A major UK financial services company that was embarking on a claims transformation programme to deliver a new Target Operating Model (TOM) for General Insurance claims which aimed to:
- Deliver excellent customer service
- Build a culture of ownership
- Give operational control
- Improve indemnity performance and reduce management expenses
In support of this transformation activity, Reinvigoration support was engaged to help build capability within the front-line leadership team and allow them to successfully manage within the new operating environment. The objectives were to;
- Assess the starting operations management capability of all frontline leaders.
- Design a training and coaching programme to bridge the capability gaps.
- Develop an operations management system and implement for chosen teams.
- Deliver measureable improvement to front line leadership capability.
- Reinvigoration’s Operations Capability Assessment tool was used to create a baseline of front-line leadership capability.
- Interviews were held with the leadership population, focussing on ten key areas of operations management.
- The results allowed the assessment of both individual and operations capability, highlighting gaps for improvement.
- Comparisons were drawn between sites and individuals, leading to the creation of targeted coaching plans for individuals.
- The practical classroom training taught a blend of operations management, change management and improvement techniques, all of which were essential skills for effective front line leader.
- Each individual was supported by a tailored coaching plan to ensure that their specific development needs were considered.
- Post training, intensive coaching support was provided to 50% of those who attended the classroom training.
- An operations management system was designed leading to the implementation of a number of key elements within three teams.
- Staff involved were overwhelmingly positive and those who had benefited from intensive coaching significantly increased their capability, measured through further Operations Capability Assessments.
- Cross site collaboration increased significantly, with the Customer Service Manager’s holding daily calls ahead of their daily stand-up meetings to ensure one message throughout the whole operation.
- All Team Leaders and Managers attained Level 1a of Lean Service accreditation with Cardiff University and now have the foundation to utilise Lead tools to drive process improvement and culture change.
- More than 125 call handlers received an overview of the core tools and techniques and heard the new language being used.
- More than 100 issues were captured and entered the problem solving process.
- All of these factors contributed to the evolution of a high performance culture, supported by continuous improvement.
This was just the start as a second wave of training and coaching support was implemented, which saw more frontline managers receiving training, getting intensive coaching support and continuing their professional development journey, working towards accreditation at levels 1b & 1c of the Lean Competency System.MORE BLOGS