As a part of eBao implementation, Income decided to replace its entire IT infrastructure with a more robust, scalable architecture. Continuous straining should be given to the staff to ensure proper use of the system and to maximize the potential of the system. Whenever a document needed to be retrieved, it would take about two days to locate and ship it by courier. The agent would then submit the forms at branches, from where they were sent by couriers to the Office Services department. Are the problems described in the case likely to be repeated?
Time in designing and launching new products were also reduced from weeks to days using the table-driven-rule-based product-definition module. Income also reduced and eventually eliminated the use of paper. Voluminous documents are manually sorted and stored by a number of staff at their warehouse. For storage, all original documents were packed and sent to warehouses where, over days, a total of 7 staff would log and store documents. Proposals were allocated to staff randomly. Business processes went from paper intensive to paperless through digital storage and records.
As the new system provided a singular view of customer across products and channels, opportunities to cross sell and increase in customer service was made possible. Proposals were allocated to underwriting staff, mostly at random. Accepted proposals fo sent for printing at the Computer Services department and then redistributed. The robust architecture of the servers minimized downtime occurrence.
AMER KADHIM : Case Study: Modernization of NTUC Income
What were the problems faced by Income in this case? That was not enough. A real-time hot backup disaster recovery center was implemented where the machines were always running and fully operational. You are commenting using your Facebook account.
What benefits did Income reap from the new system? It also contains a product definition module that supports new products, new channels and changes in business process.
Case Study 2: Modernization of NTUC Income (pages ) | ✴️JUST-IN-CASE✴️
The entire insurance process started with customers meeting an agent, filling in forms and submitting documents. Newer Post Home Older Post. Office Services would log documents, sort them, and then send them to departments for underwriting. In all, the HP system experienced a total of three major hardware failures, resulting in a total of six days of complete modwrnization.
When modernizatioh broke down, work would stop and the staff would choose either data reconciliation or backup, which was costly and time-consuming. Income had problems with how they process their insurance because it is very tedious and paper-based. The entire IT infrastructure was revamped and was replaced with a more robust, scalable architecture.
Income also reduced and eventually eliminated the use of paper. The straight through processing workflow brought 50 percent savings on both the time and cost needed to process policies. Describe the Information systems and IT infrastructure at Income after migrating ntucc the fully digital system?
Case Study 2: Modernization of NTUC Income (pages 105-106)
As part of eBao implementation, Income decided to replace its entire IT infrastructure with a more robust, scalable architecture.
Many users can access the system at one time, any time, and anywhere. The new digital system also addressed the slow development of new products by COBOL through the straight through processing workflow capabilities of the new system. Accepted proposals were sent for printing at Computer Services and then redistributed.
Proposals were allocated to underwriting staff mostly randomly. COBOL programs were also used which also encountered technical failures.
This robust architecture minimized downtime occurrence due to hardware or operating system failures. From the agent submitting the forms to branches, office services would sort them for underwriting; storage is done by sorting all documents and is put in cartons, where all documents are stored in 3 warehouses. At the same time, transaction processing for policy underwriting was still a batch process and information was not available to agents and advisors in real-time.
Time in designing and launching new products were also reduced from weeks to days using the table-driven-rule-based product-definition module.
For storage, all original documents were packed and sent to warehouses where, over two to three days, a total of seven staff would log and store the documents.