Transcript Lean & Six Sigma in Financial Services

Lean & Six Sigma in Financial Services:
Case Study
Norwich Union Life
Presented to the IQPC Six Sigma Summit
January, 2005
by
Matt Fahy
Director of Transformation
Norwich Union Life
An AVIVA Company
Harvey Dershin
Managing Director, Europe & Asia
Aon Management Consulting
Rath & Strong
Agenda
• Aviva / NUL
• Our challenge
• Approach
• Achievements
• Conclusion
2
Aviva
3
Aviva
•World’s fifth largest insurance group
•51,000 employees
•30 million customers worldwide
•UK’s largest insurance group
•Norwich Union Life is part of the Aviva group
•UK’s largest provider of life, pensions and
investment plans
•market share of 13%
4
NUL Business Environment
• Products
– Pensions
– Life Insurance
– Mortgages
• Market
– Competitive
– Regulated
– Revenue constrained
• Customers
– IFAs (brokers)
– Individuals
– Corporations
5
NUL Operations
• Approximately 5,500
staff in seven locations
Glasgow
Newcastle
York
Sheffield
Norwich
Bristol
Stevenage
6
Operations in Context
• 250+ legacy products
• 30+ major systems
• 2.7 million postal items received
• In excess of 42 million images created
• Over 5 million calls to the contact centre,
23,000 per day
7
Our challenge
8
Background
• In 2003 we identified that we offered a variable, and
sometimes poor, customer experience, that cost us too
much money.
• Some customers and staff were losing confidence in our
service
• Our major investments in technology were often not
delivering the anticipated customer and efficiency benefits
9
Strategic Ambition
We decided to ‘Become the Best’ as recognised by our
customers for the delivery of consistent, quality, cost
effective service in comparison to our major competitors.
We will achieve this by...
•
•
•
•
•
Being clear about the service promise we make
Re-engineering our processes and excelling at performing them
Delivering through the quality of our people
Aligning technology and focusing on ‘fit for purpose’ and not
‘world class’
Using different sourcing options (e.g. offshore / outsource) where
appropriate for reasons of quality, cost and management focus
Winning through our focus on promises, processes and
people.
10
Process Excellence
• We adopted Process Excellence to provide us with:
– quality of outcomes and improved customer experience
– continuous improvement, incremental and stepped
– clarity of what we do and the information we need on
how well we do it
– an ability to persistently drive out costs, realise business
benefits and performance improvement
11
What have we achieved?
•
A major overhaul of single biggest process (Life New Business)
•
Many improvements to customer experience (accuracy & cycle time)
across a whole range of smaller processes. By year end this will have
affected 40% of all our processes
•
Over 1000 staff engaged and directly involved
•
13 Lean workstreams and 26 six sigma projects underway or
completed
•
Over 70 staff trained in specialist skills
•
Process Excellence being adopted across the Aviva Group
•
A 243% return on investment (3 years return on initial investment)
12
Approach
13
Goals for first wave of Process
Excellence
• Establish core skills
• Build momentum and enthusiasm
• Start to make real improvements
– customer experience
– process
– Financials
• Not be dependant on technology changes
14
Shaping the Approach
• Hard financial target to be met in the current year
• Implications:
–
–
–
–
Address processes across about 40% of the business
Roll out across a broad front…quickly
Engage large numbers of people…as willing participants
Need to demonstrate significant results quickly
• Tactics:
– Lead with Lean for waste removal and cycle time
reductions and speed of execution
– Follow closely with Six Sigma for defect elimination
15
Change Management Context
