zurich case study quality management

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Information Technology & People

ISSN : 0959-3845

Article publication date: 1 March 1995

Begins by defining the quality of a software system in terms of its fitness for use, and goes on to outline the idea of dynamic quality management (DQM), which is based on a quality triangle. Describes a strategy of achieving software quality by using the software‐technical dimension and the organizational dimension. To take both dimensions into account, DQM suggests three dimensional links – quality principles, action programmes and measurement schemata. Demonstrates these ideas using a case study of a Swiss bank, and presents selected findings of the study.

• Software use

Hofmann, H.F. and Geiger, J. (1995), "Quality management in action: a Swiss case study", Information Technology & People , Vol. 8 No. 1, pp. 35-53. https://doi.org/10.1108/09593849510086715

Copyright © 1995, MCB UP Limited

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Zurich Insurance Group provides insurance and other financial services to both individuals and businesses. The group has more than 130 years experience and is one of the world’s largest insurance groups. It has more than 60,000 employees and operates in over 170 countries. In the UK alone, Zurich has over two million live policies and each month its Life business handles 300,000 interactions with customers by telephone and mail, as well as a further 300,000 email and internet enquiries.

Zurich products and services include insurance for properties, accidents, cars and life. The aim of insurance is to help people and businesses protect themselves financially if something goes wrong. There can be major financial consequences if expensive assets like buildings and cars are damaged. People need assurance that they will not suffer if someone is unable to work, requires extensive treatment or care because of an accident or dies.

The policy holder has the reassurance that if something goes wrong, the consequences are managed and Zurich’s insurance will, at least financially, help to put things right. In exchange for its customers paying money in regular premiums (over a specified period of time) Zurich promises that it will be there when it is needed.

Code of conduct and core values

In a service industry many companies offer broadly similar products. Quality is one way in which Zurich can differentiate its services from those of its competitors. It puts delivering quality customer service at the heart of everything it does. Zurich’s ambition is to be the best global insurer as measured by its customers, shareholders and employees. Zurich demonstrates its commitment to achieve its ambition through the Zurich Basics; its code of conduct for all employees based around five core values – Integrity, Customer Centricity, Excellence, Sustainable Value Creation and Teamwork.

This case study examines how Zurich brings quality to life in the care it provides for its customers every day.

What is quality?

Quality can be described as ‘fit for purpose’. Note that quality does not necessarily equate to ‘luxury’. For example, if someone wants to hire an economical and easy-to-park car, then a model such as a Smart car would adequately meet the customer’s need so would be fit for purpose. Providing anything of a higher standard would be an unnecessary cost. Quality is linked to what the customer needs and expects. If a product meets these needs and expectations, then it can be considered a quality product.

Quality is also linked to the target market of a business. The level of quality required to be fit for purpose is different depending on the types of customers a business deals with. For example, a customer willing to pay £50 per night for a hotel room will have lower expectations than a customer willing to pay £200 per night. However, in both cases, the customer will consider whether the quality of the room is fit for purpose based on the amount they have spent.

Quality is equally relevant to a service business as to a manufacturing one. Zurich must therefore establish what its customers need and expect. It must deliver on its promise to be there when its customers need assistance, efficiently and courteously.

Meeting customer expectations

The ability to meet customer needs and expectations and deliver on its core promise determines how customers feel about the Zurich brand. To ensure that customers have a positive experience, Zurich focuses on:

• clearly identifying customer needs
• effective planning and processes
• putting in place the right resources (people and systems) for the job
• providing in-depth employee training to ensure that all staff are customer focused
• setting appropriate and achievable targets
• continuous measuring and monitoring of progress against these targets.

Zurich has developed a way of helping its employees to deliver quality consistently to customers and has called it iQUALITY. This acronym is designed to help define what quality looks like at Zurich. It reminds staff that quality is a key part of every interaction they have with customers.

