Operationalizing HPM - The Value of Integrated Data Management

KCRS, Inc.
Operationalizing HPM:
The Value of Integrated Data Management
February 13, 2008
IBI/NBCH 2009 Health & Productivity Forum
February 11, 2009

Diane Hopwood, Divisional Nursing Supervisor, Delphi
Joseph Fortuna, MD, Co-Chair Health Steering Committee, AIAG
Patrick Kalnas, CEO/President, KCRS, Inc.
Kathleen Helms, VP of Business Process/Project Management, KCRS, Inc.

© KCRS, Inc 2007

When employees are absent for work…

Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited.
© KCRS, Inc 2007

unforeseen events happen…

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making life for others more difficult.

© KCRS, Inc 2007

When employees are present at work,
but with an illness and/or problem…

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mistakes happen…

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impacting co-workers and your customers.

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“Einstein discovers that
time is actually money”

8
© KCRS, Inc 2007

Problem Statement:
The Cost of Absenteeism

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Problem Statement:
Non-Integrated Service Delivery Model

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Traditional Fragmented Process

Disease
Medical Management
Provider TPA

OSHA Employee
Physical Insurance
Therapy Carrier

Payroll
Safety
Risk
Department
Manager

Human
Resources Wellness

© KCRS, Inc 2007

Integrated Service Delivery Model

DATA
D

TA
AT

DA
A
DATA DATA

D
TA

AT
DA

A
DATA

© KCRS, Inc 2007

Integration is Multidimensional

• Strategic
– Productivity management program effectiveness analysis
– Focus services to address identified needs
• Operational
– Employee orientation to various business units including
worksite clinic, Safety, Ergonomics, Industrial Hygiene, Legal
and TPA - cross-referrals
– Occupational and non-occupational services
– Return to work
• Information systems
– Streamlined dissemination of information to-from operations
and vendors
– Data submission to warehouse for root cause analysis
– Efficient data entry

© KCRS, Inc 2007

Results and Outcomes of an
Integrated Service Delivery
Model
You can only manage what you can measure.
You can only measure what you can track.

• Improved processes and efficiencies
• Improved data integration and analysis
• Improved productivity

“Employers who understand the full financial and other consequences of
absence are better positioned to adopt the tools and processes needed to
manage them.”
- Mercer Survey October 2008
“The Total Financial Impact of Employee Absences”

© KCRS, Inc 2007

Sample Company: Cost of Absence

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Sample Company: Savings Opportunity

© KCRS, Inc 2007

Look at absenteeism and presenteeism
head on, else you could hurt yourself …

© KCRS, Inc 2007

while losing dollars at the same time.

© KCRS, Inc 2007

Sit back, watch, and listen to a case study.

© KCRS, Inc 2007

KCRS, Inc.
Case Study: Delphi Automotive
February 13, 2008

© KCRS, Inc 2007

Problem/Situation
10.0%
Total Controllable Absenteeism
12.0%
9.0%

11.0%

8.0%
10.0%
2.9%

7.0% 2.9% 3.2% 3.3% 9.0%

8.0%
6.0%

7.0%
5.0%
6.0%
``
4.0% 5.0%
Monthly Rate: 8.9%
YTD Rate: 8.6%
3.0% 6.1% 4.0%
5.6% 5.4% 5.3%
3.0%
2.0%
2.0%

1.0%
1.0%

0.0%
12 MO. AVG.

0.0%
2003 YTD
2002
2001

Nov-03
Nov-02
May-02

Aug-02

Dec-02

May-03

Dec-03
Feb-02

Apr-02

Feb-03

Apr-03

Aug-03
Jan-02

Mar-02

Jun-02

Sep-02

Oct-02

Jan-03

Mar-03

Jun-03

Sep-03
Jul-02

Jul-03

Oct-03
Monthly Rate YTD Rate

< or = 90 days > 90 days

© KCRS, Inc 2007

Problem/Situation

© KCRS, Inc 2007

The Balgenorth Formula
Savings associated with absenteeism reduction

All US Locations - Hourly Only 12 Month. Avg.
Number of available straight-time hours in calendar year 76,107,436