• Environment:
– Multi-dimensional transformation (offshoring, technology
improvements, process excellence)
– Operations-wide scope (approx 3000 people)
– Aggressive targets
• Overall change readiness scores were modest. Weakest
areas:
–
–
–
–
–
Little experience with change of this magnitude
Rigid administrative procedures
Hierarchical organisational structure
Concern over organisational stability
Lack of skills re process improvement
16
Change Management Strategy
• NU
– Reach high + unswerving focus on results
– Steering committee oversight
– Establish Process Excellence Leader & adaptive, “virtual,” team
for day-to-day management
– Quickly build a track record of delivered results
– Use of change “vectors” to communicate success
•
•
•
•
•
Lean Specialists
Lean Teams
Green Belts
Black Belts
Local managers
17
Lean Approach
Mgmt Workshop 1
Current State
Value Stream Maps
Key Metrics
Data Collection
Mgmt Workshop 2
Future State
Value Stream Maps, etc
30 days
Just Do It
Kaizen
10 weeks
30 days
Just Do It
Kaizen
10 weeks
30 days
Just Do It
DMAIC
6 months
DFSS
DMAIC
6 months
1-2 years
18
Accelerated Benefits Roll Out
Item
Management
1 Workshop 1
2 Collect Data
Management
3 Workshop 2
4
5
6
7
8
9
10
11
12
13
14
15
Lean Team Trng
Pre Event Prep
Event Part 1
Data Collection
Event Part 2
Post Event
Mgmt
Benefit Sign off
Benefit Delivery
Corp Leveraging
Leveraging Sign
Off
Continued
Benefit delivery
Leadership
Audit & Review
1
2
3
4
5
Week
6
7
8
9
10
11
12
X
X
X
X
X
X
X
X
X
X
X
X
19
Cascading Lean Rollout
Target Workstream
Workstream 1
Workstream 2
Workstream 3
Workstream 4
Workstream 5
Workstream 6
Workstream 7
Workstream 8
Workstream 9
Workstream 10
J
F
M
Lean activities
A
M
Month
J
J
A
S
O
N
Implementation
20
D
Green Belt Training Format
Activity
Training
Month
1
2
3
4
3-days 3-days 3-days 3-days
Exam
Coaching
Project Reviews
Pilot/Certification
5
6
7
8
X
X
X
X
X
X
9
10
X
X
X
X
X
X
X
X
X
21
Achievements
–
One Year Later
22
New Business Life Example
Before - LEAN
N B PROTECTION
Faxes, Telephone calls, e mails
Customer'IFA'Partner,In
ternal Seller
Life Protection Policy
Application;
Mediacal Reports,
Reissues,Direct Debits
MLA
Latest estimate from
Norwich BCC is that
NB post is 2.6 times
app flow.
12750 EDI PA
425000 Paper PA
Paper 1585 per day
EDI 49 per day
Post items 4121 per day
5706 Items per day
1
Rewinds
Rework: missing
info 30% (consumer
30%)
Reallocations if ill
Re Scans (2 -3 %)
Alastair:
Indexing included here also
known as shelving . Post also
needs indexing. Critical to get
post split. Possibly time actually
double that shown.
Integrated WM will eliminate
much of these steps
2
3
Open Post &
sort
Admin
Team Sort
York
example.
Batches
500. 0600 1000
Directed
to NB
teams
Rerouted
10%?
4
Batch Props
5
Send On Mini
Bus
Scan Prop
Bus takes
sacks of
mail to
Dunnington
at 10.00
daily
Part of
larger
operation
6
Work
Allocation
1
Acceptance
of work to
teamGlasgow
only
7
Work
Allocatio
n2
Allotment
to CSR's
2pm
Staff
Staff Hrs
Errors %
Rework %
Volumes/day
Std Time
Total FTE
Time Required HRS
Time Available HRS
5
2
5%
7
1
2%
21
1
1
0.66
3
0.5
5706
0.03
11
2.85
10
5706
0.33
11
31.70
7
5706
1
11
95.10
21
1625
40
11
0.67
0.66
5706
2 secs
11
0.03
1.5
Figures shown are average per day
135
0.03
0.03
57
0.3
65
90
578 daily
but WIP is?
Ian
Cancellin
g off
unwanted
props
12
MLA
13
Allocation
to U/W
Required
chase
and
limited #
of deals
300
382
14
Intitial
Assessment
15
Request
Info
16
U/W
Reminder
17
Receipt It
18
Fee
Payment
19
Assess
Evidence
What is
required,
some will be
accepted at
this point
GPR,s, Fin
Reps
Others go
direct.
Role to prod
letter and
attach dec
System
generated
plus ad hoc
Reports
come in
through
scanning
channel
GPR's
only. MM's
will be
done in
bulk
CMO/Reass
ur requests
add delay
but very low
level??
