BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Customer Service

Business Process Management Automation & Innovation

with BizFlow BPM at Jardine Lloyd Thompson

Chris Ryan

BPC and Development Manager

JLT EB IT Services

Garth Knudson

Director of International Operations

HandySoft

• Traces roots back to 1832 with Jardine in China• Merged Jardine Insurance Brokers with Lloyd

Thompson Group in 1997• Employs 6,200 employees in 100+ offices in 27

countries• Garnered £746M in 2010 revenues• Employee Benefits Group within JTL (JLT EB) made up

£132 million of this 2010 turnover with 1500 employees in offices in the UK and India.

Context – Company Description

Context – EB Business Areas

• Risk and Insurance• Employee Benefits

– Pensions Administration– Pensioner Payroll– Defined Contributions Consulting (DCC)– Actuarial– Health and Risk– Small Self-Administered Scheme (SSAS) / Self

Invested Personal Pension (SIPP)– Enhanced Transfer Valuation (ETV)

Context – BPM at JLT• 2004 introduced BizFlow BPM

– Specified for 30-40 users for finance and Pension Administration functions

– Deployed by a third party (contractor)

• 2007 started offering BizFlow-based solutions to end customers

– Rolled out Pension fund automation package to customers such as British Steel, BMW, HBOS, Heath Lambert, Bluefin, Aventis, etc.

• 2010 invested in large-scale projects to streamline internal processes

– Replaced acquired model (e.g. Pegasystems)

– Support objectives of growth with no additional operational costs

– Route work to lowest cost denominator

• Objectives– Data protection (offshoring)– Compliance– SLAs

• Production– 16 million workflow elements– 300+ million rows in a key table

• 15 million SharePoint documents

• 12 active offices in Europe and India

Project – Expected ROI

Time Saved per Work

Item

Hours Saved in a

Year

Man DaysSaved per

YearWorking

years £££

1 second 4,444 593 2.7 £120k

30 second 133,333 17,778 80.8 £3.6m

60 seconds 266,667 35,556 161.6 £7m

Project – Methodology and Approach

Testing/QA

Application/Form Development

Process Definition

App/Form Development

Process Definition

Testing/QA

Issue Resolution

Issue Res

Waterfall

Agile (Preferred)

Requirements Analysis

Req Analysis

Project – Key Business Innovations• Sales – Employee benefits and pension fund schemes are now tailored to

individual customer needs enabling product differentiation leading to 50% increase in trading profit.

• Document Handling - Streamlining and standardizing document handling alone has produced annual savings into the hundreds of thousands of pounds.

• Customer Services - Keeping the work within the application allows all users to collaborate to quickly resolve customer issues while tracking overall progress.

• SLA Management - Now missing statutory deadlines and breaches are rare. Improved performance and increased risk management have led to more sales and less legal costs.

• Compliance - Custom interface allows incoming documents to be ‘indexed’ with relevant meta-data and to have this data initiate relevant business processes.

Project – Example ProcessThe DCC application supports many processes, including: Create Work, Notice to Staff, Ad Hoc Requests and Queries, Direct Offer associated flows, Transfers, and Annuities. Subprocesses include Pending, Termination and Document Handling

Innovations – Adapting at RuntimeForms have been created to allow users to modify flows at runtime. Whether through ad-hoc reviews, pends, terminations, dynamically adding fields or requesting documentation, users have lots of flexibility to control work and change work in progress.

Innovations – Tabular NavigationIn order to incorporate more functionality and data access into the application while simplifying the user experience, JLT EB decided on a tabular form. As seen in the example below, JLT EB divided the form into top and bottom pieces each having associated tabs.

Innovations – Accordion Design

Innovations – Standardization As there are many shared elements in each overarching process, JLT EB worked to standardize common elements for reuse, such as Headers, Pends, and Terminations

Innovations – Automatic RoutingFor DCC there are 12 different User Groups. Users are assigned to User Groups based on the Scheme/Member selected during the Create Work activity. Routing is done by means of Participant variables. Work can be started automatically and/or manually from uploaded and scanned documents to SharePoint via Kofax using metadata tags.

Innovations – Dynamic User RoutingDuring process execution users often need to ask associates in formation to complete work. Rather than using email which leads to lost time and information, JLT EB added functionality directly into the application enabling dynamic collaboration. This capability is implemented as a separate tab along the top of the screen. The reviewer will be determined depending on what stage the process is at from a drop down list. A “doer” won’t be able to review their own work. This innovation is enabled by the BizFlow engine.

Innovations – Document HandlingThe ‘Document Handling’ tab allows users to follow a simple process to produce outbound correspondence and control valuable documents. Users can give instructions such as attaching a covering letter to a certificate and returning it to a client.

Innovations – Self-Triggering Processes

• Some processes can trigger other processes. The relationships that exist between these processes are displayed below. The logic of the triggering mechanisms within each parent process is displayed against each process relationship.

Innovation – Configurable UserExp

Project – Hurdles Overcome• Business ownership – It is vital to get the business involved. With business ownership, team

members get refined requirements, locked scope, validated investment, and commitment to testing and use. Users more readily adopt solutions as they have had more input on features, functionality and design.

• Talent Development – Five large projects in 18 months required many people to learn on the job. Having a small group of true experts in business analysis and development helped to provide new team members with guidance and best practices as to requirements analysis, documentation, implementation and testing. All personnel also went through training and workshops to learn BPM products and best practices. Developers sat side by side to learn from each other as well as review and test functionality.

• Communication – There needs to be constant, real communication between the stake holders. Any business change project impacts a diverse set of people, roles and personalities, and assumptions need to be checked, re-checked and verified to avoid misunderstandings. There is also a need for a steering committee that has overview of the entire delivery to ensure that the intra-process interfaces and hand-offs are clean and continue to meet the requirements of the business. JLT EB have weekly project team calls as well as daily interactions through ad-hoc team meetings, calls, and Skype sessions.

Project – Best Practices• Requirements – When reviewing requirements, talk through all scenarios, frameworks, and

technical specifications. Lock down specifications as much as possible to create definitive scope and project plan. Involve end-users often during the requirements analysis so as to expose potential problems early.

• Project Management – Have committed project management. Ensure that team members are voicing concerns. Respond to questions same/next day. Watch scope creep. When outsourcing, ensure that both internal and external teams have active project management so as to avoid miscommunications.

• Resource Allocation – Assign a dedicated BA to the project to own requirements and make decisions on issues and change requests. Get technical resources talking to validate approach.

• Sponsors – Ensure that the business has clearly identified and committed sponsors and owners because any BPM project is about changing the “business.”

• Documentation – Standardize documentation and isolate shared sections. “As little as possible and as much as is necessary” has been the ongoing motto whilst delivering many processes on numerous projects in parallel.

Project – Benefits and ROI• Rolled-out application to more than 1,200 people on three continents

• Completed 6 large projects with multiple concurrent deliveries incorporating >200 real business processes

• Formed team managing BPM, DMS, and Scanning that includes multiple Analysts, PM’s, Developers, Testers and Report Writers

• Enabled the business to grow 46% in net profits

• Onboarded acquisitions with 50% fewer people and a significant increase in volume of transactions

• BA’s do 50% of “development” due to “codeless” environment