With bankruptcy and insolvency predicted to grow by 50 per cent over the next five years, the Insolvency Service wanted to adopt new practices that would help it to work more efficiently. The challenge is to cope with a growing caseload while maximising resources, according to Allan Cook, change programme manager.

‘The aim of the Insolvency Service is to deal fairly and effectively with financial failure and corporate and individual malpractice,’ he says.

Following a competitive procurement process considering BPM technologies, the Insolvency Service chose Lombardi’s TeamWorks platform to manage various core business processes across its 36 offices in the UK.

‘Initially we modelled all the insolvency processes and are now automating them as much as possible, so that everybody across all our offices works in the same way,’ says Cook. ‘Each office, while achieving the same outcomes, had adopted slightly different ways of completing the process.’

One of the main reasons for choosing TeamWorks, was its ability to gather data for further analysis.

‘We can take the metrics from the processing of cases and simulate where future bottlenecks may occur,’ says Cook. ‘It is this ability to refine our processes that is going to contribute to process improvement. We have the facility to predict where we are going to experience problems, and that means we can put measures in place to minimise or eliminate them.’

Compliance is important, and the BI provision within TeamWorks delivers better management information which allows the Insolvency Service to improve processes further.

‘We are reducing redundancy and waste in the system’, says Cook. ‘It is a question of getting the right piece of information to the right person at the right time, so that they have accurate, real-time information to make decisions. In the past, as a result of a delay or a change in circumstances, the information has been out of date.’

Although the project is in its early stages, the Insolvency Service has seen a significant improvement in the way it works and has increased productivity. While the initial phase of the insolvency process has to be completed at a local office, the new system means the work can be completed at any of the other offices around the country, smoothing out the workload. However, for Cook and his team the main benefit has been the ability to forecast problems.

‘What we have is a tool to help us discover the pinch points in our processes,’ he says. ‘TeamWorks can forecast the bottlenecks, if the caseloads follow the same trends as in the past, and that means we have the time to do something about it.’


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