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Tips from an Expert - BPM

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					                        Tips from an Expert:
                  BPM for Insurance Organizations
                             Business Process Management (BPM), is only as good as
                             the underlying processes, says Jorge Rosas, Quality
                             Manager at US property and casualty insurer Chubb Group.
                             In this interview with Process Excellence Network Rosa
                             talks about the implementation of BPM at his company and
                             offers practical tips on how to get the most out of BPM
                             software solutions.

PEX Network: How does Process Excellence fit into the business at Chubb?
Jorge Rosas: Process Excellence is an integral part of Chubb's business methods. It
allows us to ensure that product and service delivery are meeting customers'
expectations, while creating metrics to describe how well we are doing this. It also
provides internal measures of performance that are used for appraisal purposes and as
input for Continuous Improvement programs. Process Excellence helps us analyze
resource needs and determine what the best organizational structure is in order to
deliver products and services in an efficient and effective manner.


PEX Network: How do organizations typically react to demands for greater quality in
service? What are the key measures to take?
Jorge Rosas: I believe that many organizations, especially in the financial services
space, are still more reactive than proactive in their response to Quality. This means that
when customers or regulators demand quality improvements a quick fix is usually
sought, as opposed to deep process analysis and Continuous Improvement that lead to
sustainable change. A proactive quality program, including customer listening posts need
to be implemented and used as the source of information to assess customer and
stakeholder satisfaction before demands for improved quality are received. When this
happens, the customer has already had a bad experience and he/she might be lost.


PEX Network: Can you give some examples of initiatives to improve quality and
customer service at Chubb – outlining the challenges and solutions?
Jorge Rosas: Chubb implemented a major Quality Management Program across all of
its commercial lines units. The challenges faced at that point in time were twofold: a) To
ensure product and service delivery standardization from centralized locations: b) To
design a reliable method to capture and measure accuracy (one of the main quality
characteristics) both from a customer and from a compliance point of view. The solution
was the design, development and implementation of statistically based Certification and
Quality Control procedures. These procedures were automated and distributed using
Business Process Management (BPM) tools.


PEX Network: What impact has BPM implementation had on Chubb in the areas of data
collection, performance measurement and strategy? And how has your role within the
organization adapted?
Jorge Rosas: The BPM implementation underlying the Quality Management Program
has created a new Quality culture at Chubb. This was achieved because the data
collection, inspection, appraisal and reporting methods were designed with the user in
mind, and based on sound principles, which have been readily accepted. It is the
credibility of the results being published that has led management to accept them as part
of the performance appraisal process and thus, become part of the fabric of field
operations. As Quality Manager, I was responsible for leading the QMP project. Since its
implementation my role evolved from an architect to a consultant in the quality and
Continuous Improvement arena.


PEX Network: What top tips could you give to organizations to make the most of BPM
software solutions?
Jorge Rosas: BPM is a key tool in the distribution and control of many corporate
processes including Quality. But it is only as good as the underlying design and
methods. The BPM applications cannot improve a flawed process. They can just make it
faster. So I believe that all necessary resources need to be invested at the project outset
to ensure that efficiency and effectiveness are baked-in from the beginning.


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