Reduction of 1 percentage point in absenteeism 761,074

Current Method of Absenteeism Coverage
Type "1" if coverage is through additional 2
staffing; type "2" if coverage is through overtime

Cost of Absenteeism Coverage
With Additional Staffing Only * -
With Overtime Only ** $9,893,966.68
Plant Downtime/Ramp-up $3,805,371.80
Hiring/Training $296,819.00
Plant Recordkeeping/Tracking $98,939.67

Total Cost To Plant of Each 1% of Absence $14,095,097.15
Avg Contr Abs % For Rolling 12 Mos Ending 9/30/03 8.60
Total Potential Factory Cost Savings at 0% Absence $121,217,835.47
Total Pot Fact. Cost Savings at Benchmark $78,932,544.02
BASED ON ALGORITHM DEVELOPED BY FINANCE AND MTT (DIRECT COST)

© KCRS, Inc 2007

Unwarranted Absenteeism Mars Delphi Competitiveness
COUNTERMEASURES
THEME:
1. Unswerving, relentless leadership attention.
2. Common, consistent approach across the company.
A “Quantum Leap” improvement is required to close the
3. Supervisory accountability, with requisite staff support.
competitive gap and to greatly enhance work force
effectiveness 4. Standardized work, audited expectations, required training.
5. Revised/expanded measurement metrics for process,
PROBLEM / SITUATION: structure, outcomes.
6. Real-time, customizable data reporting to direct attention
• Delphi’s U.S. controllable absenteeism is 6% higher than
its best U.S. competitors. where it is needed.
• Delphi is spending upwards of $100M annually in its U.S. 7. Utilization of lean enterprise techniques, scientific
operations needlessly intervention protocols.
8. DMS EEI modules modified to enjoin workforce commitment
and involvement.
TARGET/GOALS:
• Establish and/or reinforce organizational accountability IMPLEMENTATION:
• Alter entitlement culture of absenteeism, and
1. Environmental scan /Best practice review
• Significantly enhance employee commitment 2. Integrated Information System
Thereby: 3. Metrics / Measurements /Trend Analysis
• Reducing controllable absenteeism 6% 4. Medical Care management
• Saving $75M in Plant Ops Costs and $25 M in Benefits 5. Disability management
6. Training
7. Communication / Promotion
CAUSE ANALYSIS: 8. Employment / Supervisory practices
1. Find, analyze and quantify root causes of absence 9. Audit / Validation
utilizing a statistically significant, disciplined, scientific 10. Institutionalization / Sustainability
approach.
2. Plan and execute situation specific, irreversible COST: ABSENCE INFRASTRUCTURE WITH
corrective interventions.
3. Audit compliance, evaluate results and iteratively
MINIMAL CONSULTANT INVOLVEMENT
course correct.
FOLLOW UP:
• Sponsorship
• Advise and involve stakeholders appropriately
• Appoint and empower personnel

Targets/Goals
Purposes of Quantum Leap Initiative:
1. Understand why controllable absenteeism is
disproportionately high at various locations.
2. Develop unique
•root cause solutions,
•control protocols,
•standardized work, and
•best practice requirements
that can be used and shared to address absence on a
sustainable basis throughout DELPHI.

© KCRS, Inc 2007

Cause Analysis

1. Find Analyze and Quantify Root Causes
of Absence

2. Plan and Implement Irreversible
Corrective Interventions

3. Evaluate & Course-Correct

© KCRS, Inc 2007

Implementation
Absence/Disability Management
Quantum Leap Improvement Initiative
Plan of Attack
Fundamental Elements – Building Blocks (Content)

