The disability claims department of a Canadian insurance company, that served primarily small to medium-sized businesses, was concerned about how long it took to process claims from notification to decision. Customers were unhappy and the company was putting its ability to purchase reinsurance at risk.

For more than a year prior to April 2011, this large health insurer located in the Mountain West Region, had seen a growing backlog of applications in the Individual Underwriting department. Agents and potential customers alike were unhappy, and the company put a priority on solving the problem before its reputation suffered.

As a revolutionary healthcare organization of the 21st century, Kaiser Permanente’s mission is to provide quality care for their members and families.  Committed to this vision, the Patient Financial Services division identified potential areas for improvement in the back-end revenue cycle for five major service lines.  Due to the complexity of the processes in these service lines, it was an ideal area of the business to begin a structured improvement initiative.

A call center for a large national health benefits company had been adding staff rapidly in response to their business growth and increased volume, which had reached about 2 million calls a year. Though the “throw bodies at it” approach was expedient, it ultimately created some problems, chief among them poor member and provider service along with excessive costs. To position the company better for continued growth, senior leadership asked Guidon to help them simplify their approach to servicing members and providers while bringing down operating expense.

The financial services division of a not-for-profit health insurance company was struggling to continue to provide superior service in the face of an increasingly complex product line and growing membership. The company turned to Guidon to help it achieve performance, cost reduction, and revenue goals.

A major financial services company was having people trouble. The company wanted to scale and add services without adding more complexity to its human resources department. However, its hiring process had several inefficiencies.

The company's management sought to engage employees in business process management and find ways ways to standardize work, enforce standards, and create a more effective work flow. The team's objective was to be 100 percent compliant with facility standards and increase capacity by as much as 20 percent.

One of the world’s largest insurance groups, with 57,000 employees serving 45 million customers in 27 countries, was struggling with its North American New Life Business Operations. The company found itself celebrating the prospect of a 100-percent increase in business, but stressing over the challenge to grow profitably with the current operating model.