[:de]

► Manager: Mr F.H.
► Industry: Medical
► Customer: (remains confidential)
► Location: Monchengladbach
► Period: May 2016 – April 2017
► Role: Restructuring and organizational development
► Turnover: € 100 m
► No. of employees: 1.000

► About the Customer:
The customer provides laboratory services and checks in average 25.000 blood tests and similar samples per day (38.000 on peak days).

► Situation (Challenge):
The Medical Service Center was acquired by the (remains confidential). This change of owner was followed by a change of management end of 2015 and a location change in early 2016 with a system change in parallel. The complete company structure had to be reviewed and adapted. The special challenge was the fact that only medical staff was in the management team.

► Solution (Achievement):
The project was divided in three blocks: Urgent measures, transition project elements and a Fit-for-the-future package.

Urgent measures included:
•    Assuring health and on-the job safety, installing an emergency concept
•    Settlement of the facility management and hiring of a caretaker
•    Adaption of the reporting processes according to the owner’s needs
•    Installation of a project management office (PMO) run by the author
•    Correction of the key IT deficits and creation of a short-term strategy
•    Review of the billing indices and adding of several missing indices
•    Warehouse and logistics review to reduce working capital

Transition project elements included:
•    Strategy workshop, communication of the results to all employees
•    Setting of the required structures, processes and systems
•    Multiple changes in the accounting and procurement processes
•    SAP implementation (external hosting, only template customization)
•    Controlling of the outsourcing contracts with hospitals (transparency)
•    Introducing and training of compliance guidelines
•    Organizational development by adding 100 people to assure services
•    Acquisition of a 100% owned subsidiary to reduce complexity
•    Re-organization of the largest off-side laboratory
•    Inspection of the laboratory processes and making the needed changes
•    Replacement of two key managers
•    Hiring of new key managers incl. a project management professional
•    Midterm budgeting (5 years)
•    Digitization of order entry and results communication (App)
•    Microsoft und Oracle License audit and license renewal
•    Organization of new sales activities with new market offerings
•    QM Management Review
•    Developing and implementing a customer care program & CRM system

The Fit-for-the-future package includes:
•    Leadership program and management training
•    Adding a CFO for continuous improvement of business processes
•    Adaptation of the controlling processes based on SAP
•    Introduction of a product management
•    Developing a long-term IT Strategy
•    Set-up of an IT transformation incl. IT security and system integration
•    Implementation of a health management program
•    Re-negotiation plan for the loss-making service contracts
•    Human Resources development program based on skill matrices
•    Change Management Program to facilitate cultural changes
•    Implementation of a corporate governance and compliance checks
•    Further complexity reduction by further automation of processes

The (remains confidential) was profitable again after 6 months and could invoice several new tests, so revenue grew in 2016 as well.

Overall, the company is fit for the future positioned.

► Customer Feedback:
A reference letter could be provided on demand. The CFO of the (remains confidential) and the local CEO in Monchengladbach are available for reference.

[:en]► Manager: Mr F.H.
► Industry: Medical
► Customer: (remains confidential)
► Location: Monchengladbach
► Period: May 2016 – April 2017
► Role: Restructuring and organizational development
► Turnover: € 100 m
► No. of employees: 1.000
► About the Customer:
The customer provides laboratory services and checks in average 25.000 blood tests and similar samples per day (38.000 on peak days).
► Situation (Challenge):
The Medical Service Center was acquired by the (remains confidential). This change of owner was followed by a change of management end of 2015 and a location change in early 2016 with a system change in parallel. The complete company structure had to be reviewed and adapted. The special challenge was the fact that only medical staff was in the management team.
► Solution (Achievement):
The project was divided in three blocks: Urgent measures, transition project elements and a Fit-for-the-future package.
Urgent measures included:
•    Assuring health and on-the job safety, installing an emergency concept
•    Settlement of the facility management and hiring of a caretaker
•    Adaption of the reporting processes according to the owner’s needs
•    Installation of a project management office (PMO) run by the author
•    Correction of the key IT deficits and creation of a short-term strategy
•    Review of the billing indices and adding of several missing indices
•    Warehouse and logistics review to reduce working capital
Transition project elements included:
•    Strategy workshop, communication of the results to all employees
•    Setting of the required structures, processes and systems
•    Multiple changes in the accounting and procurement processes
•    SAP implementation (external hosting, only template customization)
•    Controlling of the outsourcing contracts with hospitals (transparency)
•    Introducing and training of compliance guidelines
•    Organizational development by adding 100 people to assure services
•    Acquisition of a 100% owned subsidiary to reduce complexity
•    Re-organization of the largest off-side laboratory
•    Inspection of the laboratory processes and making the needed changes
•    Replacement of two key managers
•    Hiring of new key managers incl. a project management professional
•    Midterm budgeting (5 years)
•    Digitization of order entry and results communication (App)
•    Microsoft und Oracle License audit and license renewal
•    Organization of new sales activities with new market offerings
•    QM Management Review
•    Developing and implementing a customer care program & CRM system
The Fit-for-the-future package includes:
•    Leadership program and management training
•    Adding a CFO for continuous improvement of business processes
•    Adaptation of the controlling processes based on SAP
•    Introduction of a product management
•    Developing a long-term IT Strategy
•    Set-up of an IT transformation incl. IT security and system integration
•    Implementation of a health management program
•    Re-negotiation plan for the loss-making service contracts
•    Human Resources development program based on skill matrices
•    Change Management Program to facilitate cultural changes
•    Implementation of a corporate governance and compliance checks
•    Further complexity reduction by further automation of processes
The (remains confidential) was profitable again after 6 months and could invoice several new tests, so revenue grew in 2016 as well.
Overall, the company is fit for the future positioned.
► Customer Feedback:
A reference letter could be provided on demand. The CFO of the (remains confidential) and the local CEO in Monchengladbach are available for reference.[:]