Quality Makes a Difference in an Insurance Company: Client Satisfaction Improves by Following a Structured Process Improvement Method


Woerner, Helmut O.   (1995, ASQC)   National Life of Vermont, Montpelier, VT 05604

Annual Quality Congress, Cincinnati OH    Vol. 49    No. 0
QICID: 10200    May 1995    pp. 44-49
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Article Abstract

An insurance company's successful application of a structured process management method, based on Bill Latzko's Quality Measuring System (QMS), focused on pinpointing weaknesses in their current processes. The knowledge gained helped the company use a deliberate, consistent method to improve processes that support products and services.

A series of meetings, each building on the previous meeting, developed the quality plan. The Management Advisory Group (MAG), which included eight coordinators and one process owner, followed these steps: (1) process identification; (2) team selection; (3) establishment of scope and objectives; (4) identification of process weaknesses; (5) development of recommendations; (6) approval; (7) development of quality plan; (8) presentation of quality plan; and (9) implementation and monitoring progress.

The structured process management method provided consistency and repeatability to Local Area Network installation procedures, improved the quality of systems development efforts, standardized help desk logging procedures, resolved the misuse of designated parking areas, improved workstation furniture request services; stabilized computer batch processing and improved on-line systems availability.


Customer supplier relationships,Empowerment,Insurance industry,Process improvement,Stakeholders

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