SAP Implementation in CHR and CHU Hospitals (Liège)
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The document discusses the implementation of an ERP system in Chr and Chu Hospitals in Liège, focusing on the ERP4HC project and its objectives, including needs assessment, initial steps, selection criteria, and challenges. It emphasizes the significance of financial performance optimization, data management, and the integration of hospital processes to enhance efficiency and transparency. The successful implementation requires top management support, dedicated training, and effective change management strategies.
SAP Implementation in CHR and CHU Hospitals (Liège)
- 1. SAP implementation in CHR and CHU hospitals (Liège ) NRB SAP Day Benoit Degotte, CFO 06/10/2016 Brussels
- 2. Business Case Presentation C.H.R.de la Citadelle – C.H.U. Liège1 2 The ERP4HC project3 Conclusions4 Agenda 2 Needs Initial steps Selection criteria Challenges Key success factors
- 3. 1 Presentation C.H.R.de la Citadelle – C.H.U. Liège Site Citadelle (site principal) Site de Sainte Rosalie Site du Château Rouge Site du Valdor Site admin des Hauts Sarts Site du CIMC Site du Sart Tilman Site N.-D. des Bruyères Site Ourthe- Amblève Polyclinique Lucien Brull Polyclinique Sauvenière Polyclinique d’Aywaille Site de Grivegnée (entrepôt gros volumes) Site de Chênée (achats et logistiques) 600 doctors400 doctors +1000 beds 925 beds 3500 employees 5000 employees 3
- 4. Business Case Presentation C.H.R.de la Citadelle – C.H.U. Liège1 2 The ERP4HC project3 Conclusions4 Agenda 4 Needs Initial steps Selection criteria Challenges Key success factors
- 5. Business Model Canvas ROI drivers • Strategic • Productivity • Operational Valuation Method • Quantitative • Qualitative ROI drivers analysis Business Case 5 2 Business Case : Four insights
- 6. 6 2 Business Model Canvas Healthcare Physicians Medical Network Suppliers Parastatal Agencies Donors & Granting bodies Governmental & Non- Governmental Organisations Provide Full Range of HealthCare Develop Supply Chain of Medicines Train HealthCare Workers Collect and Share Medical Data Hospital Facilities Internal & External Staffing Agreements with Government Medical Assets Information systems Dedicated Personal Assistance Residential & Ambulatory Care Curative Care Patient Preventive Care Patient Patient Portal Social Medias Website Physical contacts in infrastructu res Provide Data on HealthCare Provide Curative HealthCare Services Provide Preventive HealthCare Services Insurance Financial Contribution Patient Financial Contribution Parastatal Financial Contribution Public Funding Donors & Donations Supplies Amortization & Depreciation Operations Physicians Fees Staff Salaries
- 7. 7 2 Business Model Canvas Healthcare Physicians Medical Network Suppliers Parastatal Agencies Donors & Granting bodies Governmental & Non- Governmental Organisations Provide Full Range of HealthCare Develop Supply Chain of Medicines Train HealthCare Workers Collect and Share Medical Data Hospital Facilities Internal & External Staffing Agreements with Government Medical Assets Information systems Dedicated Personal Assistance Residential & Ambulatory Care Curative Care Patient Preventive Care Patient Patient Portal Social Medias Website Physical contacts in infrastructu res Provide Data on HealthCare Provide Curative HealthCare Services Provide Preventive HealthCare Services Insurance Financial Contribution Patient Financial Contribution Parastatal Financial Contribution Public Funding Donors & Donations Supplies Amortization & Depreciation Operations Physicians Fees Staff Salaries P P P P P P P
- 8. 8 Strategic 2 BMC : ROI Drivers for an ERP Physician Fees Accounting Standard Hospital Business Processes Information Security SaaS-Based ERP Solution Merger, Acquisition & Regrouping Processes & Services oriented organization Enable Hospital of the Future Enable Financial part of Patient Portal Financial Performance optimization Financial Performance optimization Asset Management Integration with External Systems Procurement Process Apps & Systems Decommissioning Accounting & Financial Close Accounting & Financial Close Single Data Entry Inventory Spent Analysis Spent Reduction Invoice to Pay IT Operations & Services Financial Performance Management Treasury & Financial Risk Management Treasury & Financial Risk Management Financial Performance Management Productivity Operational
- 10. Financial Performance Optimization will enable: - Conduct predictive Financial Management - Benchmark financial performance with external healthcare players - Optimize financial ratio’s - Free-up budget And will lead to: - Continuous reporting - Real-time analytics - Improved reporting reliability EnhanceEffectiveness EnableInnovation 10 2 Main Driver : Financial Performance Optimization
