When we listen to our customers describe their projects, we hear a variety of emotions in their voices: excitement, anxiety, anticipation, fear. We hear you – and we respond. Our assessment of the challenges our clients share informs our approach to evolving our products and processes. We’ve compiled over 50 common challenges so far – and we’d love to hear yours.
We have hired multiple consultants to help with our large project, including a Transition Planner and Equipment Planner. Our entire team feels confident that the major functions in the project are addressed. What tasks/scope is currently slipping through the cracks?
Identifying and systematically eliminating risk is core to GWS Healthcare’s function in all projects. We begin every customer relationship with a Scope Gap Analysis to understand deliverables, expectations, and hand-offs between consultants and internal stakeholders.
Once engaged, GWS populates an Issues Log and builds a Risk Analysis. Collaboratively, we work with you to decide to mitigate, avoid, transfer, or accept each risk.
Our equipment list for the hospital was created 14-16 months ago. That timing has proven to be a sizable challenge for this project. How can we make sure our list is complete, correct, and matches our system’s standards?
Nearly every hospital project faces the challenge of “The List”. Whether your list is stale, inaccurate, or not reflective of your system’s current standards, it’s not your fault. And it’s not too late – normalizing your equipment list through Activation Planning is essential to project success.
Beyond construction methods, equipment obsolescence, IDN standards changes, incompleteness, and inaccuracy can compound equipment project challenges. Normalizing your equipment list also prevents spiraling costs due to needless change orders, and it “backstops” earlier phases of your project.
Once we’ve normalized your list, procurement needs, order timing, equipment lead times, and need-by dates help build dashboards that align resources internally.
Our Activation Planning process follows the new equipment life-cycle from list to final placement, providing real-time status through dashboards at every step.
“We were concerned with how to activate our new hospital, especially our clinical staff and our ORs. I really credit GWS with helping us figure out our timeline.”
We have already been burned countless times by lost items or unknown status within a warehouse. Why would we ever receive to a warehouse?
While a complete ROI specific to your project should drive decision-making, a number of factors can potentially level the playing field for handling new equipment processes. Just-in-time, receiving to a shell space, and warehousing new equipment can be perfectly legitimate approaches, depending on the project. While many would assume that a broken process suggests an incorrect approach, this is not necessarily the case; sacrifices in performance are not inherent to any of the three. GWS Healthcare builds solid processes to support all three methods.
Our experience with new equipment planning indicates three commonly overlooked factors: allocating staffing required to receive deliveries, developing technology solutions, and managing claims and damages. We can help create solutions for all three.
We are two weeks away from Day 1 and five days from Move Day, who is keeping global scope on priorities and remaining items to be delivered, resolved, etc.?
Challenges like this highlight the importance of expertise. Drawing on decades of history in a variety of projects, we guide clients away from pitfalls before they get into the throes of a project. We map out roles and responsibilities before the process begins, paying special attention to any gaps that may exist, and filling these gaps by uniquely connecting planning and execution with dashboards that track equipment, IT, and FF&E. We populate the data that matters most to you into the dashboards, which you can view anywhere, at any time, on any device.