* = Pending Confirmation

© KCRS, Inc 2007

Absence Management System
Managing
Ops Managers / Director/Plant Director Plant AM Board Supervisor
Superintendents
• Promotes the “I Care” Message • Leads plant Attendance process • Lead by Plant/Site • Communicates attendance expectation to employees
• Encourages employee involvement & reinforces • Appoints an Absence Coordinator per Manager • Primary responsibility for follow - up, counseling, role model
the positives of good attendanc e established corporate guidelines • Includes all site leadership If Employee does not repo rt for scheduled work:
• Participates in Plant PNAW Board and • Leads in the promotion of the “I Care” message • Team reviews plant • Contact Employee within first 2 hrs of shift. Give “I
subcommittees • Encourages employee and supervisory absence activi ty and Care” message and inquire as to reason of absence.
• Ensures implementation of absence management involvem ent PNAW monthly reports; • Ask if assistance necessary
practices and policies • Leads the Plant PNAW Team and ensures tracks performance metrics
• Ensures all supervisors receive absence participation • Emphasize that they are needed at work
• Team develops action plan
• Ask anticipated RTW date
management training and on - going education • Reviews absence data and resultant action for plant to deal with
• Make attendance a part of performance reviews for taken. Ensures compliance with established absence within plant • Record reason for absence and conte nt of discussion
su pervisors corporate practice culture & follows in Employee’s Attendance Record; maintain records
• Review absence data daily and resultant action • Ensures implementation of absence standardized guidelines • If Employee states illness/injury occurred at work, get
taken by supervisors; audit compliance management practices & role compliance • Meets regularly, at least information to complete “5 Why” form, then refer to
• Assures that all job descriptions are up -to-date and • Ensures all supervisors receive absence monthly Medical Dept
available for use in managing disabilities management training and on - going education.
• Attendance is mandatory • CONTACT MEDICAL AND PROVIDE INFORMATION
• Communicated written & verbal updates of relevant Establish proper priorities. • Offer alternate work ONLY af ter conferring w/ medical
attendance inf o (meetings, statistics, etc) • Make attendance a part of performance reviews
for supervisors, ops managers
• Correctly code absence in GM -TKS
• Process discipline immediately as necessary
• Request contractual letters from labor as necessary

Attendance at
work benefits Roles & Responsibilities All employees
the Employee are needed at
and Delphi Absence work
Labor/Personnel Employment Coordinator Medical
Disability Manager Employee
• Negotiates improvements • Hire employees with • Checks all absences daily • Process RTW per
• Ensures that appropriate contractual good attendance • Assures correct codes used by established policy and • Checks SMART daily for • Reports to work as scheduled
records protocol disability leave applications
letters are sent out in a timely manne r supervisor • Plans absence in advance
(64C, 64D, 111B, etc) • Code employees in • Prints 3 - day absence report • May function as the • Communicates daily with • If absence necessary, call
• Supports disciplinary actions taken by SAP appropriately as daily and provides to medical Disability Absence Coordinator “800” num ber for plant at least
supervisors per defined process labor/mgmt Manager is some plants related to disability leave 2 hours before start of shift
• (see Disability Manager applications and
• Verify physician notes Process transfers • Alerts Labor if Contra ctual
Role and
and state reason, and
• FMLA Coordination letters needed cer tifications anticipated RTW
• Member of PNAW Board Responsibilities)
per designated • • Communicates with • If absence due to disability,
• Chairs Absence Mmgt Team - meets
guidelines
Communicates daily with
• Complete FFD Exams in Employee to give “I Care”
weekly Disability Manager regarding call NBC “800” number to
timely manner and issue message and assist with
• Confirms Documented Concern list of • Member - Absence applications for Disability
appropriate restrictions
request disability leave papers
Mgmt Team Leave return -to- work planning as soon as absence know.
EEs w/ >20% absence for focused as needed
attention by team • Alerts OPS Mgr if process • Chair Disability Mgmt Team Also call plant “800” number to
issues arise
• Work w/ ADAPT, – meets at least bi -weekly alert supervisor
• Documents p lan of action for those on Ergonomics and supervisor to facilitate employee • Wor k With ADAPT Tram and
documented concern list • Member of PNAW Board to obtain appropriate return -to-work Disability Mgr to facilitate
• Periodically audit Role placement of restricted • Works with Medical Dept to restricted or alternate work if
Measurement & Feedback compliance employee facilitate RTW necessary
• Provides list of all employees • Participates in planning • Member of PNAW Boa rd • If absence is due to disability
• Absence Analysis by type, department, root cause with >20% absence rate s for process and actions defined
• Member - Absence Mgmt leave, or is 5 or more days,
focused attention by Absence for Documented Concern
• Audit of coding practices Mgmt Team Employees Team must RTW through Medical
• Audit of supervisory action taken related to absence prior to start of shift
• Member - Absence Mgmt Team • Member - Absence Mgmt • Responsible to coordinate
• Training compliance efforts of Disability Mgmt • Bring appropriate
• Train Supervisors Team
Team & Absence Mgmt documentation justifying
• Surveys • Provide Absence Toolkit and Team absence to supervisor/medical
• Employee participation keep up -to-date upon RTW
• Standardize work protocol • Function as PNAW Coord.