- 11. The spent analysis & reduction will enable to: - Identify suppliers classes by volume & value - Improve the negotiation position - Potentially reduce the number of suppliers - Optimize consumption - Improve inventory rotation And will lead to: - Minimal 3% less spending in purchase - Recurrent savings - Strategic Vendor Management - Administrative simplification Minimize Optimize Cost efficiency EnableInnovation 2 Main Driver : Spent Reduction & Analysis 11
- 12. Process & Service Oriented Organization will enable to: - Implement cross-departmental SLA’s - Apply lean management principles - Define process based roles And will lead to: - Measured Services performance - Operational excellence - Enhanced internal & external stakeholders’ satisfaction - Improved human resources allocation Minimize Optimize Cost efficiency Reduce Improve Time efficiency 2 Main Driver : Process & Service Oriented Organisation 12
- 13. The Single Data Entry & Information Security will enable to: - Simplify exception management - Conduct in-depth budget control - Comply with legal requirements - Lower risk level And will lead to: - Higher level of data quality - Traceability & fraud detection - Single version of the truth - Higher productivity Minimize Optimize Cost efficiency EnhanceEffectiveness 2 Main Driver : Single Data Entry & Information Security 13
- 14. ROI Business Model Canvas Valuation Method Benefit Impact Metric Productivity Cost Quantitative Invoice to pay & invoices dematerialization Staff optimization Less outstanding #FTE #days outstanding The Invoice to Pay process will enable: - To reconcile invoice & purchase orders in an automated way - To limit manual reconciliation to the exceptions - To have a better control on the payment schedules - To reduce the number of errors and disputes And will lead to: - Free up workforce for other tasks - Potential staff optimization - Better control on the treasury - Systematic use of the procurement process 2 Main Driver : Invoice to Pay & Invoices Dematerialization 14 Minimize Optimize Cost wise efficiency Reduce Improve Time efficiency
- 15. ROI Business Model Canvas Valuation Method Benefit Impact Metric Operational Key Resources Quantitative Asset Management Life-cycle management # € (cost savings & investment optimisation) The centralized asset management will enable: - To manage all assets in a comprehensive way - To plan investments based on defined life-cycles - To optimize maintenance schemes - To reduce the number of equipment failures And will lead to: - Replacement and rehabilitation investment smoothing - Recurrent savings on maintenance - Equipment standardization 2 Main Driver : Asset Management 15 Minimize Optimize Cost efficiency
- 16. ROI Business Model Canvas Valuation Method Benefit Impact Metric Strategic Partnerships Qualitative Physicians’ Fees Accounting Enhanced confidence & transparency Partner satisfaction; Staff attraction & retention The Physicians’ Fees Accounting module will enable: - To apply a systematic and correct fees calculation in a centralized and comprehensive way - To book timely the calculated fees - To reduce the number of errors and disputes And will lead to: - A full control of the physicians fees either by the hospital or by the physician - More confident relationship - Enhanced hospital reputation 2 Main Driver : Physicians’ Fees Accounting 16 Minimize Optimize Cost wise efficiency Reduce Improve Time efficiency
- 17. 17 ROI Business Model Canvas Valuation Method Benefit Impact Metric Strategic Value proposition Quantitative Enable hospital of the future Readiness Operational excellence achieved by IT landscape integration Strategic Channels Qualitative Financial follow-up through Patient Portal Administrative simplification; Access to additional information Customer satisfaction Less burden for admin employees Strategic Key Resources Qualitative Information security Legal compliance; Fraud detection Lower risk level Strategic Cost & Revenue Qualitative Financial Performance Optimization Predictive financial management enables benchmarking Data quality Reporting reliability Strategic Key Resources Qualitative Process & Service-Oriented Organisation Inter-departmental SLAs Service levels Strategic Partnerships Qualitative Physicians’ Fees Accounting Enhanced Confidence & transparency Partner satisfaction Staff attraction & retention Strategic Key Resources Qualitative Merger, Acquisition & Regrouping Facilitate and accelerate integration #days (reduced time for scale benefits) Strategic Key Resources Qualitative SaaS-based ERP solution Evolutive best practices Improved operational excellence Strategic Key Activities Qualitative Standard Hospital business processes Process Simplification Service levels 2 Strategic ROI drivers
