Improving Two Key Processes at Global United Insurance Company Using Lean Six Sigma Methodology رسالة ماجستير

Abstract

Many companies and organizations have always sought to decrease the costs that are incurred from their operations as this will increase the profitability and decrease the available money that could be used for development. To be able to properly achieve this, the concept of Lean Six Sigma was created and is currently being used by many institutions worldwide in order to help them increase the efficiency of their operations, reduce variations of their products and services as well as eliminating the wastes within the different operations. Lean Six Sigma is an improvement methodology that provides institutions with a whole framework for making their processes more efficient and effective. The importance of this study is to use the Lean Six Sigma to eliminate the inefficiencies and wastes in selected two key processes at Global United Insurance (GUI) Co., which is an insurance company that operates in Palestine. The goal for using Lean Six Sigma within Global United Insurance Co. is to expedite both the process of payments of invoices to the repair workshops as well as the process of repairing the damaged cars. The DMAIC methodology of Lean Six Sigma was used to achieve these goals where the processes were analyzed and the root causes for the wastes and inefficiencies were identified. The data and information that were used for the analysis were collected via surveys that were conducted with the customers and the repair workshops owners. In addition, interviews were conducted with the different levels of staff at GUI in order to collect information on the processes as well as to obtain their impressions of the operations to understand the history of the development of these operations. Several tools were used such as the Project Charter, SIPOC, Fishbone, Pareto Analysis Flowchart, 8 Wastes analysis, etc. to analyze the processes and identify the causes of the wastes and inefficiencies within the company. After the analysis was conducted a report was provided VI with recommendations of the actions that should be taken by the management of GUI to develop their processes and make them more efficient. One of the main challenges that were faced was convincing the management of GUI to instate the changes and developments of the process. They were concerned that the staff will resist these changes as there will be major changes made to the processes and operations. Eventually, the management provided a promise that they will conduct the recommendations that were provided but in a gradual manner so that there are no extreme changes made at once within the company as they know what is best for the company