The client’s caseload, and firm size had grown more than 100% over the past
two years, and attorney caseloads varied greatly in volume and complexity.
Approximately 80% of the firm’s revenue came from the top 20% of cases,
while the lowest 20% of cases accounted for 1% of their revenue. At the same
time, the firm’s practice groups lacked a procedural understanding of which
cases had priority.
Our first challenge was to understand current state process and performance.
We identified opportunities for improvement, as well as key performance
indicators. Then we reviewed workload balancing and staffing across personal
injury practices before sharing our recommendations with the client.
We proposed a new process that set a minimum threshold and rejected cases
with lowest settlement value, protecting the firm from unprofitable cases.
Through this process, the firm would put its low-cost resources on cases of
middle-tier value, while focusing skilled and experienced resources on cases
with the highest potential value.
We also incorporated an equivalent-working-unit methodology to understand
attorney caseloads and used key performance indicators to measure attorney
performance against targets.
Our seven-week engagement was completed on-time and on-budget.
The new process resulted in an immediate reduction in case costs and
improved workload balance across the firm’s attorneys. We also reduced
operating costs on middle-tier cases and improved the firm’s focus on highvalue
Overall, the client has seen a 5% reduction in case turnaround times and
forecasts a 20% reduction in case costs.