by June 17, 2007 0 comments



Winners don’t do different things, they do things differently. And that’s
precisely what this project has proved to be doing. The acceptance of the project from the
users is very high on the scale of satisfaction as each one of them sees benefits from it
for themselves and not only the organization. This implementation has not only
eliminated paper from the office except two places—one where the actual policies come
and are scanned, and two the warehouse where they are stored.

This project is doing WONDERS and bringing to fore, capabilities of a BPM (business
process management) system. It is an enterprise wide workflow system integrated with a
Document Imaging System.

The system integrates with other existing front-end and backend systems transforming as
the backbone for the organization’s process automation. WONDERS is one of its kind
project that has managed to leverage the power of a BPM suite, make the users understand
the benefits o using such a system.

SunilRawlani_june2k7.jpg (1693 bytes) He is an MBA (1988) and
BS, Computer Science (1986) from Kent State University, USA. While his professional
interests include Business Transformation, Technology Value Systems and Organisational
Behaviour, he is fond of Photography and Music on personal front. He has 21 years of total
work-ex with the likes of Standard Chartered Bank, ANZ-IT and Philips
Sunil Rawlani,
CIO, HDFC Standard Life


“If you want to drive a cultural change in an organization, you have
toaddress what is in a project for everyoneinvolved.”

Not only that, the deployment has brought about huge increase in the productivity and
efficiency upheavals. As much as 300% reduction (5-6 days to 1.5-2.5 days now) has been
achieved in reducing TAT for processing new business cases and they have also been able to
reduce the time taken in underwriting and handling queries by a good 40%. Right now, the
complete working environment has moved to the workflow system and the paper and file
movement across the organization has been reduced to only one department that introduces
the case files into the system. Even with 100 percent increase in number of proposals,
shift times post
WONDERS reduced from 12 hours/day to 7 hours/day building close to 300 percent back office
capacity. Not only that, 20 percent errors on 140,000 proposals in 2003, against 5% errors
on 250,000 proposals in 2004/5 (savings on re-working proposals)

Project Specs
Business
problem:
In a highly competitivemarket, HDFCSL wanted to do something different where
pricing and QoS are the only two differentiators.

IT Solution: Implemented an enterprise-wide workflow
system

Impact: Savings of 300 percent in
TAT, 100 percent increase in number of proposals, 40 percent reduction in time spent on
queries, 100 percent time reduced in tracking MIS

Implementation Partner: Siemens
Information Systems

Beyond that, the system uses the FileNet scanned and managed images of the business
cases. The efficiency of the imaging system being used (FileNet) is visible
in the fact that a user/underwriter can even distinguish change in the color of inks used
while filling the forms, and therefore weeding out fraud entries. TIBCO Staffware is being
used for workflow management.

HDFCSL has automated New Business, Claims, Complaints and Part of Policy Servicing
processes as part of WONDERS.

The implementation also enables reducing the number of query calls that came in to the
staff and required frequent visits through the hard copy files of the cases. Now all data
and progress of a case are visible to them on an internal portal accessible to the sales
staff. This has reduced the time and increased the efficiency for all processes. The
consumer is benefiting from the deployment too.

They need not wait for days and moths to get their queries sorted out and claims
settled. The customers can also view the status of their case/policy over a portal for
which an identification number is provided to them.

Regulatory policies like settling a claim over a maximum of two days, are also being
followed strictly due to this workflow management system. So the follow up has become a
lot easier at any level required.

It is not only the direct saving of time and money, and other implied benefits, but
WONDERS has also brought in immense automation in the way technology can be used. The
users required dual monitors/screens where they could simultaneously see the scanned case
document and index it on a workflow management system. For this, WONDERS’
implementation team decided to use the regular 17” monitors tilted at 90 degrees so
that each page of the scanned document was visible from top to bottom in one go without
the need to scroll up or down. While using larger screens was another choice available, it
required huge inputs of money and special service whenever called for. While there are
controls on who can see which application or part of it, there are also provisions where
some authenticated users can open multiple windows to access required information to
complete the task at a particular step. For instance, while evaluating a case the
Underwriters can access the medical records, the alteration history, audit trial etc, all
at the same time, to arrive at the final decision.

You can even push high all risk-value cases in a manner that they arrive at only
senior-most underwriters. The system does not allow two underwriters to open the same
case, thereby, avoiding duplication of work. There is a reduction of time taken on
business logged by 10-15%. This time can be spent by the
entire sales force spends on the field for ensuring more deals.

Deployment Architecture of WONDERS

CS_overallbest01_june2k7.jpg (21254 bytes)

 

The n-tier modular technical
architecture of WONDERS

CS_overallbest02_june2k7.jpg (22056 bytes)

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