Controllable Absence Management Algorithm

Roles and Responsibilities
Employee
IT:
Absent
IT:
•Develop and maintain Absence Management
•Develop
Database and maintain Absence Management
Database
•Provide Access to database by Supervisors, Labor,
•Provide Access to database by Supervisors,
Medical, Committeeman w/password-protected Labor,
date entry and modificationw/password-protected
Medical, Committeeman
date entry and modification Supervisor:
•Calls EE w/ “I Care” Message SEE
•Codes “U” in TKS Disability
Plant Management: •Asks questions per protocol Did EE request S&A YES Algorithm
Plant Management:
•Champion the process •Documents conversation on (SMART)? Below
•Champion the process
•Support and encourage supervisors, labor Absence Record
•Support and process
•Role Model theencourage supervisors, labor •Refers to medical, labor or
•Role performance and
•MonitorModel the processreport results others as necessary
•Monitor performance and report results

Labor: Supervisor:
Labor:
•Support and assist Supervisors in this process •Contact labor-request
•Support and assist Supervisors process
•Enforce a “No Strings” disciplinaryin this process contractual letter EE RTW? NO
•Enforce a “No letters disciplinary process
•Issue contractualStrings”in a timely manner NO •Complete absence
•Issue contractual letters in a timely manner
documentation on employee

Terminate
YES seniority
Supervisor:
Supervisor:
•Follows Absence Management Process
•Follows Absence Care” message
•Consistently uses “I Management Process
•Consistently uses “I Care” message
•Role Model of expected attendance behavior Supervisor:
•Role Model of expected attendance behavior
•Consistent in actions taken related to absence •Requests physician note
•Consistent in actions taken related to absence
•Maintains Absence Records on all employees Employee EE gone 5 or more days? NO •Sends note to Labor for verification
•Maintains Absence Records on all employees •Completes disciplinary process as
•Completes discipline per process w/ “No Strings RTW
•Completes discipline per process w/ “No Strings
Attached” necessary
Attached”

Employee
Employee
•Calls absence to work as far in advance of shift
YES Labor:
•Calls absence to work as hours before shift
as possible, not later than 2 far in advance of shift •Verifies physician slips
start possible, not later than 2 hours before shift
as •Notifies supervisor of validity of slip
start
•RTW through medical is gone 5 or more days, •Supports supervisor in their
or•RTW through medical is gone 5 or more days,
as required by Labor. Disciplinary decision
or as required by Labor.
•Brings required physician documentation prior to •Enforces a “No Strings Attached”
•Brings required physician documentation prior to
start of shift on date of RTW Must go through medical Policy on attendance discipline
start of shift on date of RTW before coming to job site

