Challenge


• Unmet SLAs and challenges to delivering operational excellence.
• Slow and cumbersome internal processes
• Customer dissatisfaction
• Lack of focus on core businessDriving inbound and outbound mail efficiency




Situation
The firm had large-scale document processing needs. Since it is a not-forprofit corporation, the firm must keep a close eye on costs. Also, its consultants do not receive commissions. Instead, they are compensated primarily on service quality, so it is critical that they stay focused on the core business.

The company had managed its mail, print and imaging services in-house at three locations across the country. Unfortunately, its internal processes were slow and cumbersome, resulting in service level agreements not being met with internal lines of business and major external customers. This not only created a high level of customer dissatisfaction; it was not an environment conducive to concentrating on the core business.

Eventually, it became apparent to management that the organisation would benefit greatly by outsourcing its document processing to an established and reputable vendor at a reasonable cost.

A wide-ranging solution
In February 2007, the company contacted Pitney Bowes Management Services (PBMS), requesting assistance with a full range of services, including:

• Mail Centre Management
• On-Site Reprographics
• Document Processing from Mail Receipt to Indexing
• Phone Centre
• Facilities Management
• Records and Information Management

The PBMS team worked closely with the customer to initiate a major operational transition for the company. Areas such as exception processing and meeting special internal business requirements were challenges to consistently delivering operational excellence. There also were internal lines of business within the company that had considered document processing to be their domain. In the face of these challenges, PBMS continued to focus on developing its relationships with key internal customers while maintaining staff morale.


Far-reaching Results
The system PBMS established includes the ability to provide internal metrics, controls and reporting to track performance and accuracy throughout the process. PBMS developed these tools to facilitate the monitoring of all parts of the operation and to correct problems quickly.

In the mail centre, PBMS created an efficient document workflow that helped increase operational efficiency and meet service level agreements requiring 100% accuracy. This document workflow also helped reduce total processing times to within 4 hours for mail receipt, prepping, scanning, indexing and quality assurance.

In addition, the PBMS solution helped to:

• Decrease throughput time in imaging by 75%
• Increase accuracy rates in imaging from 70% to 99%
• Increase accuracy rates in indexing from 80% to 98%
• Raise attainment of service level agreements in imaging and indexing from 78% to 99%
• Reduce costs an average of 8% annually, enabling the customer to save $1.7 million in operating expenses over 3 years.

PBMS helped deliver these results within the first six months of the engagement through close collaboration with the customer. The PBMS team continues to meet with the customer daily to help them maintain effective operations.


Pitney Bowes Management Services tops the Santander Supplier's League Table for the second year in succession 
The Suppliers League Table was launched by the Logistics team Santander in 2008 to help drive and recognise quality of service from suppliers. Performance is monitored quarterly against a scorecard which covers Operations, Customer Feedback, Change Management, Account Support, Continuous Improvement and Senior Management Sponsorship. Pitney Bowes Management Services has maintained top position in every quarter since the League Table was launched, that’s nine quarters in a row. “We are extremely proud of the team at Santander and the consistently high quality work they do to support the bank. It’s a great example of an excellent working relationship delivering benefit to both parties.” said Richard Thompson Managing Director of Pitney Bowes Management Services.


Challenge


• Major operational transition included controls and reporting to track performance, process accuracy
• Efficient document workflow helped increase operating efficiency and meet SLAs
• Reduced processing timesSolution:



 


Client profile
A major financial services company specialises in pensions and benefits, focusing on retirement investing for people in a variety of professions. It offers customers a full array of financial products and services to help them fund their retirement and meet other life goals.





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