Zurich recognises that quality is not a ‘one-off’ process. Its commitment to providing a world-class service requires that it continuously listens to its customers’ changing needs and expectations. It puts in place the appropriate processes and people to meet these needs. Employees play a crucial role in delivering quality service. Zurich encourages its staff to:

• ‘see… the benefits of getting things right, first time, every time
• hear… what our customers want, keep our promises and deliver
• feel… empowered and add value to the business and the customer experience
• think… about how customers perceive Zurich.’

Managing quality

Quality control.

Quality can be managed in several ways. It can be measured at the end of a process to make sure that any sub-standard products do not reach customers.  This is known as quality control (QC).

This procedure is most often used in product manufacturing. The process involves testing a sample of the product as it comes off the production line. Putting things right at the end of a process is often costly. In a manufacturing environment, extra items must be made to replace the faulty products. There will also be costs in terms of the staff time needed to put things right and other resources. For example, it may not be possible to recover or reuse the materials from faulty products.

In a service industry, a quality control approach is rarely enough to maintain standards. This is because many aspects of a service are only realised as they are delivered to customers. For example, an insurance company can only deal with a claim on a policy when the customer makes a claim. This is why many businesses use other ways of managing quality.

Quality assurance

One approach is quality assurance (QA). Quality is not simply considered at the end of a process but at every stage. Processes or procedures can be measured against set standards or ‘best practice’ benchmarks within the industry.

Total quality management (TQM) is an approach that seeks to ensure that all parts of a process are ‘right first time’. The aim is for ‘zero defects’. A TQM approach requires every employee to take responsibility for delivering quality. TQM looks at improving both the people and processes involved in the business through continuous improvement .

Zurich’s approach to managing quality uses a combination of the methods above. Firstly, it uses iQUALITY to embody the principles of TQM, helping to bring this to life in the minds of its employees so they apply it to the customer care experience every day. Secondly, Zurich carries out regular quality sampling of the customer care it provides and the outputs it produces, e.g. letters and benefit statements. The amount of quality sampling carried out depends on the level of the employee’s experience and the complexity of the task. For example, work produced by a new recruit may initially be subject to QA whereas, for an experienced employee, quality sampling will normally be carried out as a percentage of the work they complete. If the quality sampling for the experienced employee identifies a trend of errors, the percentage of quality sampling may be increased.

‘Five whys’

In practice, it is difficult to remove errors completely from a business process. To drive continuous improvement, what an organisation can do is identify errors and put them right. Zurich uses a process known as ‘root cause analysis’. This is a way to find out why something went wrong and to find ways to stop it from happening again. Zurich applies the ‘five whys’ approach to root cause analysis. Staff involved in quality management look at the ‘trigger’ that brings attention to the problem and then repeatedly ask ‘why’, probing deeper, until the true root cause is discovered. Once this is identified, Zurich can devise a suitable solution to stop it happening again and then monitor outcomes to make sure that the solution is addressing the problem.

For example, one issue facing Zurich was that it was receiving a number of similar complaints from customers about not receiving payments promptly when their savings policies matured (came to an end). The complaints were the ‘trigger’ in this case.

Using the ‘five whys’ approach, Zurich found the root cause was that the manual process for issuing claim packs and sending payments for these policies was causing delays. Zurich changed the process so that packs are now sent out earlier and the payments are sent out automatically 10 days before a policy matures. This ensures customers receive payment promptly. There has since been a 78% fall in complaints related to this issue.

Measuring quality

In order to measure quality, a business needs to establish key measures to track how well it is meeting standards. It could, for example, measure how many customers buy other products from the company (repeat business) or how fast it responds to customer queries (customer response rates). Zurich’s UK Life business deals with over half a million calls, emails and letters a month. Just 0.3% of these are complaints. Zurich is quick to respond to any complaints or issues raised by its customers.

