Abstract

The clinical sales department at a national healthcare organization was challenged by communication problems, resource allocation, and inefficient processes. SDLC’s collaborative and practical approach to resolving the issues empowered the client to optimize resources, increase efficiencies, and standardize and measure processes.

The Challenge

A national healthcare organization struggled with demonstrating the value of its overall strategic goals and objectives. The clinical sales department works with clients to develop health management strategies through its five functions to research, develop, and analyze clinical data, consult clients, and improve health promotion programs. However, this approach did not have quantitative and standardized measures. Specific challenges included:

  • Silos – There was a lack of inter-functional collaboration and a need to integrate five functional units in the department
  • Poor resource predictability – With fluctuations in demand, the resource allocation was not optimized. There was a need to meet the changing market demand in a timely manner and with optimum capacity
  • Lack of performance measurement – The client did not have the data it required to demonstrate efforts and results
  • Immature processes – The client’s processes were inefficient and time consuming

The Solution

The client called upon SDLC Partners to turn its processes around. SDLC’s high performing team assessed the issues and proceeded to utilize the Business Transformation Framework to address the identified challenges. Based on the framework, the consultants mapped the client’s current processes, performed a value analysis, and worked with the department to produce To-Be processes. By identifying the critical business processes, SDLC was able to make improvements and redesign inefficient processes. SDLC worked with the department to collect volume and capacity data which was used to create a model for the client to determine, classify, and quantify its volume of demand for optimization of resources. Through development of a metrics system based on the client’s goals and objectives, measurements were now defined at a functional and an overall departmental level. These metrics can efficiently measure performance from a lower level to a higher level. This helped in communicating the overall value add by the department to the overall organization. Technologies such as Sharepoint and Salesforce were implemented to make the changes possible in a timely manner. Along with the technologies, SDLC was able to design a RACI (Responsible, Accountable, Consulted, and Informed) matrix to improve internal communications.

Results

Implementation of the deliverables created by SDLC led to effective and immediate results. The management team clearly saw the value added by the clinical sales department and its ability to now utilize data to make effective decisions. The functions that were previously working in silo were now integrated through knowledge and information sharing on a regular basis. The department was now equipped to manage workload with predictability and optimum resource allocation which was optimized through use of strategic methods. The following quantitative results were also achieved, paving the way to a more efficient organization:

  • Reduced response cycle time by 20%
  • Increased efficiency in accessing client and product knowledge, reducing client meeting prep time by approximately 1 hour per meeting (~15 hours/month)
  • Increased efficiency in knowledge sharing by 20%
  • Reduced data analysis cycle time by 5%
  • Increased awareness of client overall progress with their health management plan by 50%
  • Reduced document research time by 20%
  • Enabled each department to maintain an average employee utilization level of ~ 100%
  • Reduced rework by 5% due to frequent KPI monitoring and preparedness for action
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