2697
53
387
7
354
7
354
7
387
7
387
7
12
7
98
7
300
7
300
7
298
7
30
1585
12.36
387
326.51
2709
470
5
354
39.17
2478
see above
354
7.9
354
46.61
2478
354
0
326
2.69
387
14.62
2709
~1%
727
3
387
36.35
2709
0
2000
0.083
97
2.78
84
3%
1180
4
98
78.67
686
792
5
300
66.00
2100
500
5
300
41.67
2100
1131
4
298
75.40
2086
2.69
3
1.38
4
2.98
5
2.50
2
2
0.5
1200
0.75
0.75
12
12.36
5
1.48
% for lots of time
5760
7.9
1.76
2880
20
Make
Decision
21
Issue Decision
22
Decline
Process
23
Quality
Check
20160
4661
127
7
127
7
300
7
300
7
300
7
464
0.59
300
4.56
2100
700
26.25
127
306.25
889
1109
2
127
36.97
889
50
5
387
4.17
2100
24
2
387
0.80
2100
15%
1165
4.9
300
95.14
2100
2
2
0.16
0.03
7200
1440
26.25
11.59
1
Admin
Team Sort
Look Up
Activity
26
Start Date
2880
Scan
3
Index
28
Policy
Issue
29
Issue DUH
System
generated 99%
System
generated
99% of time
Declaration
of
Unimpaired
Health
30
NTU
Recourse
from IFA
387
7
60
7
300
7
387
7
387
7
727
260
7.5
84.5
32.50
420
1506
1.61
387
40.41
2100
1537
1165
387
0.00
2709
387
0.00
2709
387
0.00
2709
4320
4.9
3.60
10080
7.5
1.23
31
Ageing
Balance
Re Issues
Non payment
of 1st
premium.
Needs to be
collected
24480
387
7
387
0.00
2709
387
7
260
7
328
500
5
387
41.67
1820
387
0.00
2709
20160
Reminders
Q-Checks
NTU's
Receipts
MLA
Request
Assess
Direct
Debits
Acceptance
Letters
5
Chase
Chasing
missing
info etc
6
CELL
Underwrite & Document
5
Alastair:
1585*97% nwxt cell based on
the theorey that 20% NTU but
when do NTU 's occur
NTU's
Receipts
Fees
MLA
Cancellatio
n
Assess
Direct
Debits
Acceptance
Letters
7
Chase
NTU'S
Start Dates
Docs etc
300
7
16.13 mins
300
1503.54
48529.16
70560
1.61
Reduced number of steps from 32 to 10,
25% increase in productivity,
50-70% reduction in avg. cycle time.
4
CELL
Register & Underwrite
sub process time value important;
4 days to action and then 1 - 7 days to
dearchive, get docs into team up to 5
days
Need policy back from client up to 1
month; May take 90 days for customer to
advise.
Commission issues
12000
Gillian Rhodes:
acceptance delay doc
2
Batch Batch Props
27
Cancellation
Letter
1187
2908
300
7
0.59
0.59
25
Acceptanc
e Letter
Manual for
consumer.
260 per day in
York. Rest
auto
3128
2880
4
2.85
24
MLA
Accepts would by
pass this.
Declines or defer
would be done by
admin
xx%
2880
0.08
0.08
Alastair Gardner:
Back to Check too late in process (if needed at
missing all) needs to go back through whole
info
process
15%
Lead Time =
After - LEAN
Open Post &
sort
120
34
7
60
0.03
0.03
Sue Hendry said she had this info precisely
11
NTU's
1176
1038 but
daily is
Alastair Gardner:
Too many contacts with customer
from Admin - U/W
Can't read images
Missing info from customer;
some
5706
0.75
34
71.33
238
20
CT = 44 days
10
Reminder
s
(several)
Chasing
missing
info etc
Request
missing
info
Data
capture,
MLA,
Missing
Informatio
n, etc
24 hrs
1
1
Alastair Gardner:
1hr + 30 mins
9
Missing
info
Alastair Gardner:
Done by CSR's
7
7
40
Process Time = 79 mins
Caroline
Customer
Alastair:
U/W Reminders
Alastair Gardner:
done by CSR's We have
detail on split of reports.
MM are done automatically.
every 2 weeks
52%
17%
18%
11%
2%
1396
0.5
7
11.63
49
some
Life Protection Policy
Application;
Medical Reports,
Reissues,Direct Debits
MLA
Latest estimate from
Norwich BCC is that
NB post is 2.6 times
app flow.
