Surviving SAP Implementation in A Hospital

SURVIVING SAP
IMPLEMENTATION
IN A HOSPITAL
DIVISION - A
GROUP 3
1 2 3 4 5 6
What is meant What is specific What were the What aspects of If you were Conclusion
by SAP to SAP driving and implementation/ facing a similar
implementation implementation restraining subsequent use/ situation, would
in a hospital? in forces of the improvement did you implement
Colombia? change? VFL handle phase-wise of big
well? What bang
could have been
done differently?
CONTEXT
2
WHAT IS MEANT BY
SAP IMPLEMENTATION
• SAP (Systems, Applications &

Products implementation)
• Defines a method to implement the
SAP ERP enterprise resource planning
software in an organization.
 WHY SAP-SE?
• To reach high level goals
• To improved communication
• To increase return on information
3
WHAT IS SPECIFIC TO
SAP IMPLEMENTATION
IN A HOSPITAL? IN
COLOMBIA?
 VLF was looking to integrate the
hospital's entire operations, both
clinical and back-office, and to
organize all related information
around the patient's MR. For this
flexibility of work SAP application
was the best fit.
 Compunent a local SAP company was
hired for the “Project synapsis”.
 As of which the organisation took
major decision to undergo this
change.
4
• Communicating the decision- Its main
objective was a strategic imperative
decision to support VLF growth while
ensuring patient safety.
• System configuration decisions - VLF
had an ambitious objective. More than
just electronic medical records, it
wanted an information system that
would integrate all clinical and
administrative procedures, providing a
unified picture of the entire care delivery
process.
• Change management at every level -
VLF implemented a learning-based
strategy to ensure end users’ adoption of
the system.
o Physicians
o Assistive personnel
o Administrative staff
5
WHAT WERE THE DRIVING AND RESTRAINING FORCES OF THE
CHANGE?
RESTRAINING FORCES
DRIVING FORCES
• Fear of job security
• Restricted influence of hospital
administration over medical staff as
• The role and workload of physicians
the governance structure is not
would be greatly affected
common in Columbia.
• Doctors threatened to leave VLF if he
• Chaos in patient care deliver, medical
was forced to use SAP.
records and medical orders,
optimization of documentation flow
• Doctors started to develop their own
in organization.
information system that fits needs of
their medical needs.
• Technical Issues
• The system had certain limitations,
and it was critical to make employees
aware of them.
6
WHAT ASPECTS OF IMPLEMENTATION/ SUBSEQUENT USE/
IMPROVEMENT DID VFL HANDLE WELL? WHAT COULD HAVE BEEN
DONE DIFFERENTLY?
 VLF wanted an information system that would integrate all  Inadequate attention was being paid to the importance of
clinical and administrative procedures. It established project effective change management.
governance.  VLF came up with learning-based strategy to ensure
 Compunet’s manager joined synapsis team and they adoption of the system. Also, it offered special training
suggested the formation of cross-functional design teams sessions based on each functionality.
composed of subject matter experts and compunet
consultants.
 They assigned full time employees for developing this  What could have been done differently?
software.  There were specialists who were hesitant to changes and had
 VLF had a clear message “paperless care delivery was on its strong opinions about negative impact of using IT in patient
way” related processes.
 Inadequate attention was being paid to the importance of
effective change management.
 VLF came up with learning-based strategy to ensure
adoption of the system. Also, it offered special training
sessions based on each functionality.
7
IF YOU WERE FACING A
SIMILAR SITUATION,
WOULD YOU IMPLEMENT
PHASE-WISE OR BIG BANG
• Looking at the situation we would use
the BIG BANG implication.
• Resemble switching off your old
framework and afterward quickly
starting up your new framework is
known as big bang.
• It's quicker and it doesn't need
expensive in-between time arranging
or connection points.
• Thorough, start to finish testing and
information approval will assist you
with distinguishing incongruence
issues and bugs.
• Seen in the case of VLF hospital
when they implemented this process.
8
CONCLUSION
• The Medical staff at VLF has a top to down hierarchal structure.
• VLF switched from paper to electronic documents in 2014.
• SAP (SYSTEMS APPLICATIONS AND PRODUCTS) Implementation was a major turning point in VLF History which is a
type of ERP (ENTERPRISE RESOURCE PLANNING).
 Development in SAP:
• The nurse uses barcode reader to check compliance with the five rights of the patients.
• SAP generates reports online.
• Enjoys the support for end users.
• Communication strategies are web page , videos in waiting rooms, face to face interactions between the patients and their
families.
9
10

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• SAP (Systems, Applications &

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