- This topic has 16 replies, 8 voices, and was last updated 6 months, 2 weeks ago by
.
-
Posts
-
-
-
In my local clinic, the head of the operation along with the finance staff decided to start using an application to handle the financial data to better manage the operational budget of the clinic.
The system was successful.
Data: The staff in the finance team can log the data in a timely manner, resulting in well-design output for reports.
Cost: Before the introduction of the application, four staff were needed to input the data manually. However, two left before the implementation. The remaining two staff can handle the data with ease due to the application, saving energy for the staff as well as overhead-cost for the clinic.
Design: The application is a well-designed one with clear visual. It can be said that it is a simple yet efficient application. These attributes made the implementation and adoption more successful.
Operation: At first, it seemed a little difficult due to change of workflow. However, after a month, the two staff reported that the application improved their reporting as well as tracking financial matters more efficient.
People: Staff at the finance was satisfied with the new application. They said that two people with the application can handle the amount of data four people were needed when doing manually. However, they still need regular training on the application management and some technical support.
To conclude, it was a successful system because it is simple, user-friendly, efficient, operational, and saves cost, and can handle the data with more ease. Additionally, staff’s belief as well as the stakeholder’s belief of the need to change was one of the facilitators of the success of the system.
-
Thank you for sharing about a financial application. That’s an interesting example of a successful system implementation. It’s great to see how the new financial application helped the clinic improve efficiency. I think the key factors were the user-friendly design and the staff’s willingness to adapt. It shows that when a system is well-designed and people are open to change, it can really make a difference in how an organization works.
-
-
-
I have worked in a pharmaceutical company that successfully implemented SAP Business One. SAP Business One is an Enterprise Resource Planning (ERP) solution. It helps businesses manage key operations, including financials, supply chain, inventory, production, sales, and compliance. For pharmaceutical companies, SAP Business One provides a tailored solution that meets the complex regulatory and operational needs of the industry while being more cost-effective and scalable than larger ERP systems like SAP S/4HANA.
For the successful implementation of SAP Business One in a pharmaceutical company, several key factors across Data, Cost, Operation, Design, and People are essential:
Data: High-quality, accurate data is crucial for batch tracking and compliance reporting. Seamless integration across departments ensures real-time access to up-to-date information, while robust security measures maintain compliance with regulatory standards.
Cost: The system offers an affordable solution for small to medium-sized companies, requiring careful budgeting for licenses, customization, and maintenance. Effective management of the total cost of ownership and a focus on return on investment (ROI) through efficiency improvements are vital.
Operation: Automation streamlines inventory control and production workflows, reducing human error and ensuring consistent product quality. Real-time batch management is necessary for compliance with industry standards and regulatory requirements.
Design: Customization to meet pharmaceutical needs, scalability for growth, and a user-friendly interface are critical for effective adoption and operational efficiency.
People: Strong leadership and commitment are essential for driving the project, along with a clear change management strategy and thorough training. Cross-departmental collaboration ensures the system aligns with all business processes and supports the entire supply chain.
-
Hello Siriluk, thanks for sharing your experience with SAP Business One in a pharmaceutical company. It seems like the system helped a lot with managing complex tasks and following rules. It’s interesting that the system was able to handle the special rules while still being easy to use. It’s nice to hear that the system was cheaper than bigger ones but still did everything the company needed. I agree that strong leadership, automation, and customization are key to success. These things help reduce mistakes and make the system work better for everyone.
-
-
Hello Siriluk, thank you for sharing SAP B1 application that your organization is implementing. Yes, the success of the application depends on its effectiveness such as its scalability, affordability as well as its strong security measures and its usefulness in daily workflow. Needless to say, not only the leaders but also other team members from different departments shared the same need and desire to change, ensuring the success of the project. Additionally, providing support and integrating change management were also the facilitators of the success of this project.
-
-
My hospital has developed and started using a computerized physician order entry (CPOE) system within the electronic medical record system for inpatients (IPD). They began with two departments where doctors were willing to cooperate, pilot in four patient wards. During implementation, one department stopped using it. It’s hard for me to say this system success or failure (I don’t know the evaluation data). However, one thing is certain: this system must continue developing because it’s one of the department’s policies.
As for the main factors that will make this system successful or fail, I think they are as follows:
Data:
– Completeness of patient records forms
– Quality and accuracy of data entry
– Data security and privacy measures
– Ease of data retrieval and reportCost:
– Initial investment in hardware and software
– long-term cost, ongoing maintenance, upgrade and further development
– Training expenses for staff
– Additional incentives may be necessary for medical personnel to encourage the use of the system.