It is also important for a business to capture and regularly review the results of its quality management processes against its own or industry-set benchmark standards. This can help to identify problem areas and enable preventative steps to be taken to correct the problem or prevent it from getting worse. Unidentified problems may lead to inferior service which, in turn, could reduce customer satisfaction. Zurich uses a quality framework to regularly review the results of its quality measurements against benchmark standards.

A business may also use measures set by outside bodies such the British Standards Institute ( BSI ) or against the performance of other businesses in its industry. As a provider of financial services, in the UK Zurich is regulated by the Financial Services Authority ( FSA ). This sets out rules and regulations covering all aspects of the business, including the concept of Treating Customers Fairly.

Zurich measures

Zurich’s approach to customer centricity aims to go beyond the requirements and standards set out by the FSA and BSI. As a global business, Zurich aims to be the best insurer as measured by all its main stakeholder groups – its customers, its shareholders and its employees.

For a customer-focused business, levels of customer satisfaction are one of the most important measures. Zurich aims to be in the top 25% of insurance providers for customer satisfaction. High customer satisfaction scores should be reflected in repeat business and growth in sales. Zurich conducts extensive market research with large numbers of customers. They help managers to understand how far the company is meeting customer needs. Zurich also uses an independent measure called the TRI*M index. This assesses how well different parts of the business are satisfying customer requirements.

As part of its customer impact scheme, Zurich asks customers to rate the company’s performance. Most recent results show that most customers rate Zurich as good, very good or excellent in the three key areas aligned to its business objectives.

Industry awards

Another measure of how well a business is delivering on its promises are awards from within its own industry. Recent awards for Zurich include two Five Star Service Awards at the FT Financial Adviser Awards. This followed an intensive voting process involving 25,000 questionnaires – the biggest poll in the financial services industry. Zurich also received an Outstanding Achievement Award at the FT Adviser Online Service Awards 2011 in recognition of the way that it has maintained a level of excellence since the awards began five years ago.

Benefits of managing quality

There are costs involved in setting up systems to manage and improve quality. It requires staff to spend time in training or in monitoring processes. It requires investment in quality measurement systems.

The costs of running large-scale customer surveys are significant both in time and money. However, direct feedback is essential in order that a business understands what its customers think about its service and, importantly, what it can do next to increase their loyalty. A quality-conscious business recognises that these costs are a good investment and that the benefits of managing quality outweigh these costs.

Providing quality services delivers benefits to the business. It can gain savings from having more efficient staff and processes, higher productivity and fewer rework costs. Some benefits are harder to measure but also add value within the business, such as improved staff morale and motivation . These help to retain staff, build experience within the business and save on recruitment costs.

Good quality should also be reflected in the bottom line – in sales and profits. In many service industries, the quality of service is the key factor that helps a business to outperform its rivals. High levels of customer care create high levels of customer satisfaction which can give the business a competitive advantage .

In the Financial Services industry, products and prices can appear very similar to customers so customer care is the differentiating factor between providers. Customers that have a positive experience are much more likely to renew their policies, buy other products and services and recommend the company to others. Not managing quality could lead to disappointed customers, who could easily choose to take their business elsewhere. Zurich’s customer care sets it apart from others in the industry, maximising potential to retain its customers.

A quality product or service is one that does what it is supposed to do – that is, meet customer requirements for its target market. For a business, therefore, quality is based on knowing what customers need and expect and meeting these demands.

A business that is serious about quality does more. Zurich aims not only to meet customer expectations, but also to exceed them. Zurich puts quality at the centre of how it does business. It actively manages and measures the quality of the service it provides to make sure its customers receive the best possible level of customer care.

Zurich | Creating quality customer care

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How a global insurance company builds valuable loyalty at the local level

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CASE STUDY: Promoters spend 27% more than detractors ->

“Medallia is built from the user’s point-of-view.”