MINUTES
LAPSE
VALUE ADD
CORE ADDED VALUE
8
Info
Transfer
1765
1585 +
18,000 tasks
Glasgow only
12.18 per day. 11.89
hours
No.reminders
0
1
2
3
4
8
Ageing
Balance
Non payment of
1st premium.
Needs to be
collected
23
16.13
177250.00
167.36
50.32
123
2.79
0.84
Pensions Examples
Discontinuance of Schemes
DC1
DC2
DC3
OLD PROCESS
53 Steps
11+ months
DC4
11+ months
Admin
New DISCO process has made
70% improvement in CT
Reduce staff by 66% (18 to 6)
= £204k
NEW PROCESS
28 Steps
3 months + 1 week
DISCO
3 months +1 week
Renewals Yearly statements
R e new als
Renewals (continued)
In te rna l
D ep ar tm en t
Pr i n t an d s en d
s ch ed u le o f m em b e rs
B o w th o rp e
l
f ul
ail al
m
s
to ne w rt
Au - re in se
pre in cl
k
p ac
M
Ph o to co p y sch ed u l e
a n d letter, p as s fo r
c h eck in g
C o rr ec t an y e rro rs
Sea l an d p l ac e fo r
m a il i n g
F il e co p ies , cl o se j o b
R ece iv e : U p d a te
sa la ri es an d i n fo rm o f
ch an g e s
I F A an d tru ste es
of
py
co ed
ep
ris
at
Ke t ho ies au t or fil e
na
f
ed
sig nt o dat
f ro
up
ep
ke
R ep ea t an d c h eck
p ro c ess s o far
e
ig at r
st
fo
ve
te
o
In p la
inf es )
t em i es em
lar
s ch
sa
er
ew
(n
L
R e cei ve co m p le te d
p ac k an d ad d tas k
co d e + cas e
r ece ip t+a ll o c ate
D i ffer en t m e th o d s
b e twe en te am s
T i d y th e fi l e
T i d y ad m i n p ack s
So rt a n yth i n g >1 y r an d
sen d fo r fic h ei n g
(r em o ve s ta p le s an d
co m p le te fo r m)
Set u p s p ec ial cas es
li st an d in d iv id u al
m em b er ch e ckl i st a n d
ren ewal rem i n d e r ki t
(d u p l ic ated o n jo b
B o ockari d
n )_
N / E’ s
B o o k i n N / E’ s
C h ec k au th o r is ed
s ig n atu re
C h eck sc h ed u le
u p d a te
C h ec k wh eth er SOR P
re p o r t re q u i red
y
lar
rs
sa
ile
n ew tra
Do ls +
ium as
s
ve
em
le + pr ti on 1
R
ula
lc rt of
ca
pa
C o mp le te sp eci al c ase
li st
C h e ck if li fe c o ve r
r eq u i re d
I f ye s, fo l lo w
er
p ro ced u re
c ov sk,
lif e te ta
(co u l d b e se p ar ate
ve
ra
R1
Ha
p r o ce ss)
pa lify
se mp rd
C h e ck eq u al isa ti o n o f as o si
t
b ca
jo
p en s io n a g es
Customer
GMP Processor
A
GMP Checker
B
Internal
Department
Prepare & issue prerenewals pack
1
Premium record
3
Vet Scheme
4
Calculate new
premiums
5
Pass for checking
Check everything done
and add any additions
to reminders list
Pilot
1 schedule, 68
members
60 mins
Input new salary
details & key new
premiums
6
Pilot
60 mins
Check
7
Close job
Pilot
90 mins
Issue Statement
8
F le xib le A l lo cati o n / Pu l l o f wo r k
with i n tea m s - fo rtn i g h tly r o ll i n g
p l an s
Add new salary details/
AVC trailer
Calculate new
premium levels
excel spreadsheet
e
at
ig
st atic of r
ve m n
In to tio gula
au uc re
od 5 ’s
pr st-9 VC
po A
J
F in d a n d b ri n g ad mi n
p a cks
O ff
st in
ue ts as
Req en cle
em
at cy
st me n1 ess
ge
sa
oc
pr
M
es
ic
rv n
se
ice ad mi
he
ks es t
f ic pac
u
r eq
as
nl y
O th em t io n
ep
e xc
Pilot
20 mins
Check
Check agent details
Key in new premiums
for gen1 system
overnight cycle
Internal house-keeping
9
Office service fiche
10
Total should take time
for 68 members
scheme ~ 17hours
Pilot results
= 3hrs 50 mins
(3.4 mins/life)
Next day Check updates
Request benefit
statements
Close job and link
Check statements vs
schedule
Prepare covering letter
Pass for checking
Person A
l
ga
le
t h s te e
ys
k wir tru
ec
wa
Ch et he e al
w h at ur ire d
n
qu
sig re
of n
o
t rid n
Ge a tio rd
lic
ca
d up j ob us e s
t
R1
t
J us kl is
ec
ch
External
Department
Pre-renewal pack
completed with
changes
2
= 76% improvement
Savings
7.5 FTE = £127k
based on 116k lifes
Check
Print and send
statements
Bowthorpe
Tab statements
Send to IFA/trustees
File documents/fiche
C h eck ac co u n ts (A M S)
cl ea r
C h e ck sc h em e
A l lo c atio n r ep o r ts
Internal
Department
Check whether
contracted out after
April ‘97
(why check this every
year?)
