Projects
Affero Case Study 1
This project was completed for an Australian third party administrator/agent. It is a medium-sized business.
| Business Issue | Solution | Benefits Realised |
|---|---|---|
| The client had four business units across states/jurisdictions.
The project had stagnated over previous 12 months and the client was keen to improve customer loyalty and connectedness with key stakeholders. | Designed, implemented and embedded Net Promoter Score (NPS) program in conjunction with a technology partner.
Leveraged Service Recovery and Continuous Improvement methods to engage internal stakeholder to delineate, prioritise and improve external customer loyalty and service across the business units. | Affero’s solution, when rolled out, achieved 5-7 point NPS change over a whole of business baseline over a six month period. |
Affero Case Study 2
This project was completed for a large general insurer operating across the whole of New Zealand. Affero worked within a whole of business transformation to design and implement a Continuous Improvement approach.
| Business Issue | Solution | Benefits Realised |
|---|---|---|
| Stream of overall transformation program to inject continuous improvement across claims, operations and support functions. | Affero designed and implemented a Continuous Improvement Centre of Excellence over a nine month period. This involved Affero conducting a Lean Boot Camp to address key sales and underwriting process change.
Our consultants also held a series of short Kaizen workshop across Finance, Technology, Operations and Claims functions. Affero worked with the client to establish key internal resources to take over the program, and then provided ongoing support as required. | After the whole-of-business transformation program was implemented, the client was awarded IBANZ Most Valued Insurer Oct 2014.
With Affero’s help, it achieved its goal of improving sales/service to brokers through end to end collaboration across its Sales and Operations teams. Affero designed, built and supported internal resources and the delivery of strategic benefits. |
Affero Case Study 3
This project was completed for Private Wealth, a medium-sized business unit of a major Australian bank.
| Business Issue | Solution | Benefits Realised |
| Affero was engaged to build internal continuous improvement capability and deliver high value service levels to ultra and high net worth clients. | A four-phased Lean Boot Camp approach was designed to establish internal consulting team and entrench Private Wealth as the Number One Australian business unit.
Wave I: Increase approval thresholds and maximise client profiling/ relationship interactions. Wave II: Credit Card and Term Deposit streamlining | 700+ hours saved per month through transactional rework savings and reinvestment in service.
66% reduction in End to End New Credit Card application time. Build and mentored internal team to deliver Wave III and IV with secondary coaching/mentoring function only. |
Affero Case Study 4
Affero was engaged by an Australian personal insurance client, with a multi-State claims operation.
| Business Issue | Solution | Benefits Realised |
|---|---|---|
| The client wanted to rapidly reduce operational portfolio size by streamlining claim business rules and reducing decision backlog and management
The client came to Affero 12 months after a new Claims System had been implemented and its operational backlog had ballooned due to natural/ catastrophic claims events. | Affero conducted a Lean Boot Camp initiative in a major claims portfolio designed to drive effective case management process to finalise claims rapidly and effectively.
12 Business representatives designed and delivered mini business case and achieved executive sign-off over two days then implemented process solutions over eight weeks. | Total claim portfolio was reduced by 25% over an eight-week period and sustained through prioritised cohort management; focused case management behaviours; and a new key metric/dashboard system.
Key fulfilment area resumed active service level agreement of five-day turnaround (from previous 20 day average). Business resumed normal Full-Time Equivalent levels against budgetary conditions, negating additional hiring requirement. |