Transparency and collective knowledge in an insurance company.
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Collective knowledge through Process Mining – the key to strategic change at WGV
Württembergische Gemeinde-Versicherung (WGV) uses mpmX in claims settlement and for benchmarking processes with service providers such as garages or legal advisors. The aim was to use Process Mining to map process structures transparently and enable data-driven decisions. The departments involved were claims management, legal protection, IT and digitalization as well as operational organization, which underlines the interdisciplinary nature of this project.
Initial Situation
Like many other insurers, WGV has to deal with several challenges. Many work processes take place in variants, which makes it difficult to identify problems. The BI tools used to analyze the company‘s performance only show part of the reality. Process modeling with the business management software Adonis is manual and very time-consuming. Designing and implementing new processes is complicated and requires a lot of detailed work.
Process Mining with mpmX completes WGV‘s analysis and execution capabilities. The BI tools, supplemented by mpmX key figures, now provide an understanding of the process contributions to the company‘s performance. In addition, a holistic customer view can be presented, for example by measuring customer interactions and waiting times. These new insights make it possible to increase efficiency and customer satisfaction at WGV.
Project Objectives
WGV defined clear objectives for the Process Mining project:
- Versatile perspectives: Looking at processes from different angles, including the perspective of WGV, customers and third parties involved.
- Benchmarking: Enable comparisons of process execution by input channel and identify potential for improvement.
- Identify bottlenecks: Recognize delays and problems in process flows in order to be able to intervene in a targeted manner.
- Checking optimizations: Accurately measure the impact of process changes. Systematically evaluate and quantify all improvements.
WGV‘s processes are becoming more transparent and efficient thanks to the goals that have been set. In addition, WGV is concentrating on improving customer-related processes, such as the request process in the area of direct marketing, with a very customer-centric focus.
Results
The implementation of mpmX has resulted in significant process improvements.
Increase in the dark processing rate
The dark processing rate for glass damage has been significantly increased and manual activities have been considerably reduced thanks to fast claims settlement. Process Mining has made it possible to limit the number of readjustments that were previously necessary after dark processing claims.
Improved efficiency in claims processing
By optimizing avoidable processing steps and increasing certain value limits in claims processing, a significant increase in efficiency was achieved. As a result, the workload in claims processing was reduced despite the increasing volume of claims.
Data-driven decision making
Service provider benchmarking confirmed the effectiveness of legal advice on the basis of data by making the success rates of various service providers visible and making the cost-benefit ratio objectively verifiable.
Why mpmX
A decisive factor in the choice of mpmX was the simple data integration, which was used, for example, to supplement data for analyzing the customer relationship. Thanks to the partnership-based and trusting support of the mpmX experts, it was possible to establish a flexible Process Mining platform that can answer WGV‘s specific strategic questions.
Future Outlook
The future of mpmX at WGV looks very promising. Process Mining will be an integral part of a strategy project alongside the analysis of claims settlement and service provider processes in order to support WGV‘s alignment and decision-making in process management. It is planned to establish Process Mining as a tool for the continuous improvement process within WGV. As part of the project, clear roles are to be established within the specialist departments with key users and a central competence center.
"The previous way of thinking in process management was: ‚It‘s good because a measure has been implemented‘. Now, however, the added value of every implementation can be quantified."
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Dozens of companies use mpmX to make sense of their organization and continuously improve their processes. From mid-sized companies to big multinationals.
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