NTUC Income (“Income”), one of Singapore’s largest insurers, has
over 1.8 million policy holders with total assets of S$21.3 billion. The
insurer employs about 3,400 insurance advisors and 1,200 office staff, with the
majority located across an eight-branch network. On June 1, 2003, Income
succeeded in the migration of its legacy insurance systems to a digital
webbased system. The Herculean task required not only the upgrading of hardware
and applications, it also required Income to streamline its decade-old business
processes and IT practices.
Until a few years ago, Income’s insurance processes were very
tedious and paper-based. The entire insurance process started with customers
meeting an agent, filling in forms and submitting documents. The agent would then
submit the forms at branches, from where they were sent by couriers to the
Office Services department. The collection schedule could introduce delays of
two to three days. Office Services would log documents, sort them, and then
send them to departments for underwriting. Proposals were allocated to
underwriting staff, mostly at random. Accepted proposals were sent for printing
at the Computer Services department and then redistributed. 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. In all, paper
policies comprising 45 million documents were stored in over 16,000 cartons at
three warehouses. Whenever a document needed to be retrieved, it would take
about two days to locate and ship it by courier. Refiling would again take
about two days.
In 2002, despite periodic investments to upgrade the HP 3000
mainframe that hosted the core insurance applications as well as the accounting
and management information systems, it still frequently broke down. When a
system breakdown did occur, work had to be stopped while data was restored.
Additionally, the HP 3000 backup system could only restore the data to the
version from the previous day. This meant that backups had to be performed at
the end of every day in a costly and tedious process, or the company would risk
losing important data. In one of the hardware crashes, it took several months
to recover the lost data. In all, the HP 3000 system experienced a total
of three major hardware failures, resulting in a total of six days of complete
downtime.
That was not enough. The COBOL programs
that were developed in the early 1980s and maintained by Income’s in-house IT
team also broke multiple times, halted the systems, and caused temporary
interruptions. In addition, the IT team found developing new products in COBOL
to be quite cumbersome and the time taken to launch new products ranged from a
few weeks to months.
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. As a result, when staff
processed a new customer application for motor insurance, they did not know if
the applicant was an existing customer of Income, which led to the loss of
opportunities for cross-product sales, as staff had to pass physical documents
between each other and there was no means of viewing an up-to-date report on a
customer’s history on demand. Furthermore, compatibility issues between the HP
3000 and employees’ notebooks caused ongoing problems, especially with a rise
in telecommuting.
All this changed in June 2003, when
Income switched to the Java based eBao LifeSystem from eBao Technology. The
software comprised three subsystems - Policy Administration, Sales Management
and Supplementary Resources — and fulfilled many of the company’s requirements,
from customerorientated design to barcode technology capabilities, and the
ability to support changes in business processes.
Implementation work started in September
2002 and the project was completed in nine months. By May 2003, all the
customization, data migration of Income’s individual and group life insurance
businesses and training were completed.
The new system was immediately
operational on a high-availability platform. All applications resided on two or
more servers, each connected by two or more communication lines, all of which
were “load balanced.” This robust architecture minimized downtime occurrence
due to hardware or operating system failures.
As part of eBao implementation, Income
decided to replace its entire IT infrastructure with a more robust, scalable
architecture. For example, all servicing branches were equipped with scanners;
monitors were changed to 20 inches; PC RAM size was upgraded to 128 MB; and new
hardware and software for application servers, database servers, web servers,
and disk storage systems were installed. Furthermore, the LAN cables were
replaced with faster cables, a fiber-optic backbone, and wireless capability.
In addition, Income also revamped its
business continuity and disaster-recovery plans. A real-time hot backup
disaster-recovery center was implemented, where the machines were always
running and fully operational. Data was transmitted immediately on the fly from
the primary datacenter to the backup machines’ data storage. In the event of
the datacenter site becoming unavailable, the operations could be switched
quickly to the disasterrecovery site without the need to rely on restoration of
previous day data.
Moving to a paperless environment,
however, was not easy. Income had to throw away all paper records, including
legal paper documents. Under the new system, all documents were scanned and
stored on “trusted” storage devices - secured, reliable digital vaults that
enabled strict compliance with stringent statutory requirements. Income had to
train employees who had been accustomed to working with paper to use the eBao
system and change the way they worked.
As a result of adopting eBao Life
System, about 500 office staff and 3,400 insurance advisors could access the
system anytime, anywhere. Staff members who would telecommute enjoyed faster
access to information, almost as fast as those who accessed the information in
the office.
This allowed Income to view a summary of
each customer over different products and business areas. As a result,
cross-selling became easier, and customer service could be improved. Simplified
workflows cut policy processing time and cost by half, and greatly reduced the
time required to design and launch new products from months to days.
Additionally, the systems allowed for
online support of customers, agents and brokers.
Sources:
Melanie Liew, Computerworld, July 2004; “NTUC Income of Singapore Successfully
Implemented eBaoTech Lifesystem,” ebaotech.com, accessed November 2008; Neerja
Sethi & D G Allampallai, “NTUC Income of Singapore (A): Re-architecting
Legacy Systems,” asiacase.com, October 2005
CASE STUDY QUESTIONS
Q1. What were the problems faced by Income in this
case? How were the problems resolved by the new
digital system?
Q2. What types of information systems and business
processes were used by Income before migrating
to the fully digital system?
Q3. Describe the Information systems and IT infrastructure
at Income after migrating to the fully
digital system?
Q4. What benefits did Income reap from the new system?
Q5. How well is Income prepared for the future? Are
the problems described in the case likely to be
repeated?
Case contributed by Neerja Sethi and Vijay Sethi,
Nanyang Technological University.
CASE STUDY ANSWERS
Q1.
Income had problems with how they process their insurance because it is very tedious and paper-based. List of problems faced by Income:
- The way they do business costs them time, because it takes them more days to finish a certain request for insurance.
- The money because they need to upgrade HP 3000 mainframe that frequently breaks. Usually hardware failure caused six days of complete downtime.
- The space because all the forms were out into cartons and can occupy 3 warehouse.
The problem's were resolved in June 2003 when they switched to Java based eBao LifeSystem from eBao Technology. The software comprimise three subsystems these are the Policy Administration, Sales Management and Supplementary Resources which fulfilled many of the company's requirements, from customer orientated design to barcode technology capabilities, and the ability to support changes in business processes.
Q2.
Income used HP 3000 as mainframe and they also used COBOL programs in early 1980s. COBOL programs were also used which also encountered technical failures. At the same time, COBOL programs were very slow in developing new products for the company resulting to lost sale opportunities.
Q3.
According to James Kang, CIO of Income, the Java based eBao LifeSystem from eBaoTechnology is:
- customer-centric design, seamless integration with imaging and barcode technology
- production definition modules that support new products, new channels & changes in business process
- applications resided on two or more communication lines, all of which were "loaded balanced" - Minimizing downtime occurrence
Q4.
The benefits of Income reap from the new system are:
- Saving lots of time for restoration of previous day data.
- Moving to a paperless environment
- Faster accessing the systems anytime, anywhere
- Having opportunities of cross-selling by a singlar view of every customer - accorss products & channels
Q5.
I think the Income seems to be well prepared for the future now. They have extensive systems felxibility now and they launch an new products directly via eBao system. Maybe this will help them to be still more competitive in the future. I think if they will constantly improve there systems and they will adopt to new technology I think problems like this will never be repeated again.