BUPA is a £2bn t/o health care organisation centred in
the UK, with operations in the Middle East, Spain and associate
partner across the world. Our focus was with the Membership
Finance division which is split across 5 locations and is responsible
for:
Selling and provisioning BUPA insurance, both inbound and payout
Processing
the financing of the BUPA operation
Creating,
analysing and delivering business cases for all product /
 service
divisions across the whole company
Scope
The
work was centred on the Membership division, however
required significant input from the service and product
delivery divisions and external consumers
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Objectives
To improve team working within Membership Finance
Create
a process which:
Sets objectives that are aligned to the business needs
Meets
requirements of customers both internal and external
Reduces
waste
Provides
higher quality outputs
A clear understanding of which processes and activities were
inefficient
A benchmark
on how the customer perceived the service he received
Deliverables
The
work focussed on
Creating
a change programme to reduce waste and process
improvement
Establishing
agreed service level agreements for the internal and
external
customer
Reengineered
specific internal processes
Designed
and implemented an improvement framework which
sustained
momentum
Improvement
in team working at senior and then middle
management
levels
Objectives of our work
We
were invited through track record and other references to implement
the following objectives:
To ensure
clear operational objectives were agreed and then
implement
an effective cascade process for objective setting
Ensure
the senior team operates effectively
Reengineer
critical processes
As a result
of the objective setting and process reengineering work,
supplement
the day to day operations with realistic service level
agreements
related to operational performance, customer
satisfaction
which then can be used in personal and team appraisal
processes
Produce
a detailed report as to the external market opportunities for
BUPA
to develop their financial offerings
Drivers
for change
Need to grow revenues
Improve
effectiveness of organisation
Approach
/ work programme
Overall
approach
Our
approach was a mixture of facilitating the organisation in delivery
and execution of some of the objectives and prescriptive in achieving
the remainder of the objectives
Work
Programme included:
Voice of the customer ( consumer and other BUPA divisions)
Voice of
employees
Market
analysis – report and implementation of realigned strategies
Management
commitment and team effectiveness
Develop
an objective setting process which is cascadable based on
Voice
of the Employee and Voice of the Customer
Process
reengineering
Development
and implementation of Service Level Agreement’s and
locking
these into appraisal , management reporting and objective
setting
Benefits
Improved effectiveness of measurable service to other BUPA
divisions
Improved
risk assessment of BUPA business cases
The finance
team grew, became more cohesive and worked closer as
a unit
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