LSC Group

Executive Summary / Abstract

During 1999, the UK Ministry of Defence (MoD) Submarine Support Integrated Project Team (SubIPT) was faced with the issue of the cost of submarine ownership and in partnership with Babcock (then DML) set out to realize significant programme savings during HMS Vanguard’s 1st Long Overhaul Period Refuel (LOP(R)). One of several steps in achieving this objective was to establish a joint initiative between Babcock, SubIPT (MoD) and its chosen technology partner, LSC Group, to transform the business using workflow technology. To support this approach a Collaborative Working Environment (CWE) was developed by LSC Group to improve collaboration and communication between all stakeholders involved in the submarine refit across the UK. To transform the business the latest workflow technology was adopted to replace paper-based business processes and to enable much greater process integration with existing MoD and industry systems, thereby enabling efficiency and cost reduction.

Driven by a suite of bespoke and commercial off the shelf (COTS) applications, including a custom-built business process automation (workflow) solution from TIBCO, the CWE has delivered a trusted secure web-based workspace, enabling members from disparate organizations to work together and share information within a single secure environment. Its prime users consist of all submarine MoD departments and the major Tier 1 industry partners in Naval Defence, including Babcock, Rolls Royce and BAE Systems. TIBCO’s workflow component allows automation of business processes, integration with existing applications across MoD and industry boundaries, to replace inefficient and sometimes out of date paper-based processes. The newly automated business processes have resulted in time and cost savings, which have directly contributed to the MoD and Babcock achieving its goal to reduce the cost of submarine ownership, de-risk the LOP(R) programme and to achieve positive share line contract performance.

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.

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