Automobile Club du Luxembourg

Founded in 1932, the Automobile Club du Luxembourg (ACL) is a leading association dedicated to the mobility and assistance of its members in the Grand Duchy. Today, ACL has 179 employees and 195,000 members in Luxembourg, as well as key partnerships with major players in the insurance and leasing industries.

Every year, ACL handles over 175,000 calls, provides around 46,500 roadside assistance services and carries out over 10,000 technical diagnostics, confirming its essential role in the daily lives of motorists. Since its creation, ACL has supported drivers with a wide range of services: 24/7 mobility assistance, home help, vehicle rental, safety advice, travel organization, not to mention an active commitment to leisure activities and motor sport.

In May 2021, as part of its drive for continuous improvement in customer satisfaction, the quality team carried out an initial needs survey, which was subsequently presented to the management committee. This revealed a growing need to reorganize the quality department. The main problems were linked to customer complaints, due to the complexity of the process, the dispersal of data and the lack of centralized information. It therefore became essential to simplify and harmonize this major process for the quality department.

The audit revealed a number of difficulties which were hampering the overall efficiency of the quality team. Firstly, processes were not always clearly defined, making it difficult to identify who was responsible for each stage.  On the other hand, the simultaneous management of numerous activities generated an overload of work, undermining overall efficiency. There was inconsistency in the way tasks were carried out, even among colleagues in the same position, leading to friction points, potential problems and errors. Some process steps were excessively time-consuming or repetitive, and tasks were carried out by habit without clear justification, resulting in a loss of time and efficiency in managing the quality department. 

In addition, customer requests and complaints were received via multiple input channels, such as mail, telephone and courier services, resulting in data fragmentation. Data was heterogeneous and inconsistent across different systems and methods. It was difficult to track expert requests and follow-ups. There was a lack of visibility on the status of claims, both for the customers making them and for the internal teams managing them. Processing times were variable and generally long, with an average of 39 days to process a claim before the solution was implemented. Manual and repetitive tasks could be automated.

Beyond the claims department, other bottlenecks had been identified. A significant amount of time was spent searching for information within processes, as this was difficult to find. There were multiple sources of information for the same tasks, such as the use of complete customer contracts, heterogeneous knowledge bases, or financial data sources for billing processes, making it difficult to ensure that everyone had the same up-to-date information.

Motivated by the need to respond to these significant challenges, ACL's teams turned to Dassault Systèmes' BPM solution, ITEROP. The tool's ability to standardize processes, centralize data, automate tasks, and provide real-time visibility provided ACL with a sufficiently comprehensive solution to meet its challenges.  The platform, which was also adaptable and capable of managing complex, multilingual and multi-stakeholder processes, enabled ACL to digitize its key processes that also concerned external stakeholders, such as vehicle repatriation, which underlined its suitability. 

The implementation process was a collaborative effort involving ACL teams and ITEROP experts. The initial configuration of ITEROP took just 2 months, with an initial build phase spanning 5 days. Implementation began with workshops organized with the operational teams from the outset. 

The first step was to map the existing process flow. This was crucial, as current processes were often not clearly defined or uniformly understood by the team. During the mapping, numerous questions were asked to identify process triggers, inputs, responsibilities, and the current tools used at each stage. The teams then identified the tools currently used by ACL, to see how they could be integrated with ITEROP or even replaced by the new solution. The aim was to move towards standardized processes with clearly defined stages and responsibilities. Deployment was iterative, focusing first on processes identified as offering quick wins, then expanding. 

The teams focused specifically on deploying quality system management processes to begin with, in particular complaints management. A structured form, accessible both internally and externally, was first introduced. Real-time monitoring of the status of each claim was introduced, with customers receiving automatic notifications of their requests, and the platform centralizing information, ensuring regulatory compliance.

After the initial implementation focused on quality management processes, Dassault Systèmes' BPM solution was gradually deployed to manage processes in various other departments, including HR, IT, Sales, Marketing, and operational processes such as visitor reception and eventually complex vehicle repatriation.

The Automobile Club du Luxembourg (ACL) realized significant benefits from implementing ITEROP, effectively and transparently transforming its organization.

Improvements in the key process of managing customer complaints were particularly noteworthy. Processing time was considerably reduced, from an average of 39 days to just 4 days, a tenfold reduction. ACL also achieved a service level agreement (SLA) of less than 48 hours for these claims, significantly improving customer satisfaction. Moreover, the customer retention rate after an accident has improved significantly, from 60% to 91%.  The solution provides real-time tracking of the status of each claim for all stakeholders, ensuring complete traceability of the actions taken by the various teams.

The visitor reception process became a highlight during the ISO 9001 audit in 2024, illustrating considerable time savings for the teams. The HR onboarding process, digitized in January 2023, also reaped the benefits of the solution, now having data-driven visibility and understanding, which helped identify specific issues, such as variations in HR practices, lack of buy-in from stakeholders, including management, and uncompleted tasks. This in turn helped to identify friction points or non-compliance, and to understand why problems arose, enabling clear improvements to be made subsequently in the organization of teams.

More generally, ACL's teams have strengthened their commitment to customer satisfaction through a better-structured service. After an iterative, cross-functional roll-out across all its departments, ACL benefits from an improved organization:

The Automobile Club du Luxembourg plans to continue developing numerous processes over the coming years, to further improve efficiency, transparency and collaboration between the various stakeholders.

In 2025, ACL has identified two specific processes to be implemented in the solution: the deployment of new B2B contracts, to follow the operational feasibility analysis process, and the management of B2B reimbursements, to integrate invoicing.