Process

The claims process is a key function of claims management. Customer and client requirements need to be central to its development, with each touch of the process adding value to the overall experience.

Quite often the terms Lean Thinking and Six Sigma may well be in use within a process environment, however, how do they differ? The web and various texts offer many suggestions, though one such view offered in 'Lean Six Sigma for Service' by Michael L.George 2003 states:

Six Sigma

• emphasises the need to recognise opportunities and eliminate defects as defined by the customer
• recognises that variation ninders our ability to reliably deliver high quality services requires data driven decision
• provides a highly prescriptive cultural infrastructure

Lean

• focuses on maximising process velocity
• Analyses process flow and delay times at each activity
• Centres on the seperation of 'value added' from 'non-value added' activity
• provides a means for eliminating the cost of complexity.

Abstract from George, M.L (2003) - Lean Six Sigma for Service (p.7)

Some would argue that the two methodologies are not mutually exclusive, with the use of Six Sigma perhaps sitting within the Lean methodology - a case of establish process flow and then reduce variation within the process.

Both are topics of great interest for those involved in managing claims processes and worthy of further reading.