- Gabor Dani

Customer Centricity Leader Zurich Insurance

The Challenge Loyalty and retention are key priorities for insurance companies—and especially in the competitive general insurance market, in which customers can easily switch providers. Competing in traditionally high-churn markets, Zurich Insurance decided to invest in improving customer experiences to build retention and loyalty. To focus on retention, the company needed a customer experience management (CEM) system in place to measure, understand, and take action to improve customer experiences.

The Solution In the words of Gabor Dani, Customer Centricity Leader at Zurich Insurance, Medallia has brought the following to the customer experience table for Zurich:

• A unified global program: “By unifying all programs into a single platform, we have a consistent approach, we speak the same language and metrics, use the same methodology, and learn from each other through benchmarking and best practice-sharing.”
• Robust technology: “The technology is truly state of the art. Medallia was the only one that could easily meet the specific compliance needs of each different country—critical for a global company, and especially for insurance. They are also able to collect multi-channel feedback, such as mobile, SMS, email, contact center, and more.”
• Employee empowerment: “The data, actions, and customer experience is much more in our hands and in our control. We can now slice and dice the data however in on an ongoing basis—we don’t need to wait for periodic reports published through research.”
• Tailored insights for everyone, every-where: “Medallia is built from the user’s point-of-view.” Through role-based reporting, Medallia routes the right information in real-time to the right person in the organization, so that every employee knows exactly what to do to improve experiences. These tailored insights make the system relevant and engaging for users—from the C-Level to the frontline.
• Real-time prioritized actions: “Medallia gives us the flexibility to adapt our program as needed. If we see a certain touch-point that needs improvement, we can take action to improve it quickly. And if another touchpoint is performing well, we can share best practices widely.”
• Native Text Analytics: “The verbal analysis is key.” Through real-time key driver analysis, text analytics gives users prioritized actions for the issues that need the most attention.

The Results Zurich is already showing the financial impacts of improved experiences. When compared to detractors:

• Promoters pay 27% more in premium on a monthly basis
• Promoters are 5x less likely to leave Zurich within 12 months
• Promoters actively refer new business

Through Medallia’s alerting system, Zurich closes the loop with every customer that reported a negative experience. For example, within its American B2B market, even the CEO and executive team personally call back customers to repair and build relationships.

At the operational level, Zurich uses this feedback loop to identify problem areas and take action to make improvements. In Turkey, for example, the customer experience team found that customers complained about the automatic renewal process, which was administered by local banks and not by Zurich itself. The team worked with each of those banks to better alert customers about upcoming renewals. As a result, NPS shot up 20 points within a few months of making the change.

Source: Case Study, Global Meets Local: How a Global Insurance Company Builds Loyalty at the Local Level

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Question: Case 10-2 Zurich: Creating Quality Customer Care Zurich: wwwzurich.com Zurich Insuranœe Group delivers insurance products and services in more than 170 countries. The group has been in operation since 1872 and has more than 60,000 employees. The purpose of Zurich's product is to provide people and businesses with financial protection in the event of

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Agency Coordinating Body for Afghan Relief and Development

Position title: child protection officer ( case management and mhpss).

Activation Date: 24 October, 2024   Announced Date: 23 October, 2024   Expire Date: 02 November, 2024

About Save the Children:

We employ approximately 25,000 people across the globe and work on the ground in over 100 countries to help children affected by crises, or those that need better healthcare, education and child protection. We also campaign and advocate at the highest levels to realize the right of children and to ensure their voices are heard. 

We are working towards three breakthroughs in how the world treats children by 2030:

•      No child dies from preventable causes before their 5th birthday

•      All children learn from a quality basic education and that,

•       Violence against children is no longer tolerated

We know that great people make a great organization and that our employees play a crucial role in helping us achieve our ambitions for children.  We value our people and offer a meaningful and rewarding career, along with a collaborative and inclusive workplace where ambition, creativity, and integrity are highly valued.

