Enhancing Efficiency in Benefits: Transforming the Retiree Life Insurance Process at Berea College

By Jena Armstrong

Identifying the Challenge

The Berea College Benefits and Compensation Specialist plays a crucial role in providing employees with a comprehensive compensation package, ensuring they receive fair pay, medical coverage, dental insurance, and other essential benefits. However, a significant challenge was consuming valuable time: the Retiree Life Insurance Process. Designed to provide death benefits to retirees' beneficiaries, this process was hindered by inefficiencies, resulting in excessive time spent on reactive tasks rather than strategic, proactive, planning.

Emily Emberton, Benefits and Compensation Specialist, recognized that irregular communication, outdated procedures, and excessive administrative steps made an already sensitive process unnecessarily complicated. The goal was clear, streamline the Retiree Life Insurance Process to ensure beneficiaries received their funds efficiently while reducing the administrative burden on HR staff.

Implementing Lean: A Structured Approach to Improvement

To address these inefficiencies, the Office of Continuous Improvement collaborated with Emily to introduce Lean methodology. The primary objective was to standardize procedures, reduce unnecessary steps, and improve communication with beneficiaries and external partners. Through targeted countermeasures, the process became significantly more efficient.

Countermeasures Implemented:

Measurable Impact

Before implementing these improvements, the process with each beneficiary required 126 minutes (2 hours) of touch time and had a cycle time of 45 days. Additionally, 15 steps in the process were non- value-added, creating inefficiencies. After implementing the changes, touch time was reduced to 31 minutes (0.5 hours) for each beneficiary, a 75% reduction, and cycle time improved to 33 days, saving 180 days annually. Rolled Throughput Yield increased by 2%, ensuring a more accurate and efficient process. These changes not only saved time for HR staff but also significantly improved the experience for beneficiaries by reducing stress and unnecessary delays.

Cultural Shift: Student Engagement and Development

A key transformation for this Green Belt project was it resulted in increased involvement of student employees, who played a crucial role in streamlining the process. Students were no longer just completing tasks; they developed a deeper understanding of how their contributions fit into a larger system. By working with real HR data and problem-solving inefficiencies, students gained valuable experience in administrative processes, data management, and continuous improvement strategies. This hands-on involvement not only enhanced their workplace skills but also fostered a culture of proactive problem-solving and efficiency within the HR office.

Driving Future Progress Through Strategic Planning

This project highlights the importance of being intentional and customer-oriented when refining internal processes. Emily’s approach was successful because she centered her improvements around the needs of the beneficiaries, individuals who are already facing emotional and logistical burdens. By prioritizing clarity, proactive support, and reduced administrative stress, the process became significantly more efficient and compassionate. Berea College departments can learn from this example by considering the end users of their processes and making thoughtful, proactive adjustments to better serve their communities. Strategic planning, student involvement, and continuous improvement will ensure Berea College continues to provide exceptional support to its community and customers.

Reach out to the Office of Continuous Improvement to explore how you can create meaningful change in your area.