- 18. ROI Business Model Canvas Valuation Method Benefit Impact Metric Productivity Cost Quantitative Spent analysis Strategic vendor management # vendors € cost of purchased goods & services Productivity Cost Quantitative Inventory Optimized stock levels € stock (stock rotation) Productivity Cost Quantitative Spent reduction Optimized consumption € savings Productivity Cost Quantitative Invoice to pay (automated workflow & invoice dematerialization) Staff optimization Less outstanding # FTE # days outstanding Productivity Cost Quantitative Single data entry Higher level of Data Quality Simplified exception management Traceability Budget controlling # errors # FTE Productivity Cost & Revenue Qualitative Financial Performance Management Financial analytics # days for reporting Productivity Cost & Revenue Quantitative Treasury & Financial Risk Management Optimized cash flow € Productivity Cost Quantitative IT Operations & Services (SaaS – model) IT costs reduction € # FTE 2 Productivity ROI drivers 18
- 19. 19 ROI Business Model Canvas Valuation Method Benefit Impact Metric Operational Cost Quantitative Controlled & simplified procurement process Lean process € # days (lead time) Operational Cost Quantitative Decommissioning of applications & systems IT cost reduction € Operational Cost & Revenue Quantitative Accounting & financial close Financial soft close # days Operational Cost Quantitative Integration with external systems IT cost reduction € Operational Key Resources Quantitative Asset Management Life-cycle management # € (cost savings & investment optimization) 2 Operational ROI drivers
- 20. Business case Presentation C.H.R.de la Citadelle – C.H.U. Liège1 2 The ERP4HC project3 Conclusions4 Agenda 20 Needs Initial steps Selection criteria Challenges Key success factors
- 21. 21 HARPEGE « HARmonisation des Processus et Excellence en GEstion » 3 The ERP4HC project Needs Initial steps Selection criteria Challenges Key success factors
- 22. 22 IT landscape modernisation Information flows rationalisation Transparency of operations through all business processes Seamless access to data Document Management System Better cost controls Traceability Reporting Flexible, scalable and open solution Meet changing legal requirements Meet organizational changes 3 The ERP4HC project NEEDS Multi- site Multi- shop Multi- user Multi- chart of accounts Multi- period Multi- language Multi- currency Process alignment on market best practices Adopt, not adapt Replace various tools by one integrated tool Reduce errors - Speed up processes - More transparency - More reliable information - Simplified maintenance Scope : Procurement & Finance
- 23. 23 12/12 2014 • Information session related to the Request for proposal (24 candidates – 7 attending) 30/01 2015 • Opening of the offers and qualitative selection (4 offers retained) 05/05 2015 • Presentation of the different offers – formal & material examination (3 offers considered) 26/05 2015 • Comparative analysis comparative of admissible selection (2 offers analysed) With an external company for “Assistance à la maîtrise d’ouvrage” 3 The ERP4HC project INITIAL STEPS SCORING Poids Note offre de base Note Variante obligatoire Critères détaillés pour évaluer la qualité technique de l’offre 20 19.5 19.5 Qualité fonctionnelle de l’offre 20 14.5 19.5 Qualité technologique de la solution, notamment sur le plan de l’intégration avec l’architecture applicative et technique du CHU et/ou du CHR 20 12.6 18 Approche méthodologique, gestion de projet en terme d’implémentation, de lanning, de formation, de transfert de connaissances et de compétences 6 3.7 5.7 QUALITÉ TECHNIQUE DE L’OFFRE 66 50.3 62.7 PRIX 34 23 21.9
- 24. 24 The Harpège project 3 The ERP4HC project SOLUTION SELECTION Xperthis’ ERP4HC solution Based on SAP (ERP worldwide leader) Already in place in 50 Belgian hospitals To be Hana technology (in memory) To be SaaS mode at NRB Very Good hospital functionalities coverage Solution confidence (Processes demonstration)
- 25. 25 The Harpege project 3 The ERP4HC project PLANNING Phase 1 Préparation Conception générale Réalisation Validation Formation utilisateurs Préparation finale Go live Support phase 1 Opérations Phase 2 (pharma, 3P, portails) Réalisation Validation Formation utilisateurs Ph 2 Préparation finale Phase 2 Go live Phase 2 Support Phase 2 Mar.Oct. Nov. Dec. 2016 Juil. Août Sept.Mai Dec. 2017 JuinJan. Fév Mar. Avr.Oct. Nov. Dec. Avr. Mai JuinJan. Fév. Juil. Août Sept. Oct. Nov. April 2017 : Finance and Procurement November 2017 : Integration pharma Patients and suppliers portals
