Industries
Insurance
Handling time, backlog, and quality in high-volume operations.
What we usually find
- 01Backlogs that grow without a corresponding rise in volume
- 02Handling time that varies wildly between teams doing the same work
- 03Rework driven by incomplete intake rather than examiner capability
- 04Automation deployed onto a process nobody redesigned first
Insurance operations are process businesses. Underwriting, claims, servicing, and billing are all sequences of handoffs — which means their performance responds directly to flow, variation, and rework analysis.
Where we focus
Where the work concentrates.
Work-type and variation analysis
Segment the volume, baseline handling time by work type, and locate where variation and rework actually originate.
Intake and flow redesign
Fix the front of the process so downstream teams stop absorbing defects, then rebalance work across the flow.
Controlled implementation
Delivery with quality controls, adoption planning, and post-implementation measurement against the agreed baseline.
Measures that move
- Handling time
- Backlog
- Quality
- Capacity
- Customer responsiveness
Outcome areas only — client figures are published here as engagements are measured, documented, and approved for release.
Rapid improvement
Kaizen event — typically 3–5 days, shaped by scope
A focused, on-site event on one specific process. A cross-functional team measures the current state, redesigns the flow, and implements the change during the event — not a study that ends in a recommendation. Timing is determined by scope, not a prescribed day-by-day schedule.
- One process, one measure, one team — aligned before the event
- Current state baselined with real data, not opinion
- Change implemented and standard work written in the room
- A control plan and owner in place before the event closes
Scope, team availability, process complexity, and site count determine the timing. I do not prescribe a rigid day-by-day schedule; we confirm the right event shape together before anything is scheduled.
Ways to start
A small, defined first step.
Operational diagnostic
A data-led read of the operation ending in a sized, prioritized opportunity set with the assumptions stated.
Value stream assessment
Current-state mapping of one end-to-end flow, with the constraint, the waste, and the quantified gap identified.
Program recovery review
An honest read of where a stalled initiative actually is, and a workable path to a completed outcome.
FAQ
Common questions in insurance.
Kaizen FAQ
The scope-led event, answered.
Who it is for, how the fluid phases work, and what you should expect to have when it closes.
Request a Kaizen event
One process in insurance, changed through a focused event.
Scope, team availability, process complexity, and site count determine the timing. I do not prescribe a rigid day-by-day schedule; we confirm the right event shape together before anything is scheduled.
Start the conversation
Let's talk about what needs to move.
A short conversation about the outcome you need, the constraint in the way, and whether we are the right partner for it.