SCI - Afghanistan

Save the Children has been working in Afghanistan since 1976. Our way of working close to people and on their own terms has enabled us to deliver lasting change to tens of thousands of children in the country. The UN Convention of the Rights of the Child is the basis of our work.

We are helping children get a better education, we make it possible for more boys and girls to attend school, we help children protect themselves and influence their own conditions. We work with families, communities and health workers in homes, clinics and hospitals to promote basic health in order to save lives of children and mothers.

Job Description:

CHILD SAFEGUARDING: 

Level 2: either the role holder will have access to personal data about children and/or young people as part of their work; or they will be working in a ‘regulated’ position (accountant, barrister, solicitor, legal executive); therefore, a police check will be required (at ‘standard’ level in the UK or equivalent in other countries).

ROLE PURPOSE: The CP MHPSS and Case Management Officer will play a critical role in delivering high-quality child protection and psychosocial support (PSS) services to children and families in Maidan Wardak Province. The officer will manage the identification, referral, and case management of children facing protection risks, including survivors of violence, unaccompanied and separated children, children with disabilities, and those affected by family separation. This position involves working closely with local communities and partners to provide integrated services through a community-based approach, including the establishment and oversight of Child-Friendly Spaces (CFS).

SCOPE OF ROLE:

Reports to: Child Protection Coordinator

Staff reporting to this post: Caseworker

Indirect : TBC

Budget Responsibilities: N/A

Role Dimensions: Coordination, communication with stakeholders, team member,beneficiaries)

Case Management and Psychosocial Support

• Lead case management processes for children at risk, including identification, registration, assessment, referral, and follow-up, ensuring compliance with national and international standards.
• Provide direct psychosocial support to children and families, including one-on-one counseling and group activities in Child-Friendly Spaces (CFS).
• Work closely with other team members and external service providers to ensure proper referral mechanisms and the provision of services such as health, education, and legal assistance.
• Facilitate the safe and timely reunification of separated children with their families, where applicable.
• Ensure appropriate documentation and case management tracking for all cases, maintaining confidentiality and data protection in line with Save the Children’s guidelines.

Establishment of Child-Friendly Spaces (CFS)

• Support the establishment, operation, and monitoring of mini and mobile Child-Friendly Spaces (CFS) in collaboration with health centers and outreach teams.
• Develop activity plans for CFS that focus on children’s mental health, emotional well-being, and recreational needs, ensuring participation and inclusion of all children, including girls, children with disabilities, and marginalized groups.
• Ensure the integration of Explosive Ordnance Risk Education (EORE) and awareness on other protection risks such as child labor into CFS programming.

Community Engagement and Mobilization

• Engage with community leaders, parents, caregivers, and local authorities to raise awareness about child protection risks and available services.
• Conduct community-based awareness and capacity-building sessions on child protection and psychosocial well-being.
• Support community Child Protection Action Networks (CPANs) and other community groups to monitor child protection issues, identify risks, and support children in need of assistance.

Monitoring and Reporting

• Work closely with the Monitoring, Evaluation, Accountability, and Learning (MEAL) team to collect, analyze, and report on project data, ensuring accuracy and timely submission of reports.
• Contribute to regular project review meetings and evaluations, ensuring that findings and lessons learned are documented and shared for continuous improvement.
• Prepare detailed case management reports, success stories, and case studies for internal use and donor reporting.

Team Leadership and Capacity Building

• Provide training, coaching, and mentorship to Case Workers, community volunteers, and other relevant staff on child protection case management, psychosocial support, and child safeguarding.
• Ensure that team members adhere to Save the Children’s child safeguarding policies and protocols and that any safeguarding concerns are promptly addressed.

