1. Group Disability Management Claims Stop, Review, Take your Blood Pressure July 26, 2005 GDMS Process Improvement Project Weekly Leaders Obstacles vsSolutions Pow Wow Remember the Mission

2. Begin with the End in Minds covey

Basic Habit of Effectiveness

Mental creation precedes physical creation

1 stcreate the mental thought for desired results

2 ndthe physical production of desired resultswere writing the program now

Create and applypersonal and organizational mission statements as constitutions for daily living

Envision the desired results and important values to guide activities or endeavors

3. Synergize ala Stephen Covey

Results-oriented, positive synergy

Examining, exploring, seeking diverse perspectives openly enough to alter or complete your paradigm*

Cooperate

Having a mutually agreed-upon end in mind

Worth the effort and highly effective

A process

4. Paradigm ala Stephen Covey

The way an individual perceives, understands, and interprets the surrounding worldour strongly reinforced mental map

Paradigm Shift: If we want significant change we must change our paradigms

5. Changing our Paradigms

We can service anything that is sold without adding to staff

We can cover vacations without special planning (up to 8 out at a time)

We can prepare for growth without incurring expense

Incurring expense exposes us to risk

We can prepare for growth without taking any risk

We can manage by responding to claim analyst percolating noise

We can manage without a strategic plan

We can balance our work by playing the 5 day Float

6. Effectiveness ala Stephen Covey

Production: the desired results produced (golden eggs)

Production Capability: maintaining, preserving and enhancing the resources that produce the desired results (the goose)

Effectiveness is the balance of the two

7. Our Mission

To create a production, claim analysis and service capability

That will meet the sales growth plan for the next 3 years

8. Henry David Thoreau

For every thousand hacking at the leaves of evil, there is one striking at the root

9. Todays Obstacles to strikingat the Root

Earned Vacation Time

Early work schedules

Untrained new hires

Unhired new customer service reps

Time for new role orientation for analysts and team leaders

Snowball-impact of backlog; double, triple, quadruple the calls

Increased volume of new claims

Completion of Training modules

PCA Training (mentoring on the floor)

Removing the case load from the Team Leader so they can mentor and coach and do re-audits

Morale/Attitude

Unloaded PCA Comments

10. Put First Things First-s. covey

Focus on the truly important and say no to the unimportant

Plan weekly and implement daily

Things which matter most must never be at the mercy of things which matter least. Goethe

11. HOLD ON! alas. brenner

What are we trying to do here?

Solutions should be in sync with the Mission and our Goals:

12. Best Practices: Time Service

2 day turnaround on STD

5 day turnaround on LTD

STD new claim decision in 5-7 working days, 10 calendar days

LTD new claim decision in 21 calendar days

Return calls and e-mails SAME DAY

STD AND LTD 24 hours in clerical, on analysts desk in