CFPC CoI Templates: Slide 1
• Faculty: Joanne Hohenadel, Brenda Merkle, Ashley Taylor
• Relationships with commercial interests:
– Grants/Research Support: Nothing to disclose
– Speakers Bureau/Honoraria: Nothing to disclose
– Consulting Fees: Nothing to disclose
– Other:
• Brenda Merkle – employee, Plexxus
• Joanne Hohenadel - employee, University Health Network
• Ashley Taylor – employee, University Health Network
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E-Health 2013
May 29, 2013
Presented by:
Brenda Merkle, BASc, CMA
Joanne Hohenadel, BASc, PMP
Ashley Taylor, HBA, CMA
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Context
Plexxus
The Project
Success Strategies
Lessons Learned
In Summary and Continuous Improvement
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• Story of a journey started in 2003 that is a collaboration among 10 hospitals and Plexxus, their shared service provider, in the procurement and implementation of a back office business transformation enabled by SAP
• Share experiences and lessons learned about regional interhospital collaboration
– Overview of the shared services model to gain efficiencies in master data maintenance, procurement and business reporting and analytics
– The opportunities and challenges of University Health Network (UHN) being the first of 10 hospitals to go-live
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• One of the largest academic health sciences centres in Canada
• Ranks of the world’s leading providers of exemplary patient care, innovative research and teaching
• The first of the Plexxus Member Hospitals on SAP
• Largest provider of enterprise-wide business application software in the world
• 109,000 customers in more than 120 countries
• 12 million users
• A not-for-profit shared services provider for 11 hospitals across the GTA, 10 of which are on SAP
• Expertise in supply chain management, information technology and business transformation
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• Plexxus was created to transform the back office of Member hospitals, reducing cost and improving quality through:
– Group purchasing
– Common and integrated systems
– Leading practices and standardized processes
• Member owned
• Not for profit shared service
• Over $75 million in purchase price savings to date
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• Supply Chain Management
– Strategic Sourcing
– Sourcing and Contract Management
– Purchasing
– In-Hospital Logistics
– Distribution
– Clinical Support
• And Now…Information Technology (Finance, Supply Chain)
– Ongoing Support, Maintenance and Enhancement
– Master Data Governance and Management
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• What is ITS?
– Major business transformation project
– Integrated “single build” SAP-based platform for 10 hospitals and Plexxus
– Standardized business processes and leading practices
– Delivers significant efficiencies (EDI, e-Requisitioning)
• Scope
– Finance
• general ledger
• accounts payable
• grants and funds management
• fixed assets and capital project management
– Supply chain management
– Data governance and management
• Groundwork laid between 2006 and 2010. And then…
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• 11 organizations (including Plexxus)
• 7,000 users
• 1 Harmonized Chart of Accounts
• 27 companies (legal entities)
• 48 plants (site locations)
• 7 Advisory & Validation Committees
• 250 interfaces
• 125,000 material and 42,000 vendor records harmonized
• 350+ project deliverables
• 40 training courses
• 65 Steering Committee meetings
• 6 go-lives
…In 2 years and 2 months from start to finish and under budget
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All Hospitals and Plexxus participated in business blueprint and build phases
Individual roll-outs:
2 hospitals every 2 months
Mar 2010 or Build
Sep to Dec 2010 Jan to Aug 2011 Sept to Oct 2011 Nov 2011 to Oct 2012
Project Launch Project End
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Plexxus Board
Strategic Management
ITS Committee
Advisory and
Validation
Committees
Plexxus Core
Team
ITS Steering
Committee
Program
Management
Office
Tactical Management
Operational Management
3 rd Party
Vendors
Hospitals
Project Teams
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• What is SAP@UHN?
– Project to deliver ITS to UHN
• Scope
– UHN participation in the overall governance of the
ITS initiative
– Collaborate with Member
Hospitals on design and decisions related to standardized features across all hospitals
– Lead UHN implementation
• Business process redesign
• Technical (installation, integration)
• Change management (communication, education and training)
• First of ten Plexxus member hospitals to go-live
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• Strong commitment from senior leadership
• Authority to make decisions
• Support for UHN Finance Subject Matter
Experts to participate in SAP configuration while maintaining Hospital functions
• Supporting UHN project management and technical teams
• Extensive ITS Advisory and Validation Committee involvement
• Internal communication and engagement (strong communication and change management strategy, daily huddles, UHN Shared Information Management
Education Department support)
• Took holistic view with decisions on project – not just what was best for UHN
• Only one temporary junior staff person was hired by UHN with the result that knowledge stayed in the organization and built a very strong team post go live
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• Extremely strong Board support
– Signaled importance by establishing ITS Committee of the Plexxus Board
– All scope additions and customizations required Plexxus Board approval
• Clear governance down to the deliverable level
• Adherence to guiding principles
– Single build
– Shared service is a “compromise”
• ‘Tough love’: zero tolerance for slippage, leverage the power of the Membership
• Repeatable ‘rollout kit’
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• Forums for participation, communication, collaboration, transparency
– Advisory and Validation Committees, CEO calls, project sponsor meetings
• Choice of first Hospital to go live
• Interface strategy buffered dependency on connector systems
• Two independent third party reviews
− Governance and processes
− Budget, benefits, risks
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Plexxus Board
Strategic Management
ITS Council
Resources and
Audit
Committee
Plexxus Senior
Mgmt & ITS
Service Delivery
Tactical Management
User Groups
Production
Change
Control Board
• E-Requisition/SRM
• Reporting/Finance/Accounts Payable
• Purchasing/Logistics/Finance Integration
• Technology
Functional
Governance
Operational Management
• Material Governance
• Vendor Governance
• Reporting Governance
• Security Forum
• Security and Privacy Advisory Committee
• Others TBD
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• Data: quality
• Data: incremental consolidation
– adding new materials and vendors for each rollout
• Data: governance, change management
– Data S.W.A.T. team, quality check reports
• Importance of complete and accurate material master especially in critical patient care areas e.g. operating rooms
• Train more, train later
• More business resources on project team
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• Continue to leverage inter-hospital collaboration and perseverance
• 6 key areas of focus for ongoing stabilization are
– Data refinement
– Security
– eRequisitioning ramp up
– Enhancing reporting access
– Configuration refinement
• Activities that transcend specific stabilization activities are communications, data quality control and governance
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• Desired outcome - gain efficiencies in supply chain management and ability to make more judicious and informed decisions for our healthcare organizations and our patients
– Improved procurement processes and savings
– Elimination of paper purchase requisitions
– eRequisitioning adoption
– Flexible financial reporting capabilities
– Access to timely information for business decisions
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