Check for deferred
retirement and note on
reminder list
C h e ck W o r k
M o n i to ri n g Sys te m fo r
o u tstan d in g task s
Su p p o sed to ta ke
th e se o ve r b u t d o n ’ t
d
ad
to
80 otes
QH
n
e
e
c ard
Us
em jo b
th
s ch t on se wi
l
pu d lia
an
le ga
GMP Checker
Check disclosure
requirements
Unless Isle of Man
Check for AVC
Check members not
over-funded
Check employer
contribution
Resolve special cases
Send reminder for
special info (phone or
letter)
C u rre n t a n d F u tu re State
sh o u ld -take ti m es fo r eac h
p h a se o f p ro c ess , M eas u re
actu a l
ay
d el e at
s
n
u se be do
Ca
uld e nd
co
GMP Processor
r
fo
ck rs in
be
4
Che em with R
m ing at not <
ar o
if
tir
re e ye . D MV
on ly e E to t
on id ks en
ov w
pr 20 tirem
re
C o l le ct a n d ta ke
d o wn stai rs
C o ll ect + so r t- (Offi ce
se rvi ce ) > Su r re y S t
(Ma in p o stal )
R o ya l m ai l co ll ect 6. 30
Pri n t j o b ca rd
Get fi le
F i ll i n jo b c ard
R eq u est ad m i n p ack s
Customer
s
l
al rm e
nd t fo ag g
Se en st in
em wal retir
tir
e
re rene os in 12 s
at r th ith th
fo w mon
Person A
C h e ck m em b e r li st
(an d ac co u n ts : wh y? )
fo r co m p leten ess a n d
re so l ve d i sc rep an c ies
C o ll ate In ser ts (p r ep r in ted sc h ed u le a n d
c o ver letter) (T e m p l ate
l o n g win d ed o fte n n o t
u s ed )
Renewals - New Process
E x ter na l
D ep a rtm en t
Receive statements
DISCO Team
G M P C h e ck e r
B ook i n j ob
Ge t fi l e - u p to d a te ?
Pri n t j o b c ar d - n o t u p to d ate,
n o t fo l lo we d co r rec tl y
C o l lec t an d fi ll i n jo b c ar d
Pre-R enewal
OLD
PROCESS
34 Steps
Up to 28 mins
G M P P roc es s or
Person B
C us to m er
NEW PROCESS
10 Steps
Waste Removed
(eg checking)
= 4 mins per life
= £160k
Timings
Proposed changes affecting other processes
Add note to CBM
job card to
update card 270
on QH80
J
Ensure docs are
recorded on
QH80
Amend ELQ job
card to ensure
leaver is pended
until renewal
processed
J
J
24
Business Capture Centre
(document scanning)
EXISTING BUSINESS Process Cell designed and implemented
• 80% reduction in cycle time – 3.5 Hours to 30 Mins.
• 45% reduction in space usage
• 50% reduction in travel distance
• 40% improvement in productivity…
work previously done by 13.5 staff + o/t now done by 8.
Improvement is actually much greater as work is finished in
between 3 and 4 hours…i.e., finished by noon.
25
Organising For Success - 5 S
After 5 S !