Disability Management Algorithm

Employee states is Disability Manager:
EMPLOYMENT: requesting Disability Manager:
•Checks SMART daily.
EMPLOYMENT:
•Checks SMART daily. Disability Leave •Checks SMART Disability Database to track activity
•Maintains separatedaily.
•Checks SMART daily.
•Codes new applicants with defined code in SAP •Maintains separate Disability AP, Supervisor)
•Completes 3-point contact (EE, Database to track activity
•Codes new applicants with defined code in in SAP
•Codes certified applicants A04 (or A11 if WC)SAP •Completes 3-point contact (EE, AP, Supervisor)
•Documents all contact info, plan of action, and actions taken
•Codes certified applicants members of Absence
•Communicates daily w/ otherA04 (or A11 if WC) in SAP YES •Documents all contact info, plan of action, based on Team
•Chairs Disability Mgmt Team – modifies plan and actions taken
•Communicates daily w/ other members of Absence
Team to coordinate activities •Chairs Disability Mgmt Team – modifies plan based on Team
Input
Team to coordinate activities Input
YES •Arranges FFD if restrictions obtained for RTW
YES •Arranges RTW restrictions obtained (UAW) for
•CoordinatesFFD if process with ADAPT for RTW Employees
•Coordinates from plant medical
with restrictionsRTW process with ADAPT (UAW) for Employees
Check Disability
Labor: SMART to •All communications carry the medical message
with restrictions from plant “I Care”
Labor:
•Processes contractual letters as requested for •If •All communications carrySupervisor tomessageform
WC alleged claim, alerts the “I Care” do 5-pt
Verity request
•Processes contractual letters within 25 days of
Employees who are not certified as requested for •If WC alleged claim, alerts (SMART & E-mail) and telephonic
•Maintains frequent electronic Supervisor to do 5-pt form
no
initial call to NBC are not certified within 25 days of
Employees who •Maintains frequent electronic (SMART & E-mail) and telephonic
•Communication with the NBC, the Attendance Coordinator, Labor
initial call to NBC
•Processes contractual letter for lapses in certification •Communication coordinate actions taken to manage case
and Employment towith the NBC, the Attendance Coordinator, Labor
•Processes contractual letter for lapses employee’s
•Assists manager in discipline process for in certification •Requests IMO or IMEcoordinate actions taken to manage case
and Employment to as needed for RTW plan
•Assists manager
who abandon claim in discipline process for employee’s •Requests IMO or IME as needed for RTW plan
who abandon claim
Check Disability
If employee absent SMART to Verity
3 days without claim initial certification
Noted in SMART,
Attendance Coordinator: Disability Management Team:
Attendance Coordinator:
•Monitors GM-TKS to verify appropriate coding issue contractual letter
•Consists ofManagement Team: ADAPT Reps (Union and Salaried)
Disability Disability Manager,
•Monitors GM-TKS to verify appropriate coding
•Alerts Labor when Employee has had uncertified •Consists of Disability Manager, ADAPT Reps (Union and Salaried)
UBRs, Employment, Labor, Plant Medical, Attendance Coordinator,
•Alerts Labor when Employee has had letter.
leave for 25 days for possible contractualuncertified Ergo RepEmployment,for job adjustment)
UBRs, (as needed Labor, Plant Medical, Attendance Coordinator,
leave for 25 days for possible contractual letter. •Chaired by Disability Manager adjustment)
Ergo Rep (as needed for job
Check Disability •Chaired by Disability upon size
•Meets regularly (based Manager of plant, # of leaves)
SMART to Verity •Meets regularly (based upon action based of leaves)
•Involves development of plan ofsize of plant, #upon employee’s
no continued certification •Involves development leave, of action based upon employee’s
History, circumstances of of plan need for accommodation
If certification Lapses, History, circumstances of leave, need for accommodation
send contractual
Letter (111B, etc)
Supervisor:
Supervisor:
•Gives “I Care” message whenever talking with employee
•Gives all employees returning from Disability Leave
•Assures “I Care” message whenever talking with employee
•Assures ADAPT to place restricted employees
•Works withall employees returning from Disability Leave Plant Medical:
•Works with ADAPT to place who do not obtain
•Issues discipline to employees restricted employees Employee RTW •Assists Medical: walk-throughs to identify acceptable jobs for
Plant with job
•Issues discipline to
certification of leave employees who do not obtain •Assists employees
restricted with job walk-throughs to identify acceptable jobs for
certification of leave restricted employees
•Maintains Health Record for cases that are work-related
•Maintains Health Record for cases that are work-related
•Completes RTW exam on all employees returning from disability
no Leave certified? •Completes RTW exam on all employees returning from disability
leave.
YES Must go through leave.
•Notifies Labor & Supervisor if returning employee does not have
medical •Notifies Labor & Supervisor if returning employee does not have
certification of leave and/or appropriated documentation verifying
before coming certification of leave and/or appropriated documentation verifying
Illness
Plant Manager/Ops Managers
Illness
•Schedules FFD exams w/ Plant Physician for EEs returning with
•Supports all parties inManagers
Plant Manager/Ops the process to job site
•Supports all parties in dealing with •Schedules FFD exams w/ Plant Physician for EEs returning with
restrictions from their Attending Physician
•Role Models behavior in the process disability
•Role Models behavior in NJAWR process restrictions from their Attending Physician
•Refers EEs with restrictions from Plant Medical to ADAPT
•Oversees ADAPT process, dealing with disability
•Oversees ADAPT process, NJAWR process •Refers EEs functions as) the Disability Manager ADAPT
•Works with (orwith restrictions from Plant Medical toin managing
•Works with (or functions as) the
cases, FFD exams, planning, etc. Disability Manager in managing
Employee cases, FFD exams, planning, etc.
•Member of Disability Task Team
Employee
•Calls NBC “800” number as soon as leave needed and •Member of Disability Task Team
•Calls NBC “800” number
requests Disability papers as soon as leave needed and
requests Disability papers
•Communicates with supervisor ongoing; plans RTW
•Communicates with supervisor ongoing; plans Medical
•Cooperates with ADAPT, Disability Manager and RTW
In•Cooperates with ADAPT, Disability Manager and Medical
the RTW process and job placement
•Actively RTW process and job to return to health and
In the works with caregivers placement
•Actively works with caregivers to return to health and
return to work
return to work

