Tokio Marine Indonesia

TOKIO MARINE INDONESIA looked to expand its non-life insurance product offerings to customers in Indonesia. Carrying out its "OnePlatform-BPM" project, the company sought to build a common platform using NTT DATA's BPM technology - Intra-mart. Intra-mart technology was to be used to execute a series of processes across various insurance business operations.

This included modernisation of the existing systems by integrating intra-mart as a common platform via the web. Using intra-mart, business processes were seamlessly integrated, bringing improvements in visualisation, automation and efficiency.

The integration of previously siloed business applications, as well as the collation and standardisation of data across various operations and departments, delivered a common framework for analysis and process orchestration.

A BPM solution that adapts with evolving business conditions and strategy

Historically, Tokio Marine Indonesia had relied on experienced employees and manual processes to perform daily operations and used a variety of individual systems optimised for respective business functions. While these worked well in isolation, the inter-operability of those systems was not assured. Over time, business operations had become heavily reliant on individuals and their specialist skills. Not only was this prohibitive for non-experienced employees, it also restricted the organisation’s ability to standardise processes and data across the enterprise.

As Indonesia continues down the path of development, businesses have been hit with a steep rise in labour cost and an increasingly complex management landscape. To sustain growth, there is urgent need for sophisticated data analytics to improve business decisions through operational efficiency, standardisation and adaptability.

Mr. Jun Kajiwara who was Finance Director at the time of interview recalls: "in recent years in Indonesia, we have faced a steep increase in labour cost and a business environment where employees are frequently replaced. As such, we had critical challenges as to how best leverage technology to achieve higher efficiency and standardisation of business operations, and how we should establish a structure to support our growth while reducing cost and better focusing our staff into other business domains”

It was with this business context in mind, that Tokio Marine Indonesia set out to introduce the BPM system.

Intra-mart was selected as the preferred platform due to its flexibility, expandability and ease of use for internal developers and business users.

The "OnePlatform-BPM Plan" was formed, aimed at optimising business operations. In building up the BPM capability, the objective was to systemise a series of processes for the insurance business, drawing on aggregated data and advanced analytics.

Having evaluated many alternatives, Tokio Marine Indonesia selected intra-mart as the preferred vendor. As Mr. Kajiwara explains: "Although we considered various applications designed for each business operation, as well as dedicated ERP packages for insurance, we determined these would be too rigid to adapt holistically to the challenging business dynamics in Indonesia”

“To optimise our internal business operations as a whole, a package like intra-mart which could be developed flexibly based on our business operations and legacy systems, and adopted and used internally was a perfect match. In addition, cost was also a reason for adoption." – explains Mr Kajiwara

The objective was to unify application interfaces on a single platform, simplifying operational integration and data collation across individual business areas and functions. The company decided to adopt the combination of intra-mart’s business rules management system and ERP packages.

The operational management system built on intra-mart used the solution’s non-coding development tool for the creation operational screens and workflow. In addition, the IT department can internally carry out system operation and maintenance by using the systems business rules management system to segregate the business decisions which are subjected to frequent changes, such as calculating insurance rates.

Systemising a set of business flows enabled operational control and consolidation and normalisation of data

"Although our system is still in its initial phase of adoption, a major step forward is that visualisation, automation and integration of the older business processes has been realised across multiple personnel, departments and systems,” said Mr Kajiwara.

By using intra-mart as a common platform for integrating the core insurance system and various other functions, Tokio Marine Indonesia constructed a centralised database and foundation for future process optimisation.

Business processes that were formerly dependent on individual skills have been seamlessly integrated and visualised, allowing business processes to be re-engineered.

Business systemisation has also helped to reduce operational errors, improve data validation and in enable flexible modification of user privileges. Mr Kajiwara explains, “it has become possible to bring about more effective governance while ensuring greater accuracy and comprehensiveness of data processed."

Intra-mart has also enhanced customer facing elements of the business, such as the ability to tailor offerings for individuals and improving the responsiveness of customer support via intra-mart’s web portal and mobile technology.

Customers are now able to make orders, process payments and access their account records online, resulting in significant improvements in customer satisfaction. These processes were implemented without major disruption to business as usual.

All daily operations begin with intra-mart. Aiming at even higher operational efficiency by running advanced PDCA cycle

"Our OnePlatform-BPM Plan has currently been completed at around 80%. From now on, it will be necessary to raise our operational employees’ understanding and proficiency of the system. What we should do for the future is to accumulate data and integrate it with BI tools to run PDCA cycle from the viewpoints of both management and business operations to further operational efficiency and automation, and at the same time utilise the outcomes for executive decision making. Moreover, we aim to ultimately aggregate all the starting points of our daily operations into intra-mart and develop our business applications on intra-mart", Mr. Kajiwara envisages for the future.