26
Customer Service Improvement
Examples: Pensions
Backlog: GMP Renew als Cell
Reduced
backlog
7000
6000
5000
4000
3000
2000
1000
0
17.9
24.9
1.10
8.10
15.10 22.10 29.10
CT, Information
requests: GPP
Designer
GMP: Improved
productivity
5.11
29.10
22.10
Schemes
Issued
15.10
8.10
Old
32 Hrs
1.10
24.9
17.9
0 5 10 15 20 25 30 35 40 45 50 55 60
New
5.5 hrs
27
Customer Service
Improvement Examples
• Contact Centre:
– Incorrect information reduced from 14% of calls to 1% (reducing
call-backs by 25-30,000/mo.)
– Avoidable Calls: Chasing, incorrect routing, clarifying, incorrect
handoffs, Total: 30,000/mo
• Commissions: Partial agency transfer CT reduced from
avg of 88 days (max. of 239) to 2-3 days
• New Business Life: Acceptance cycle time reduced from
avg. of 45 days to 15 days…35% accepted same day
28
Customer Service
Improvement Examples:
Life 70 (db) Suspensions/Day
Before
350
400
UCL=340.4
1
1
250
200
Mean=190.3
150
100
50
Date_1
1
UCL=309.0
300
200
Mean=168.2
100
222222
LCL=40.16
LCL=27.35
0
0
Subgroup
Individual Value
Individual Value
300
0
10
02/04/2004
20
20/04/2004
Subgroup
0
10
Date_1
02
4
/0
00
/2
20
4
/
20
0
/2
04
30
04
/
05
05
00
/2
40
4
1
0
/2
05
9/
50
04
6
/0
04
60
4
00
/2
After
29
The customers are feeling the
difference
“Well done YOU and
well done NU. This is
the kind of service
we really value.”
“You are the best
area we deal with
by far”
“NU are consistently
delivering very
good service compared
to other high volume
providers”
“Andrew and his
team are seriously
good at admin”
“I wish more areas of NU had
you and your teams’ positive
and commercially aware
attitude.”
“Your constant, continual
and vigorous support
is very much appreciated.”
“Another example
of your team
delivering the wow
factor”
30
Our people are feeling the
difference
“We don’t have to walk
miles to get a simple
answer from Underwriting.
They’re now sat next to us”
New Business
Administrator
“These NB Cells have actually
improved morale as well as
the process. Admin and
Underwriting have a better
understanding of each others
work and it’s no longer a case
of them and us. We work
together now”
NB Underwriter
“Our queues are so much
lower than the non-Cell
teams”
New Business Manager
“We are running a pilot cell in
transfers and you can really see
the difference it makes to job
satisfaction. We have done a rate
change today and whilst the old
team are running around like
headless chckens the pilot team is
an oasis of calm, and that’s down
to our new process”
Transfer Team Associate
“Under the old process each
piece of paper travelled 130
feet. Now it moves no more
than 10 feet. That’s a huge
time saving”
BCC Team Leader
“Emulation has helped us turn a
50 minute process into a 50
second process - automation
makes it quicker and generates
less mistakes. That’s good for
me and the Customer”
IPP Pensions Administrator
31
Conclusion
32
Key Solutions
• We have identified that
– Most of our processes can be organised
around ‘cells’ which ensure the handling of
work far more efficiently
– Most of our processes include re-keying of
data from one legacy system to another which
we can eliminate through simple use of
technology – we call this ‘emulation’
• We can quickly apply cells and
emulation to many of processes – we do
this through ‘mini-lean’
33
Cultural Changes
• Gradual shift in cultural emphasis:
•
•
•
•
•
Internal focus => Customer focus
IT systems solutions => Business process solutions
“Task” management => Process management
Checking for Quality => Process improvement
Isolated functions => Teamwork (e.g., Admins. +
Underwriters)
• “Can’t be done” => “Can be done”
• Work force suppressed => Work force expressed
• Micro-management => Process control
34
Key Learnings from 2004
• Rapid momentum can be created through combining Lean
with Six Sigma
• We have built a platform from which we can move
forward to really change the customer experience
• The ‘quick wins’ of Lean have tended to dominate
– At times ‘cost reduction’ has obscured voice of the
customer
– We have found it difficult to gather good data for our
dashboards in the rush for benefits
• Common themes such as cells and emulation can be
leveraged
• It is hard work – the only route to success is
continued, determined leadership
35