– Addressing privacy and security concernsOperation:
– System’s ease to use and reliability
– Speed and responsiveness of the system
– Performance of the computers used for the system
– Integration with existing hospital systems
– Workflow optimization and efficiency improvements
– Continuous improvement based on user feedbackDesign:
– User-friendly interface and intuitive design
– Customizability to meet specific department needs
– Clear and intuitive navigationPeople:
– Strong leadership, leadership support and change management
– User acceptance, willingness to use, and engagement
– Staff training and adaptability
– IT support team’s expertise and responsiveness-
Hello Wannisa, thank you for sharing CPOE system that are implementing in your organization. Like you mentioned, it is hard to tell if the project is a success, since one of the two departments stopped using it. I believe ADKAR model of change management can be used to consider in those departments. Not only the doctors and patients but also other end-users should aware the need of the new system, desire it. Additionally, it would be better if we could receive feedback from the department that stopped using it, so that we could learn for it and improve it.
-
-
My team members and I have developed a computerized pharmacy management information system (PMx database) for facility-based health services. On the paper-based system like the following facts, pharmacy staff and supervisors practiced monthly stock balance and expiry monitoring, forecasting, and planning for purchasing required medicines and performing quarterly physical stock checks.
So the system was successful but now it will say fail because they can’t use it. Anyway, let me summarize the following factors depending on whether the system is successful or failed.
Data:
– Ease of data entry, retrieval, and reporting
– Completeness of drugs/ medicine records forms
– Quality and accuracy of the entire data
– Measure of data security and privacy
Cost:
– Initial investment in developing period human resource, software, and hardware
– Expenses for basic training for pharmacy management to respective staff
– Long-term cost, ongoing maintenance, and further development process (additional features)
Operation:
– Performance of the system
– The system was reliable in the workflow
– Continues improvement according to user feedback (such as user-friendly,….)
– Integration with health information management system for the future
Design:
– User-friendly interface should prioritize simplicity and consistency in design time.
– It can be customized to meet logistics department needs
– Easy-to-understand navigation design
People:
– respective staff training and adaptability.
– User engagement and advocacy to use the system
– Leadership support and management
– IT support
Conclusion:
The progress of pharmacy management performance was assessed using a monitoring checklist for stock balance monitoring, expiry status checks, transaction error rates, and disposal practices. Unfortunately, the PMx software can’t be used in the current situation at that health service.
We presented at the APACPH Conference 2019, at the poster presentation channel.
It can be seen at the following link referencing.
The 51st APACPH Conference – APACPH
APACPH-Programme_Final.pdf-
Hello Aye, thank you for sharing your project of PMx software implemented in Tor Naw Hospital. I read your presentation from the link you have provided(APACPH). It said that 60% of transaction errors still remained, citing for delay in data entry and difficulties in correcting errors. I believe that it is a good initiative and application, we could use the similar application with the introduction of change management concept like providing regular technical support and training would definitely turn the tide in this situation.
-
-
-
i work on coding about modelling. i will explain modelling work
Data:Good data is very important. If we use the wrong data, the model will give wrong results.
Cost: We primarily use free software, which helps reduce costs, but we invest a significant amount of time to configure, fine-tune, and maintain the system. In some cases, we also use paid software if it offers better tools.
Design: We making the model easy to understand for both technical and non-technical users.
Operation: The operational workflow includes weekly updates, ensuring that the model is continuously refined and improved. Regular updates help to maintain the model’s relevance and accuracy as new data becomes available.
People: Strong leadership and commitment are key. It’s important to have a good plan for training and managing changes so that people use the system properly.
-
Hello Tanaphum, Thank you for sharing the coding model; it presents an excellent opportunity for you to work there. It aids developers in understanding and managing code structure and logic. I agree that quality data is essential, and using a code model simplifies comprehension for both technical and non-technical users.
-
-
A group of my dental friends, who were programming enthusiasts, decided to develop the Dental Patient Management System software. It took almost six months, but it failed due to two key reasons: operation, data, and people.
It was built very strong in other areas of design, and cost.
Before the software development started, they researched the possibility of using the LEAN methodology. They gathered user expectations designed a porotype and re-iterated the process until users felt worthy of paying the software licenses for their clinics. It was designed perfectly based on user experience. Most developed with strong passion and commitment including their financial investments such as dedicated desktop setup, and thermal printers for receipt.
Despite its good design and investment, there are problems in its operation, data management, and people.
As for the operation, there is no technical support, education, and software training, inability to provide on-call when the system is down or slow, and unprofessional customer service.
Regarding data management, users duplicate patient identity registration (as a consequence of lack of software training), do not rely on the budget reporting built-in feature (continue relying on Excel), and data unavailability when the system is either down or slow.
Concerning the people factor, there are issues for both users and developers. Users became permissive towards the system due to the poor communication between users and developers; day by day the actual users grew dissatisfied towards the system.
In this case, we can learn that inventing things is easy, but maintaining things is extremely hard. My dental friends began with a small dream of inventing it but their dream stopped and did not go further as a long-term vision.
-
I observed one supply chain system application which was utilized by a health care organization. The system was failed due to the design of the system which was focused only on medical commodities and pharmacy management. Logistic system was not integrated into the whole supply chain system which made it difficult for logistics team to manage stock control procedures including stock in, out, distribution and warehouse management. So, Logistic team is trying to use another system which resulted in a lack of interoperability between the systems.
-
You must be logged in to reply to this topic. Login here