Homeloan Management Limited

Executive Summary / Abstract

HML is the UK’s largest mortgage servicer, providing outsourced mortgage administration for more than 50 UK and Irish clients, and operating out of three UK locations – Skipton (North Yorkshire – head office), Londonderry (Northern Ireland) and Glasgow. The company was established in 1988 and is a wholly-owned subsidiary of Skipton Building Society. It manages around £43bn for some of the largest players in the UK and US financial markets.

In late 2007 HML embarked on its Business Process Management (BPM) journey to improve, streamline and increase overall control of the credit management processes in response to rapidly changing market conditions and regulatory requirements. HML’s first BPM initiative, the credit management workflow system (CREWS) was initiated to address these requirements and contain cost. CREWS delivered automated functionality for HML’s pre-litigation department. Feedback was gathered from the business area to continuously improve CREWS over the next two years and ensure what was delivered was in line with business requirements, therefore eliminating any rework.

From 2010 through 2011, HML delivered significant enhancements to the initial CREWS application, with improvements in query responsiveness, agile development methodology and improved process efficiency. In addition, in early 2011, a new credit management enhancement project was completed to augment CREWS with possessions process automation.

HanseMerkur Insurance Group

Executive Summary / Abstract

The objective of the project was to implement a process-oriented architecture including the standardization and improvement of user interface ergonomics. The goal was to raise the degree of automation in claims processing to absorb an annual increase in gross revenue by 10-15 percent with an equal increase in claims, as well as to relieve clerks of simple routine tasks.

The annual increase in gross revenue could be absorbed by automated claims processes, which meant that the number of experts needed for processing was almost stable. This is an equivalent of € 0.75 million in cost savings per year and rising. In addition, the implementation of a rules engine for regulatory rules resulted in an increase of one percent in claims rejection or over € 1.65 million per year and growing. Claims processing time could be reduced from an average two weeks in the past to a few hours. The new automated process frees claims experts from routine tasks and lets them work on unclear or complex cases. On the other hand, simple tasks as obtaining missing data or correcting errors can now easily be diverted to less qualified personnel.


Executive Summary / Abstract

Avio is a world-wide leader in the aerospace industry. Based in Italy, Avio is a leading supplier of engine modules and components and it also operates in aircraft engines repair and overhaul with its Avioservice Division. In 2009, Avioservice Division started a new initiative for streamlining its Maintenance, Repair and Overhaul (MR&O) process of military engines in order to be able to sustain the new business and market conditions. The main objective of this initiative was to improve the performance of the process in meeting contractual SLAs in a new business environment where the repair and overhaul of several engines types, coming from completely new customers, is regulated by very different and very specific contractual agreements.

As a result of the initiative, a system has been developed to govern the workflow of each engine in its company’s “door-to-door” path and to collect actual performance measurements of the overall process which spans several organizational units.

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