digital presence and their online service delivery. Prior to that, their main Customer Services Centre acted as a traditional contact centre and had a limited digital presence. The team needed to quickly develop the skills and capabilities to plan and execute their enhanced range of services and their digital transformation strategy.

What was the result?

Over the 18-month program, the team upgraded their skillset, developed detailed operations performance management metrics and scenario planning skills and data. The team released over 30% of their available capacity by eliminating a variety of non-value-added work. Along with these improvements, a reconfigured supply chain and additional resources, the team more than doubled their effective capacity.
Read More

Health Care

  • EI Interview the management at Killarney Telecommunications Limited (KTL) about their Lean Transformation

    What was at stake?

    KTL needed to standardise their customer acceptance process to allow customers to onboard solutions faster and more efficiently. Other key changes required were to: Develop a Lean Culture across all levels of the company; Develop an Infratrack System to manage Workflows and Documentation across all projects; Reduction in site revisits; and the Development of a system to reduce waste and create analysis reports to manage Safety and Environmental impacts of Driving.

    What was the result?

    After implementing the Lean Transform programme through Expertivity, KTL turnover increased by 30% to €40 million, while 1.5% was added to net margins. Other benefits included 80% Reduction in site visits, a 14.7% reduction in expenses through the introduction of a fleet management solution, a 13% reduction in employee turnover and a 35% reduction in lead time in various processes within the business, including invoicing and purchase order generation.
    Read More
    1 of 2
  • Laying Lean Foundations for Serious Growth

    What was at stake?

    We needed to do three things to get to where we needed to be: improve capacity metrics to meet business KPIs; increase our people’s awareness of the principles behind Lean and the goodness behind it and following that, equip our teams with the right problem-solving and continuous improvement skills.

    What was the result?

    The process laid the foundations for expansion. With Expertivity’s support, we started to build new revenue in without increasing cost. The process enabled us to invest in new markets and we were able to grow our market engagement without increasing labour. The business became more resilient. People came to appreciate problems as opportunities to make changes. We freed up capacity and, at the same time, the day-to-day experience for people improved. Labour was our biggest expense, but we were able to grow our market engagement without increasing labour. We weren’t interested in reducing our workforce either, Lean really isn’t about that. We freed up capacity and, at the same time, the day-to-day experience for people improved.
    Read More
    2 of 2
© Copyright 2019 - Expertivity - All Rights Reserved
bars linkedin facebook pinterest youtube rss twitter instagram facebook-blank rss-blank linkedin-blank pinterest youtube twitter instagram