- 26. 26 Common suppliers’ database Product information (articles) Chart of accounts Analytical structure Reference data The Harpege project 3 The ERP4HC project PREPARATION Data migration Workshops to harmonise the source data before project launch Common working site for migration of common reference data Carried out in S1 2015 Restitution on 10/09/2015 SPF SOUS-DISCIPLINE SITE PROJET xxx xxx x (xxx) Sous-discipline Discipline Groupe QUI ? QUOI ? CF - SPF OU ? POURQUOI ? SITES PROJETS
- 27. 27 Important change • Organizational • Functional Innovation Centralized management of repositories Purchases relay (purchase requisition) in services Workflows Integration in an hospital ecosystem •EPR •TarFac •Patients and suppliers portals •Labo & Pharma 3 The ERP4HC project CHALLENGES
- 28. 28 Prince2-based Steering committee • Strategic decisions • Monthly meetings Project committee • Weekly meeting • Operational decisions Working groups • Ad-hoc meetings • 50 key users • Functional and technical decisions Governance & methodology User identification • Project Team : • Key users (50) • Contributors/Change agents (140) • Final users (800) Communication channels • Meetings (Kick-off, monthly information meetings, …) • Newsletter • Intranet • SharePoint website (www.harpege.be) • Documentation • Contacts list • Agenda • … • Roadshow for management Communication strategy Change management Integration 3 The ERP4HC project KEY SUCCESS FACTORS Dedicated Team Training • Train the Trainer • Training men/day (350) • Training Sessions (50) Less is More Policy Specific Testing
- 29. Business case Presentation C.H.R.de la Citadelle – C.H.U. Liège1 2 The ERP4HC project3 Conclusions4 Agenda 29 Needs Initial steps Selection criteria Challenges Key success factors
- 30. 30 4 Conclusions Strategic project support from top management Adopt a solution risk & change management ERP is a tool for all players in the hospital - from the Management Committee to the nurses to physicians... The sky is the limit …
- 31. 31 Thank you !
Editor's Notes
- #4: Présentation succincte du CHU et du CHR Le Centre Hospitalier Régional de la Citadelle est regroupé principalement sur 6 sites distincts : • le site Citadelle (site principal) ; • le site de Sainte Rosalie; • le site du Château rouge ; • le site du Valdor ; • Le site administratif des Hauts Sarts; • Le site du CIMC. Avec plus de 1000 lits, le C.H.R.de la Citadelle est l'un des groupements hospitaliers les plus importants en Belgique. Il emploie environ 3 500 personnes et compte 400 médecins. Le Centre Hospitalier Universitaire de Liège est un organisme d’intérêt public implanté sur plusieurs sites de la région Liégeoise, répartis en sites d’hospitalisation, sites de polyclinique et sites logistiques : • Site du Sart Tilman ; • Site N.-D. des Bruyères ; • Site Ourthe-Amblève ; • Polyclinique « Lucien Brull » ; • Polyclinique « Sauvenière » ; • Polyclinique d’Aywaille ; • Site de Grivegnée (entrepôt gros volumes) ; • Site de Chênée (achats et logistiques, en cours de construction). Le C.H.U. de Liège est une entité fusionnée disposant de 925 lits agréés répartis sur les trois sites d’hospitalisation spécialisés et complémentaires listés ci-dessus. Il emploie environ 5000 salariés dont plus de 600 médecins.
- #23: IT landscapes modernization Information flows rationalisation Transparency of operations through all business processes Seamless access to data Document Management System Better cost controls Traceability Reporting Flexible, scalable and open solution Meet changing legal requirements Meet organizational changes Multi sites Multi shops Multi users Multi charts of accounts Multi periods Multi languages Multi currencies Processs alignment on market best practices (« Adopt, not adapt ») Remplace various tools by an integrated tool Less errors Processes speed up More transparency More reliable information Simplified maintenance Scope : Procurement and Finance
- #25: Xperthis’ ERP4HC solution Based on SAP (ERP worldwide leader) Already in place in 50 Belgian hospitals To be Hana technology (in memory) to be SaaS mode at NRB Sur un autre slide Avec les phases de la genese Harpege HARmonisation des Processus et Excellence en GEstion 10/1015 04/2017
- #28: Important change Organizational Functional Innovation Centralized management of repositories Purchases relay (purchase requisition) in services Workflows Integration in an hospital ecosystem DMI TAR-FAC Patients and suppliers portals
- #31: Strategic project support du top management Adopt a solution risk and change management L’ERP est un outil pour l’ensemble des acteurs de l’hopital (du comité de direction aux personnel infirmier en passant par les médecins, …ERP is a tool for all players in the Hospital - from the Management Committee to the nurses to physicians... The sky is the limit …