{"componentChunkName":"component---src-templates-client-result-js","path":"/client-result/title-registration-operations-improvement","result":{"data":{"prismic":{"allClient_results":{"edges":[{"node":{"seo_page_title":[{"type":"paragraph","text":"Title & Registration Operations Improvement Initiative","spans":[],"direction":"ltr"}],"seo_page_description":[{"type":"paragraph","text":"Title & Registration Operations Improvement Initiative","spans":[],"direction":"ltr"}],"seo_h1":[{"type":"heading1","text":"Title & Registration Operations Improvement Initiative","spans":[],"direction":"ltr"}],"feature_image":{"dimensions":{"width":1800,"height":600},"alt":null,"copyright":null,"url":"https://images.prismic.io/crgwebsite/aHawdUMqNJQqH8BA_ClientResultsCover-1-.png?auto=format,compress"},"main_content":[{"type":"heading1","text":"Challenge","spans":[],"direction":"ltr"},{"type":"paragraph","text":"A global fleet management organization faced challenges regarding its Initial Title & Registration (ITR) function, becoming a top source of client dissatisfaction due to lengthy cycle times, high rework rates, and limited visibility. CRG was engaged to launch a cross-functional transformation program that would resolve ITR issues.","spans":[],"direction":"ltr"},{"type":"paragraph","text":"","spans":[],"direction":"ltr"},{"type":"paragraph","text":"","spans":[],"direction":"ltr"},{"type":"heading1","text":"Approach","spans":[],"direction":"ltr"},{"type":"paragraph","text":"To address the client’s objectives, CRG devised a three-phased transformative approach: ","spans":[],"direction":"ltr"},{"type":"heading4","text":"Reveal Phase 1 (Discovery)","spans":[],"direction":"ltr"},{"type":"list-item","text":"Conducted 40+ interviews across the Title & Registration (T&R) team and cross-functional groups","spans":[],"direction":"ltr"},{"type":"list-item","text":"Mapped the end-to-end T&R process and created activity heatmaps to identify workload distribution and bottlenecks ","spans":[],"direction":"ltr"},{"type":"list-item","text":"Assessed system use, work management tools, and documented pain points (e.g., lack of visibility, fragmented ownership, inconsistent role clarity)","spans":[],"direction":"ltr"},{"type":"heading4","text":"Reveal Phase 2 (Analysis)","spans":[],"direction":"ltr"},{"type":"list-item","text":"Analyzed volume, throughput, and SLA metrics across various U.S. states","spans":[],"direction":"ltr"},{"type":"list-item","text":"Diagnosed core breakdowns in data reliability (45% of data points were dependable) and process inefficiencies (20+ handoffs, 60 minutes of value-add time)","spans":[],"direction":"ltr"},{"type":"list-item","text":"Identified high-effort, low-automation areas suitable for immediate improvement","spans":[],"direction":"ltr"},{"type":"heading4","text":"Impact Phase:","spans":[],"direction":"ltr"},{"type":"list-item","text":"Executed nine targeted initiatives focused on data visibility, task standardization, and resource optimization","spans":[],"direction":"ltr"},{"type":"list-item","text":"Designed tools beyond ITR including a client-facing dashboard, performance scorecards, capacity planning models, and communication templates ","spans":[],"direction":"ltr"},{"type":"list-item","text":"Rolled out long-term improvements including a new team structure, self-led training modules, real-time dashboards, and revised governance for accountability","spans":[],"direction":"ltr"},{"type":"paragraph","text":"","spans":[],"direction":"ltr"},{"type":"paragraph","text":"","spans":[],"direction":"ltr"},{"type":"heading1","text":"Outcome","spans":[],"direction":"ltr"},{"type":"paragraph","text":"CRG’s engagement delivered five core achievements for the client:","spans":[],"direction":"ltr"},{"type":"list-item","text":"Operating Model: Introduced a scalable model with clear ownership and simplified the ITR process end-to-end with a client-centric performance standard","spans":[{"start":0,"end":17,"type":"strong"}],"direction":"ltr"},{"type":"list-item","text":"Cycle Time Reduction: ITR average reduced from 60 to 35 days","spans":[{"start":0,"end":22,"type":"strong"}],"direction":"ltr"},{"type":"list-item","text":"Productivity Gain: +50% in transactions per FTE at critical process bottlenecks","spans":[{"start":0,"end":19,"type":"strong"}],"direction":"ltr"},{"type":"list-item","text":"Cost Efficiency: Unit cost decrease from ~59% to ~41%, achieving $6.0M in total savings over 5 years. 1.5-year payback period with 300% ROI","spans":[{"start":0,"end":17,"type":"strong"}],"direction":"ltr"},{"type":"list-item","text":"Strategic Foundation: Identified limitations of legacy system and proposed long-term migration to a digital first platform aligned with enterprise technology strategy","spans":[{"start":0,"end":21,"type":"strong"}],"direction":"ltr"}],"short_description":[{"type":"heading2","text":"Transforming Title and Registration Operations of a Global Fleet Management Organization","spans":[],"direction":"ltr"}],"title":[{"type":"heading1","text":"Title & Registration Operations Improvement 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