Loss adjusting process improvement of loss adjusting company

Abstract

In the Insurance business, the section of the loss adjuster requires the efficiency and experience staff to manage the claim with accurate and on time following the market requirement. The loss adjusting company needs to plan in advance and manage the resource available to cope with the delays occurred in the working process for peak period.

The research will define and resolve the delays problem in order to improve the adjusting process following the requirement from the customer and service standard. The engineering apparatus will be used to collecting data, pin point the problem.

The research has experimentally observed on the current working team of the researcher as a case study and applied Value Stream Mapping or Flow Chart to analyse the working process and then using Takt Time to define average time per customer demand and bottom neck process and then used Value Adding – Non Value Adding table to analyse the sub process and define the waste occurred in each process. Moreover, the research also used Fish Bone Diagram and 5 Why Analysis to analyse the root cause of the delay in the system.

As a result, the observation found that the delay caused from both internal and external factors which can concluded as follows, there had no report formatting following with standard and difficult to check, some process is too complicate and bad arrangement, no claim allocation tools which are the reason leaded to the delay in the working process due to lack of experience and knowledge.

To improve the delay, ECRS and Value Stream Mapping are used as the principal. Concluded that the ordinary processes are combined and rearranged the sequence of processes and also eliminated the duplicate working task in order to shorten the working time and increased capability. Moreover, simplify the process had been implemented in the working process by created a Survey Form, report template and letter template and also information management leaded to standardize, accurate and easy to check. Researcher also established the claim assignment tools to allocate work to the appropriate staff.

The result of study and implement the improvement program, the working processes can be reduced from 9 processes to 8 processes including the average working lead time could be less 32.03 minutes for the coverage claim and 24.19 minutes for the non-coverage claim. From decreasing of process and time, the outstanding claim per person from the existing 38 claims to 30 claim meet the objective of the thesis.