Delphi Automotive: 3 year Case Study
IT Overview & History
Prior to 2006
– GM legacy mainframe systems. Separate and non-integrated:
• HIS (Medical)
• Proprietary EDS Platform
• Vintage 1992
• One-way only to safety (via difficult to run reports)
• Union-Mgt Joint venture
• Excel (Safety)
• Each plant had its own system
• Some kept those systems going
• BASIS (IH) HIS
• Passable but connected only Ergonomics
(Medical)
to outside labs
• Ergonomics
• Homemade in-house system Employee
• Not connected BASIS
• TPA (IH)
• Not connected TPA
• Hard copy inputs only (from Medical) Excel
• Little interaction with medical +/or shop floor
(Safety)
• Long delays in acquiring relevant data

© KCRS, Inc 2007

Historic QL IT “Pearls”
1. Delphi was part of GM and retained their legacy IT systems (TKS, HIS, BASIS,
etc.)
2. Delphi was given legal mandate to get off GM systems in 24 months
3. Medical Dept. was given responsibility for developing HIS replacement…We
called it HERS for obvious reasons
4. Medical formed multi-disciplinary Core-Team (Medical, Safety, Ergo, IH,
Production) in partnership with Delphi IT to develop comprehensive,
integrated data system
5. RFA and RFP developed and responses received and reviewed
6. Then told we could not include absence and/or work comp in the system as
had been planned
7. Because Delphi was tied to BGSC for operational and HR IT, we were
eventually mandated to accept BGSC proposal, whereupon a 2 year odyssey
began. Ended in BGSC admitting they could design and/or build our system
according to our specs in the time and/or budget constraints we had
8. We learned this with less than 10 months to go!!
9. While looking for absence systems came across KCRS website
10. KCRS gave demo to Medical and IT of their capabilities
11. Contract let less than 8 months prior to go-live date!!
© KCRS, Inc 2007

Three Wise Women…
Three wise women would have…
• Asked Directions,
• Arrived on time,
• Helped deliver the baby,
• Cleaned the stable,
• Made a casserole,
• Brought practical gifts, and
There Would Be Peace On Earth
© KCRS, Inc 2007

Delphi Automotive: 3 Year Case Study
Overview & History (con’t)

• Prior to 2006: Inefficiencies
– Medical staff required to manually print/provide reports to
Health, Safety, Management and TPA
– Safety Department had limited access to reports
– Data was delayed. Took 28 days for WC info to reach TPA
– Some supervisors did not have access to system
– OSHA decision logic tree was rudimentary
– No standardized diagnosis or procedure coding
(i.e.. CPT®, HCPCS®)
– No ad-hoc reporting tool
– No true safety accountability for 5 Why’s
© KCRS, Inc 2007

