problems faced by Fruitvale branch of Manzana Insurance in the mid 1991 and recommendations given to them. Manzana insurance specializes in commercial insurance but the Fruitvale branch handles only property underwriting. Currently the branch is confronted with problems like high turnaround time‚ reduced profits and stiff competition from other players. Performance of the Fruitvale branch The Fruitvale branch of Manzana Insurance is highly underperforming
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Memorandum To: Bill Pippin From: ABC Consultants Date: Feb 12‚ 2009 Re: Manzana Analysis. ABC Consultants is pleased to present an analysis of the current state of operations at Manzana and the relevant recommendations to improve the operational performance. We understand that there are four types of work processes viz. RUN‚ RAP‚ RAIN and RERUNs. In these four types of processes‚ RUN is the most profitable one generating annualized premiums of $6724. Also‚ RUN’s and RAP’s are given priority
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1.How is the Fruitvale Branch doing? How the branch is doing according to key external performance measures-financial performance‚ turnaround times‚ late renewals‚ and renewal rates. Fruitvale encounters a significant loss of business due to late renewals‚ and long lead times on new policies and quotes. From the following perspectives‚ we can have a better view of what Fruitvale Branch’s problems are:Financial performance: Profitability is declining. It suffered a loss of $174 and $121 in 1st and
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1. How is the Fruitvale branch doing? On viewing the financial performance of Manzana Ltd.‚ we see that the branch profitability is decreasing. There is a huge backlog of policies‚ which is resulting in delays for current orders too. The number of new policies and endorsements appeared to be stagnating‚ whereas the rest of the industry reported moderate growth rates. According to the figures of the present quarter‚ Fruitvale had shown a decline in insuring new policies whereas Golden Gate
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as current figures are based on data from 1986 which did not assume computer usage. As a result‚ policy writing and rating processing times will have changed significantly since then. Since these processes are the basis of several operational calculations‚ measures should be revised annually. ii. Resolving bottlenecks Distribution clerks: Based on findings in Appendix 1 – Page 8 – Process analysis‚ the distribution clerks are currently at a shortage of resources. Their flow rate of requests
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PROD 529 Fall 2010 Manzana Insurance: Fruitvale Branch Case Executive Summary In 1991‚ Manzana Insurance’s Fruitvale branch was suffering on many performance measures including obtaining new policies‚ retaining current policies‚ long turnaround times‚ and the accumulation of a backlog of renewal policies. There are a number of problems leading to these poor performance measures including unbalanced work load on the underwriting teams‚ department utilization‚ work prioritization‚ and some
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Management ____________________________________________________________ _________________________ Case Study Manzana Insurance [pic] Presented to: Prof B. Mahadevan Submitted By Group 12 (Section B) Peeyush Razdan (0811115) Shalekh Banka (0811124) Shalem Anand Tirkey (0811125) Shreshth Sharma (0811128) Sumeet Mittal (0811131) Manzana Insurance As per the case facts‚ Manzana Insurance’s Fruitvale branch is the least performing branch and the senior VP seeks a report on the
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Homework 2.1.2.0 1. In addition to clay minerals‚ what other soil constituents contribute to total CEC? The Organic Matter present in the soil. 2. How does CEC buffer nutrient concentration in soil solution? CEC will exchange ions continuously between the solution concentration until both of the concentration has neutralized. 3. Why does anion adsorption appear to be of little importance in most agricultural soils? Why are AECs of ultisols usually greater than those of mollisols?
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The Case Brief: Manzana Insurance is the second largest Insurance Company in the Property Insurance space in California. The case relates to one particular branch‚ the Fruitvale branch‚ which has been losing market share to its competitor Golden Gate. This branch deals with the commercial property insurance and has three underwriter teams that cater to 3 geographic territories. On an average‚ the Fruitvale branch receives around 39 requests per day (22 requests for new insurance and 17 renewals)
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correctly the TAT. In exhibit #3 shows that the TAT for a particular week is 8.2 days (0‚6+3.4+2.0+2.2)‚ but this means that the process is carried as a batch process‚ every process must be finished in order to go to the next one‚ and that is not the case (The possibility is very slim (5%)4) Other observation is that the 95% STC (Standard Completion Time) used is too conservative‚ using the Little’s law‚ we can estimate a theoretical lead time of 2‚1 days ( Inventory (I) = 82 requests‚ Job’s arrival
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