...AND NAME OF CASE(Please add your student number after your name/thanks) Professor: Dr. Giovani J.C. da Silveira Lodge Karen Koupal Ondrej Miller Alana Ogunsola Oluseun Will Chuan Zhou (328253) Name: Case Analysis of Deutsche Allgemeinversicherung Coverletter?- Addressed to kluck, from consultants If someone can find a sample cover letter for case analysis then I can make it longer Dear Mr. Kluck; We are a 5 member consulting team from University of Calgary, Haykayne Business School and we did a very comprehensive study on Deutsche Allgemeinversicherung's PMV project and its problems, including the problem's background, the competition the company is facing, the firm's current state, Suitability of SPC use in the service industry, Measurement Issues faced at DAV and specific recommendations, the following is our analysis. Cheers Group 4 TABLE OF CONTENTS SYNOPSIS Deutsche Synpnosis Deutsche Allgegeinversicherung, the second largest insurance firm in Germany, had decided to adopt a new quality improvement initiative: PMV in order...
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...Executive Summary Deutsche Allgemeinvericherung (DAV) was founded in 1966 and has become the second largest insurance company in Germany and one of the largest in the world. DAV operated about 51 percent of its business in Germany of which 60 percent comprised of retail insurance including, for example, health and property insurance. In addition, the offerings included life insurance and disability income protection. As the second largest firm in Germany, DAV was aware of its prominent position and begun to think carefully about how to maintain that position as smaller insurance companies armed them to attack its primary markets. Managers in other firms attributed DAV’s success to two key factors: sound, traditional insurance management and outstanding customer service. Customer service was becoming an important tool for differentiating one firm from another. Quality in customer service had progressively become a critical element in DAV’s strategy. Therefore, to improve on its quality DAV adopted a new quality improvement initiative called Process Measurement and Improvement (PMV) headed by Annette Kluck. This system was adopted from the manufacturing style of statistical process control (SPC) measurements and Annette’s goal was to use this statistical tool to improve current operations to be more efficient and help to differentiate DAV in the industry and hopefully maintain its prominent position. Immediate Issues SWOT Analysis Strenghts: • Company has a diversified...
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...Allgemeinverscicherung (DAV for short) 1. Why is DAV using SPC? What are the primary challenges in applying Statistical Process Control to a service industry compared with manufacturing? 2. How large should each sample be for the experiment Schoss and Kluck describe on page 7? Explain the tradeoffs behind choosing sample sizes in statistical control experiments. 3. The first 12 weeks of the data in Exhibit 4 represent the diagnostic period for the Policy Extension group. What are the 3-sigma control limits for the process? In which of the subsequent weeks is the process out of control (if any)? In general, what do we do when we find points outside the control limits? What would you do in the specific DAV situation? Explain. 4. Develop specific implementation plans for solving the problems facing Annette Kluck that are described on Page 9 of the case. What are other alternatives you might be using to improve the performance of the operation? Feel free to suggest creative alternatives that include the use of new information technologies. 5. Answer specifically for DAV how would you estimate on the costs of quality for their organization? Use approximate calculations for an estimate. Feel free to describe an approach you would have taken if you could obtain more data? 6. What are the merits of Total Quality Management and Statistical Process Control for Improving and Controlling Service Processes based...
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...1. Why is DAV using SPC? What are the primary challenges in applying Statistical Process Control to a service industry compared to manufacturing? SPC is a scientific approach to measure and improve the efficiency of existing processes. The way it works is: a) Fixing the control limits or the guardrails for the processes that one wants to measure. (In terms of how accurate one wants the outcome of a process to be) b) Measuring random samples (random being the key) of existing processes (measure the accuracy or the time taken to service insurance customers, essentially pick the process area to measure) to find the sample mean, and variance within the process. c) Post the measurement phase, come the execution phase where one finds out the changes that need to be made in the existing process to ensure that the accuracy stays within the specified control limits. Unlike in manufacturing, where it’s easy to distinguish what is the “right” way of doing things, and the focus is more on improving the manufacturing process, in the services, the “right” way of doing things is defined by the people and it’s often subjective. More specifically: 1) The same SPC cannot be applied on a blanket scale to every team irrespective of how efficient they already are or how difficult objectifying their work as “good” work is. 2) The definition of right and wrong can quickly become very subjective based on different perspectives of individuals. 3) All teams cannot be measured...
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...John Doe Deutsch case The SPC initiative is very important to senior management at Deutsche because of the charter for differentiating the organization through unparalleled customer service. In 1995 there was a race in the commoditized industry of insurance; the first company that could reach the ultimate in customer satisfaction through the minimizing of hassles would enjoy dominance. It was also a time period that was just before the commercialization of the world wide web in organizations1, and the early adopters were finding ways to, for example, make it easier for their clients to access products or services via the web. Management recognized that the New Policy process was a major bottleneck and frustration for its clients, and Annette was on the right track to focus her energies there. However, there are things she could have done differently, and will need to make some changes to succeed in the proliferation of Statistical Process Control (SPC) SPC throughout the organization. This report will outline the major issues being faced and then make recommendations that will need to be implemented in order to ensure that SPC can succeed in an organizational culture such as that of Deutsche. The following have been identified as the major roadblocks standing in Annette’s way: * Temporary Workforce: In our studies of GE and Toyota, we saw that the “lean” quality mindset needs to be a decentralized, bottom-up movement from within the company where all members...
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...channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits and acknowledgments borrowed from other sources and reproduced, with permission, in this textJook appear on appropriate page within text. \.1icrosoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and Jther countries. Screen shots and icons reprinted with permission from the Microsoft Corporation. This Jook is not sponsored or endorsed by or affiliated...
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...of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits and acknowledgments borrowed from other sources and reproduced, with permission, in this textJook appear on appropriate page within text. \.1icrosoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and Jther countries. Screen shots and icons reprinted with permission from the Microsoft Corporation. This Jook is not...
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