Coordination and Networking

• Establish and maintain relationships with relevant stakeholders, including local government authorities, community-based organizations, and national/international NGOs.
• Actively participate in child protection coordination meetings and working groups at the provincial and national levels.
• Work collaboratively with other sectors (Health, Education, Nutrition) to ensure an integrated approach to child protection.
• Any other tasks relate to child protection programs given by line manager

BEHAVIOURS (Values in Practice )

Accountability:

• Holds self-accountable for making decisions, managing resources efficiently, achieving results together with children and role modelling Save the Children values;
• Sets ambitious and challenging goals for self and team, takes responsibility for own personal development and encourages team to do the same;
• Widely shares personal vision for Save the Children, engages and motivates others;
• Future oriented, thinks strategically and on a global scale.

Collaboration:

• Builds and maintains effective relationships, with own team, colleagues at both national and regional level members, donors and partners;
• Values diversity, sees it as a source of competitive strength;
• Approachable, good listener, easy to talk to.

Creativity:

• Develops and encourages new and innovative solutions.
• Willing to take disciplined risks.
• Honest, encourages openness and transparency.
• Always acts in the best interests of children.

Equal Opportunities

The role holder is required to carry out the duties in accordance with the SCI Equal Opportunities and Diversity policies and procedures.

Child Safeguarding:

We need to keep children safe so our selection process, which includes rigorous background checks, reflects our commitment to the protection of children from abuse.

Health and Safety

The role holder is required to carry out the duties in accordance with SCI Health and Safety policies and procedures.

Job Requirements:

QUALIFICATIONS 

• 16th grade graduate
• Well communicate in Dari, Pashto and English
• Knowledge of Child Protection, Case management and MHPSS
• University degree in Psychology, Social Work, Law, or a related field.
• At least 2 years of relevant work experience in child protection, case management, and/or psychosocial support, particularly in conflict or post-conflict settings.
• Experience in providing direct psychosocial support and case management to children and families.
• Familiarity with Child-Friendly Spaces (CFS) operations and community-based protection approaches.
• Strong organizational skills and attention to detail in managing cases and maintaining records.
• Ability to work collaboratively with communities and multi-disciplinary teams.
• Knowledge of child protection issues, particularly in emergency settings, including Caring for Child Survivors
• Strong communication and interpersonal skills, with fluency in English and Dari/Pashto (preferred)..
• Should have enough knowledge of case management principles and Do No Harm Policy
• Being able to travel within the province and outside the province.
• Experience working with marginalized and nomadic communities.
• Previous experience working in Afghanistan or similar contexts.

Submission Guideline:

Qualified applicants are highly encouraged to apply for the position by filling in the online application form. In addition to the online application form, they can also attach their CV and cover letter in the online system. Please note that only the applications received through the online portal will be considered for this position.

https://hcri.fa.em2.oraclecloud.com/hcmUI/CandidateExperience/en/sites/CX_1/job/10069/?amp;locationId=300000000345568&locationLevel=country&mode=location&lastSelectedFacet=LOCATIONS&location=Afghanistan&locationId=300000000341839&locationLevel=country&mode=location&selectedLocationsFacet=300000000341839

Applicants can login to the online application system by copying and pasting the following link intro their web browser. Returning users will need to enter their username and password, first time users will need to create a user account.

It is recommended that you save your username and password for future job applications through the online system.

Save the Children International (SCI) is committed to fostering diversity, equity, and inclusion as core to our vision and values. We provide equitable employment opportunities and aim to increase the representation of women, people with disabilities, and individuals from minority groups to effectively meet the diverse needs of the children and communities we serve.

At SCI, we value the authentic selves of everyone, including you! If you have any access needs or require support due to a disability or other reasons, please let us know at the time of your application. We are here to assist you and ensure an accessible and inclusive recruitment experience.

Please note: SCI does not request any fees during any stage of the recruitment process.

Submission Email:

https://hcri.fa.em2.oraclecloud.com/hcmUI/CandidateExperience/en/sites/CX_1/job/10069/?amp;locationId=300000000345568&locationLevel=country&mode=location&lastSelectedFacet=LOCATIONS&location=Afghanistan&locationId=300000000341839&locationLevel=cou

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