IMS case study

Tripling business volumes was no accident for IMS

With a bespoke, workflow-centric case management system

BACKGROUND

Incident Management Solutions (IMS) is the powerhouse behind over 25% of the UK’s vehicle accident repair claims. It delivers engineering, bespoke repair management, total loss solutions and other critical services for the insurers and partners who keep Britain on the road.

But in 2008, IMS realised not only that their existing workflow system had reached capacity, but that it did not deliver the flexibility and bespoke capabilities to make users truly productive, and to help IMS stand out in the market.

CHALLENGES

The project faced a number of critical business challenges:

  • Achieve greater business volumes, without the need to recruit more staff;
  • Provide totally customisable modular services to over 300 users, with varying SLAs, scheme criteria, MI requirements, etc.;
  • Streamline and automate costly manual processes like communication management;
  • Assure unlimited development potential, in a company with a track record of growth.

SOLUTION

With customer service excellence high on IMS’s priority list, the solution had to be easily accessible from any location, highly adaptable to each user’s multiple workflows, and simple and intuitive to use. It also had to integrate easily with all the industry’s leading software platforms, (such as Audatext and AFD), to minimise disruption to existing business.

In response, Transition Computing delivered I2R – Incident 2 Resolution – a web-based, workflow-centric case management system.

Its name reflects its unique value to the user: an end-to-end solution that efficiently automates, communicates and progresses the key stages of every claim, no matter how complex and varied the processes involved.

RESULTS

It is instantly clear that I2R has delivered win-win results. On the one hand, according to IMS Director Simon Young, it is a “unique and adaptable” solution that focuses on “what our customers’ needs are, and delivering capability to make our service to them better.”

On the other, it has also boosted IMS’s own business efficiencies and bottom line, without the need to recruit additional headcount.
As Young comments, “Since the development of I2R in 2008 and its expansion over the last six years by Transition, we have increased the volume of business processed through the system by 300% but remained largely with the same staffing levels.”

IMS’s business may be built on the accidental, but a six-year software development relationship that delivers hard business results is the sign of a very deliberate undertaking. The outcomes can be impressive. As Young openly concedes, I2R has “become essential to our business value.”

There is nothing accidental about that kind of statement.