Faculty/Presenter Disclosure Faculty: Joanne Hohenadel, Brenda Merkle, Ashley Taylor Relationships...
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Transcript of Faculty/Presenter Disclosure Faculty: Joanne Hohenadel, Brenda Merkle, Ashley Taylor Relationships...
Faculty/Presenter Disclosure• Faculty: Joanne Hohenadel, Brenda Merkle, Ashley Taylor
• Relationships with commercial interests:– Grants/Research Support: Nothing to disclose– Speakers Bureau/Honoraria: Nothing to disclose– Consulting Fees: Nothing to disclose– Other:
• Brenda Merkle – employee, Plexxus• Joanne Hohenadel - employee, University Health Network• Ashley Taylor – employee, University Health Network
CFPC CoI Templates: Slide 1
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Fast Track to Business Transformation: The Journey of 10 Hospitals
E-Health 2013May 29, 2013
Presented by:
Brenda Merkle, BASc, CMA
Joanne Hohenadel, BASc, PMP
Ashley Taylor, HBA, CMA
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Agenda
Context
Plexxus
The Project
Success Strategies
Lessons Learned
In Summary and Continuous Improvement
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Purpose/Objective of Presentation• Story of a journey started in 2003 that is a collaboration
among 10 hospitals and Plexxus, their shared service provider, in the procurement and implementation of a back office business transformation enabled by SAP
• Share experiences and lessons learned about regional inter-hospital collaboration – Overview of the shared services model to gain efficiencies in master
data maintenance, procurement and business reporting and analytics
– The opportunities and challenges of University Health Network (UHN) being the first of 10 hospitals to go-live
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Background• One of the largest academic health sciences centres
in Canada• Ranks of the world’s leading providers of exemplary
patient care, innovative research and teaching• The first of the Plexxus Member Hospitals on SAP
• Largest provider of enterprise-wide business application software in the world
• 109,000 customers in more than 120 countries• 12 million users
• A not-for-profit shared services provider for 11 hospitals across the GTA, 10 of which are on SAP
• Expertise in supply chain management, information technology and business transformation
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The Plexxus Membership
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Plexxus Business Model• Plexxus was created to transform the back office of Member
hospitals, reducing cost and improving quality through:– Group purchasing
– Common and integrated systems
– Leading practices and standardized processes
• Member owned
• Not for profit shared service
• Over $75 million in purchase price savings to date
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• Supply Chain Management– Strategic Sourcing– Sourcing and Contract Management– Purchasing– In-Hospital Logistics– Distribution– Clinical Support
• And Now…Information Technology (Finance, Supply Chain)– Ongoing Support, Maintenance and Enhancement– Master Data Governance and Management
Scope of Plexxus Services
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Integrated Technology Solution (ITS) Project• What is ITS?
– Major business transformation project– Integrated “single build” SAP-based platform for 10 hospitals and Plexxus– Standardized business processes and leading practices– Delivers significant efficiencies (EDI, e-Requisitioning)
• Scope– Finance
• general ledger• accounts payable• grants and funds management• fixed assets and capital project management
– Supply chain management– Data governance and management
• Groundwork laid between 2006 and 2010. And then…
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The ITS Project• 11 organizations (including Plexxus)• 7,000 users• 1 Harmonized Chart of Accounts• 27 companies (legal entities)• 48 plants (site locations)• 7 Advisory & Validation Committees• 250 interfaces• 125,000 material and 42,000 vendor records harmonized • 350+ project deliverables• 40 training courses• 65 Steering Committee meetings• 6 go-lives
…In 2 years and 2 months from start to finish and under budget
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ITS Project Timeline
Mar 2010 Sep to Dec 2010 Jan to Aug 2011 Sept to Oct 2011 Nov 2011 to Oct 2012
All Hospitals and Plexxus participated in business blueprint and build phases
Project Launch
Individual roll-outs: 2 hospitals every 2 months
or Build
Project End
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ITS Project Governance Model
Plexxus Core Team
3rd Party Vendors
Hospitals Project Teams
Advisory and Validation
Committees
Strategic Management
Tactical Management
Operational Management
Plexxus Board
ITS Committee
ITS Steering Committee
Program Management
Office
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SAP@UHN• What is SAP@UHN?
– Project to deliver ITS to UHN• Scope
– UHN participation in the overall governance of the ITS initiative
– Collaborate with Member Hospitals on design and decisions related to standardized features across all hospitals
– Lead UHN implementation• Business process redesign• Technical (installation, integration)• Change management (communication, education and training)
• First of ten Plexxus member hospitals to go-live
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SAP@UHN Governance
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SAP@UHN – Success Strategies
Finance (Corporate
and Research)
PMO
Technical Team
• Strong commitment from senior leadership
• Authority to make decisions
• Support for UHN Finance Subject MatterExperts to participate in SAP configurationwhile maintaining Hospital functions
• Supporting UHN project management and technical teams
• Extensive ITS Advisory and Validation Committee involvement
• Internal communication and engagement (strong communication and change management strategy, daily huddles, UHN Shared Information Management Education Department support)
• Took holistic view with decisions on project – not just what was best for UHN
• Only one temporary junior staff person was hired by UHN with the result that knowledge stayed in the organization and built a very strong team post go live
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ITS Project Success Strategies• Extremely strong Board support
– Signaled importance by establishing ITS Committee of the Plexxus Board – All scope additions and customizations required Plexxus Board approval
• Clear governance down to the deliverable level• Adherence to guiding principles
– Single build – Shared service is a “compromise”
• ‘Tough love’: zero tolerance for slippage, leverage the power of the Membership
• Repeatable ‘rollout kit’
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ITS Project Success Strategies• Forums for participation, communication, collaboration,
transparency– Advisory and Validation Committees, CEO calls, project sponsor
meetings
• Choice of first Hospital to go live• Interface strategy buffered
dependency on connector systems• Two independent third party
reviews − Governance and processes− Budget, benefits, risks
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Ongoing ITS Governance Structure
Strategic Management
Plexxus Board
Resources and Audit
Committee
Plexxus Senior Mgmt & ITS
Service Delivery
User Groups
Tactical Management
Operational Management
• E-Requisition/SRM• Reporting/Finance/Accounts Payable• Purchasing/Logistics/Finance Integration• Technology
ProductionChange
Control Board
ITS Council
Functional Governance
• Material Governance• Vendor Governance• Reporting Governance• Security Forum• Security and Privacy Advisory Committee• Others TBD
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Lessons Learned• Data: quality
• Data: incremental consolidation – adding new materials and vendors for each rollout
• Data: governance, change management – Data S.W.A.T. team, quality check reports
• Importance of complete and accurate material master especially in critical patient care areas e.g. operating rooms
• Train more, train later
• More business resources on project team
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In Summary and Continuous Improvement• Continue to leverage inter-hospital collaboration and
perseverance• 6 key areas of focus for ongoing stabilization are
– Data refinement – Security – eRequisitioning ramp up– Enhancing reporting access – Configuration refinement
• Activities that transcend specific stabilization activities are communications, data quality control and governance
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In Summary and Continuous Improvement• Desired outcome - gain efficiencies in supply chain
management and ability to make more judicious and informed decisions for our healthcare organizations and our patients– Improved procurement processes and savings – Elimination of paper purchase requisitions – eRequisitioning adoption– Flexible financial reporting capabilities– Access to timely information for business decisions
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