Services

Management consulting

We turn to Customers or Partners (on behalf of their Customers) who are faced with important changes in the order concerning organization, personnel, accounting and internal controls, procurement and the consequent impacts on their operating and IT procedures.

In this context, we have considerable experience in directing the impacts of change towards alternative technological and operational scenarios that often involve the selection of the most suitable market applications for the use case and / or the design and implementation of targeted solutions.

In the subsequent phases of modeling and implementation of the systems (i.e. of quality assurance of the modeling and implementation processes) we are able to be a significant guarantee and acceleration factor.

Finally, thanks to the numerous successful experiences gained over the years, we are in a position to lead the customer along a complex evolutionary process, guaranteeing the correct “governance” of the various technological, functional and operational components in every situation.

Strategic planning in health

The Strategic Planning process is essential to guide the management of the company towards:

  • formulate an operational program consistent with the strategic plan and general objectives
  • formulate a budget consistent with the strategic political direction and with the availability of resources expressed in the annual report
  • promote and allow coordination between centers of responsibility and offices that contribute to the pursuit of the same objective
  • increase the autonomy of the centers of responsibility, both in formulating proposals on the objectives to be achieved and in the management of their resources
  • manage towards good results, i.e. to introduce the organizational mechanisms necessary to ensure that the resources (human, technological, infrastructural and financial) are: acquired conveniently (cost-effectiveness), best used in the production of the output (efficiency), used in conditions of regularity (formal and substantial legitimacy), capable of building value for the whole community (effectiveness) according to established plans and programs.
  • systematically check the status of the operational objectives, compliance with the deadlines set by the program and the status of the resources provided for in the budget

Digital transformation

Digital transformation represents the profound change of activities and organizational processes, skills and business models, aimed at fully exploiting, in a strategic and priority way, opportunities that digital technologies are able to guarantee to companies.

Therefore, conducting a digital transformation strategy pursues the objective of creating the capacity, within the organization, to fully exploit the possibilities and opportunities of new technologies and their impact in the fastest, best and most innovative way. A digital transformation journey that requires a gradual approach, with a clear roadmap, which must necessarily involve a variety of interested parties and actors, often overcoming the rigid organizational logics of the company.

It is not just a technological path, in fact the human element is fundamental in all phases: both for transformation as such (collaboration, ecosystems, skills, culture, empowerment, etc.), and for the objectives of digital transformation.

ICT assessment & planning

ICT Assessment aims to analyze the technological and application infrastructure, human resources and services provided by the information system, with respect to the business requirements of the company. Once the initial reference framework (as-is situation) has been defined, possible evolution scenarios (to-be scenarios) are defined that meet the strategic development objectives of the company and ensure that the ICT component is a decisive element for their achievement.

Once the optimal scenario has been defined, the ICT Planning provides for the definition of a general master plan, which organizes the various project strands to be developed in a coherent and synchronized way.

The realization of the chosen scenario finally proceeds with the selection of market applications or the development of “ad hoc” applications that are integrated in a coherent way with respect to the defined application architecture. Our experience in the development of complex projects of this type and the important results achieved over the years, guarantee our customers the success of ambitious initiatives like these.

Innovative ICT projects

The company has designed and is implementing several innovative ICT projects in the health sector concerning:

  • Architecture and interoperability of Information Systems: the possibility for different systems to exchange information at different levels.
    Clinical Data Repository (CDR) – this is the system that provides support for the computerized, uniform, updated and integrated management of the patient’s personal, clinical and health data throughout the entire health care cycle within the Hospital or IRCCS. The structured data present in the CDR in standardized form, allow the creation of Business Intelligence and Machine Learning systems: applications aimed at supporting the company in the processes of detection, analysis and evaluation of parameters related to the activity and the results pursued.
  • ICT systems to support the internal process of providing digital services to citizens: these are applications to support the process of providing the service relating to the different phases of the process (from booking to post-service management), monitoring of service levels, and interactive digital communication and / or information with users (integrated and multi-channel CUP, automatic cash machines, totems for reservations, applications for the electronic management of queues and priorities, web portals for citizens…).
  • ICT systems to support continuity of care: these are ICT applications that meet the purpose of creating an integration between the Hospital, the District Services, the family doctors, with the involvement of the interest groups of the Local Community (telemedicine, digital therapies, etc…)

Project management

Being a Project Manager of innovative and complex projects is not at all simple, even less simple is guaranteeing the success of the initiative and producing the results expected by the Client and the stakeholders. In reality, the success of a project has various facets depending on the interested party who judges it and the indicators that are used, certainly a successful project management depends first of all on a Governance that knows and wants to clearly indicate the way in which it intends to operate. and is concerned with implementing an appropriate management model with consequent consistency, guaranteeing its own “commitment” and favoring the dissemination of the project management culture among the various actors of the project.

We are also aware that the success of the project is strongly conditioned by the presence and good functioning of transversal operational processes capable of integrating with the project management process and supporting it, making competent resources available, when programmed, in order to achieve the set objectives. and shared. In summary, we believe that the success of a project must be based on the coordinated effort of a series of critical enabling factors, such as having strong management leadership, developing a clear strategy (Governance), enhancing people (Individual Skills), relying on on solid operational processes (Organizational Skills).

We work to ensure that the success of a project is not a coincidence, but something that must be built by seeking excellence throughout its life cycle starting from the very early stages, when it will be necessary to evaluate the level of convenience of the expected returns and that the estimated risk profile is in line with the Organisation’s propensity to accept it. The experience gained in this field not only confirms the above, but leaves no doubt that there is no guarantee of making a project successful, resorting only to the use of management techniques and tools, however well articulated or in vogue. they are, as well as the use of tools, however sophisticated or avant-garde they may be.

Process reengineering

The revolution taking place in the healthcare sector to obtain a higher quality in the services provided while improving the efficiency and effectiveness of operational processes, will lead to a radical change in the management of the organizational structures of hospitals and in general of all organizational structures (GPs, districts, etc.) present in the national and regional health system.

This process of progressive efficiency of the health system passes through the re-engineering of internal processes and PDTAs (Diagnostic Therapeutic Assistance Paths) and the consequent introduction of new ICT (Information Communication Technology) tools, which will impact on health structures modified activities, procedures, techniques and also processes.

In our sense, the re-engineering of processes is not limited to the identification of critical points of inefficiency or ineffectiveness present in the processes in place, but rather in a radical rethinking and questioning of the way to provide services by introducing new IT tools that allow to provide services in a totally different way with results clearly superior to those previously achievable.

Management control in Healthcare

With the reform of the Italian National Health Service, companies “inform their activities on criteria of effectiveness, efficiency and economy, and are required to comply with the budget constraint through the balance of costs and revenues”, this paradigm has determined over time a constant need to design new operational and organizational methods for carrying out all activities related to the purchase and consumption of production factors (needs analysis → purchase → input into the production process → control).

In this new context, the primary objective of a hospital, on the achievement of which its survival in the medium-long term depends, is to provide the best service at the lowest possible cost. Reason why the Healthcare Companies need to rationalize their production processes in order to seek the best production combination in terms of effectiveness, efficiency and cost-effectiveness.

While on the one hand the re-engineering of internal processes remains the primary tool to be used in optimizing the resources used and the services provided, on the other hand it is also essential to have a reliable process for the analytical determination of costs, revenues and results. economic activities regarding individual activities, operations, production processes, cost centers and centers of responsibility in order to provide support to the Management to guide the interventions to improve services or to optimize processes and related costs in terms of instruments and human resources.

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