Original Business Case for Integrated Service Delivery Model

Reduction of…
– Worker Compensation Medical Costs
• File the First Report of Injury (FROI) within 48 hours
– TPA provided data that shows a potential savings of 17-33% of WC
medical costs can be realized
• Have more control over the medical services that an employee receives
with the ability to lower the associated medical costs.
• Employee would return to work faster and incur less medical costs.
– Plant Investigator head count
• Eliminate the need for a plant investigator to engage plant personnel
directly for information relative to an employee injury
• Eventual reduction of 7 investigators

© KCRS, Inc 2007

BIGGEST OBSTACLES THAT WE HAD TO ADDRESS:
1. TIME CONSTRAINTS
2. CHANGE IS HELL!
3. “NIH” MENTALITY
4. DEPT JEALOUSIES
5. $$$ AVAILABILITY
6. LACK OF DE FACTO AND DE JURE EFFICIENT,
STANDARDIZED WORK IN MEDICAL, SAFETY, AND
TPA. BUSINESS PROCESSES IN THESE AREAS
NEEDED TOTAL OVERHAUL AND RE-DEFINITITON.

© KCRS, Inc 2007

BIGGEST REASONS FOR SUCCESS:
1. EXCELLENT IT-MEDICAL-IH-ERGO TEAM WORK
2. COMMITTED, HARD-WORKING CORE-TEAM
3. AVAILABILITY OF LEAN SUPPORT IN RE-DESIGNING
BUSINESS PROCESSES
4. EXCELLENT VENDOR
– RESPONSIVE
– FLEXIBLE
– EFFICIENT
– PERFORMED AS PROMISED
– CREATIVE
– FUN TO WORK WITH

© KCRS, Inc 2007

Additional Team Member Feedback
The KCRS Team and the pihms® software have consistently delivered.
From our aggressive implementation timeline to the continuous
improvements in capability, we have found the Team focused on our goals
to the point where it has sometimes been easy to forget that they were not
wearing our badges.

The software provides solid ROI because the Team knows the underlying
business processes, the integration points, and the financials . . .
sometimes better than we do.

Rick Bangs
Business Services Manager: Human Resources
Information Technology – Commercial Systems
Delphi
February 9, 2009

© KCRS, Inc 2007

Outcomes: Efficiency Savings

Realized an average gain of 1 hour per week per supervisor due to
efficient management of information

© KCRS, Inc 2007

Outcomes: Efficiency Savings

Various efficiency savings for nurses and supervisors (annualized)
due to reduction of time required to complete the following
functions:

Total $397,000
© KCRS, Inc 2007

Outcomes: OSHA Recordables

OSHA recordable cases have been reduced due to the following:
– Automated OSHA Logic
– Effective case/claims management
– Safety incident reduction

© KCRS, Inc 2007

Outcomes: Return to Work

Reduction of Lost/Restricted Days

Lost Work Days

Days per Lost Work Day
Case Reduced by 44%

© KCRS, Inc 2007



Lost Work Days Restricted Work Days

Days per Lost Work Day Days per Restricted Work
Case Reduced by 44% Case Reduced by 40%

© KCRS, Inc 2007

Outcomes: Efficiency & Financial Savings

Over 97% reduction in claims investigation time due to integration and
interface with TPA.

© KCRS, Inc 2007

Outcomes: Financial Savings

Recovery of Lost Work Days*

Annual Savings $7,304,723‡
* Cost of Lost work days = (# EE at 15/hr x 120) + (# EE at 25/hr x 200)
⁺2008 Projection
‡
As compared to baseline 2005
© KCRS, Inc 2007

The Value of Integrated Data Management
Summary

• Full cost of employee absence equals 40% of
payroll (Mercer, October 2008)
• Effective integration incorporates…
– Strategy
– Processes
– Information Systems
• Applicable across all industries and sizes
• Yields improved efficiency, productivity and
financial gain

© KCRS, Inc 2007

Operationalizing HPM - The Value of Integrated Data Management

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Operationalizing HPM - The Value of Integrated Data Management