Results
A proven track record, with some of the industry's biggest names
The following case histories are intended as an overview only. To request a more detailed case study on any of the cases below, please contact us.
Case History #1: Streamlined Physician On-boarding
The strategy of a regional hospital system called for locking up market share by employing 250 physicians through an intensive recruitment process and acquisition of medical practices. However, the strategy tested the very limits of the operational capability of the organization. Paradoxically with each successful acquisition, this seemingly good strategy compounded the financial liabilities, which in turn, threatened the viability of the organization it was conceived to strengthen.
Organizational impact
The method for acquiring physician practices was inconsistent stemming from a lack of specific requirements and linkage to the marketing plan.
Physicians arrived to start work and key people in the organization were unaware they had been hired.
Underlying business processes were failing to support the expansion efforts causing physician, staff and patient dissatisfaction.
How we helped
We developed a Physician on-boarding process with checks and balances to assure fail-safe on-boarding.
We designed and implemented new business processes with supporting key performance indicators to improve communication and clarify management accountability.
We developed a governance model specifically designed to improve the working relationship with the key joint venture partner.
Case History #2: Redesigned Outsourced Centralized Scheduling for Efficiency and Savings
Efforts to setup centralized scheduling with 40+ practices with an inexperienced outsourcing partner caused the project to take on unacceptable risks and incur unnecessary costs.
Organizational impact
Physician backlash against problems from centralized scheduling threatened a system wide collapse of acceptable service levels. Predicted savings from centralization were reduced by knee-jerk quick fixes.
The overall deployment strategy and organizational stress caused unnecessary obstacles and derailed successful implementation.
How we helped
Designed a roll-out process, provided a risk mitigation strategy, established a governance model, put service levels in place, identified all aspects of ROI model and provided telecommunications design oversight.
Implemented a communications action plan to open team focused problem solving channels.
Measurable Results - Value to Cost Ratios©
The five year results of the revamped centralized scheduling project were estimated to yield a Return on Investment (ROI) of 154% with a Net Present Value (NPV) of $19.9 million and an Internal Rate of Return (IRR) of 37%.
Throughout the business case development and roll-out of the project we were able to work side-by-side with the client to focus on the key factors that would drive overall success of the project. Examples are the quantification of the amount of "lift" that would result from enhancing the referral process, increasing the through-put of each practice by streamlining the appointment process and finally mitigating major risks that threatened the successful outcome.
Case History #3: Redesigned Centralized A/P Shared Service for Efficiency, Risk Reduction and Savings
This organization attempted to centralize accounts payables over a seven year period across a healthcare system located in several states. However, they only partially deployed an integrated AP system, they failed to enforce policy and procedures, they experienced severe loss of internal controls and tolerated poor cash management practices which resulted in unnecessary risks and a high cost per transaction.
Organizational impact
Despite investments in new technology, old cash management reporting and controls continue to impede the ability of local systems to interface with centralized accounts payable. The operation was at a high level of risk due to failed process controls with almost no metrics.
How we helped
Identified and prioritized 31 key points for gaining control of the process, implementing key metrics, applying technology solutions where appropriate, expanding EDI processing and put a program in place to improve vendor relationships.
Measurable Results - Value to Cost Ratios©
The core value of this engagement was the identification of severe gaps in financial controls putting the organization at great risk. Once the process was well defined and policies and procedures were written and enforced, payment errors, delayed payments, duplication of invoices being submitted were substantially reduced. A significant reduction in converting non-PO invoices to PO invoices, reducing the check runs to twice per week and taking cash discounts due to improved processing timeliness have contributed approximately $1.5M in savings. The process was further enhanced by implementation of an imaging system thus automating and controlling invoice through-put.
