Summary
A national title insurance organization used our Value-driven Business Process Management methodology to analyze
and standardize their Direct Title Operations processes. The initiative included capturing existing processes, improv-
ing them through analysis, defining a "To-Be" state for core processes, creating a BPM Playbook and Roadmap, and
conducting BPMN training.
As a result, 104 processes were documented and global design models were developed for optimized future process-
es to enable standardization. The work on the title processes and the set-up of the BPM discipline are in preparation
of the future digital transformation initiative of the organization.
Organization Background
An established entity in the insurance domain, known for its commitment to safeguarding property investments, collaborates with various stakeholders to ensure transactional security. It provides an array of services tailored to the needs of diverse clients, including individual, commercial, and governmental partners. The organization is now focusing on refining its operational frameworks and integrating digital advancements to streamline its processes.
Business Challenge
To standardize the Direct Title Process, a meticulous approach was taken to gather detailed task-level information from each region using a systematic approach. Data was collected, documented, and analyzed to identify patterns, trends, and opportunities for improvement and automation. This approach ensured a thorough understanding of the process and provided a solid foundation for enhancing consistency and efficiency across regions. The Direct Title Process will be improved with the assistance of the IT Operations team, and a centralized enterprise
platform is being designed for enhanced global efficiency. Implementation is planned in the near future, with scalability and adaptability in mind. Continuous monitoring and feedback loops will optimize performance, reflecting a commitment to driving innovation in the process.
The Solution
Interviews were then held with the Process Owners and Subject Matter Experts (SMEs) to fully define the in-scope, As-Is landscape through detailed BPMN 2.0 models. In parallel, an issue register was maintained, documenting current pain points and improvement / automation opportunities.
Once the As-Is Processes had been signed-off by SMEs, three analysis approaches were deployed:
- Value-add – maximizing value from critical activities, streamlining non-critical.
- Problem-based – addressing stakeholder concerns and improvement suggestions that highlighted system integration.
- Automation redesign – where can the business be restructured to maximize automation opportunities
Based on this analysis, To-Be process models were designed to represent the Global standardization as well as division variants. The Tile Process Realization of these To-Be processes improvements are grouped into Automation and System Integration Improvement Opportunities. The models were reviewed with both SMEs and IT to ensure alignment.
Results
A compelling, fully costed business case that yielded the following benefits:
- Immediate business impact: a clear road map for how to achieve the desired reduction in manual effort, scalability, and efficiency through appropriate To-Be processes, e.g. for title operations.
- Documented process modelling and management best practices that can be leveraged in future process improvement and transformation projects.
- Achieved a Standardized view of the four core processes were designed for future automation.
- Established a Business Process Management (BPM) Playbook to define the usage of the digital repository in alignment with organizational strategy.
- Defined a future BPM Roadmap with Improvement Opportunities.
- The detailed analysis prior to development improves the efficiency, effectiveness and compliance of the operations
