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CEIBS Hospital Management Program

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Title: CEIBS Hospital Management Program


1
CEIBS Hospital Management Program
JANUARY 14, 2007
SHANGHAI, CHINA
  • USING THE U.S. EXPERIENCE
  • TO IMPROVE H.I.T. INVESTMENT
  • RESULTS IN CHINA

2
AGENDA
  • SHELDONS BACKGROUND AND CHINA BUSINESS APPROACH
  • THE U.S. HEALTHCARE INDUSTRY AND ITS USE OF
    INFORMATION TECHNOLOGY
  • OVERVIEW OF H.I.T. STATUS IN CHINA
  • A GOOD APPROACH TO SUCCESSFULLY IMPLEMENTING
    MAJOR I.T. SYSTEM UPGRADES
  • DISCUSSION

3
BRIEF SUMMARY OF SHELDONS EXPERIENCE IN H.I.T.
  • FORMED COMPUCARE 1969 CEO 1969-1976
  • FORMED SHELDON I. DORENFEST ASSOCIATES, LTD. IN
    1976 CEO 1976-2004
  • LONG, RICH HISTORY OF MAJOR CONTRIBUTIONS TO
    HEALTHCARE I.T. UNDERSTANDING AND PROGRESS
  • WAS RECOGNIZED AS THE LEADING SOURCE OF
    INFORMATION ABOUT HEALTHCARE I.T. AND A LEADING
    HEALTHCARE CONSULTING FIRM
  • KEY BUSINESS UNITS INCLUDED THE DORENFEST
    INTEGRATED HEALTHCARE SYSTEM DATABASE AND
    HOSPITAL OPERATIONS IMPROVEMENT AND MEDICAL
    SUPPLIER CONSULTING
  • SOLD THE DORENFEST INTEGRATED HEALTHCARE DELIVERY
    SYSTEM (IHDS) DATABASE TO HIMSS ANALYTICS IN
    JULY, 2004

4
DORENFEST ACTIVITIES IN OTHER COUNTRIES
  • CONDUCT MARKET STUDIES AND CONSULTING ASSIGNMENTS
    ON USE OF INFORMATION TECHNOLOGY IN HEALTH CARE
    IN A NUMBER OF COUNTRIES
  • CONDUCT WORLDWIDE STUDIES COMPARING THE STATE OF
    THE ART IN HEALTH CARE I.T.
  • CONTINUOUSLY MONITOR AND UPDATE OUR UNDERSTANDING
    OF WORLDWIDE HEALTH CARE I.T. THROUGH A VARIETY
    OF ONGOING ACTIVITIES
  • IN-PERSON AND TELEPHONE DISCUSSIONS WITH NUMEROUS
    HOSPITAL EXECUTIVES AND I.T. SUPPLIER PERSONNEL
  • REVIEW OF I.T. IN USE AT HOSPITALS THROUGHOUT THE
    WORLD
  • WORLDWIDE EDUCATIONAL SERVICES

5
BRIEF SUMMARY OF SHELDONS EXPERIENCE IN H.I.T.
(CONTINUED)
  • DONATED SHELDON I. DORENFEST ASSOCIATES, LTD.
    TO THE HIMSS FOUNDATION TO FORM THE DORENFEST
    INSTITUTE FOR HEALTH INFORMATION TECHNOLOGY
    RESEARCH AND EDUCATION
  • CONTAINS A LIBRARY OF HISTORIC DATA (FROM 1986
    THROUGH 2002 WITH HIMSS ANALYTICS DONATING THE
    NEXT CURRENT YEAR OF DATA ANNUALLY BEGINNING IN
    JULY 2005) AND PUBLICATIONS
  • PROVIDES FREE DATA FOR RESEARCH PURPOSES
    ELECTRONICALLY AND IN PRINT TO UNIVERSITIES,
    STUDENTS, FEDERAL, STATE, LOCAL GOVERNMENT AS
    WELL AS GOVERNMENTS OF OTHER COUNTRIES
  • WILL PROVIDE A VARIETY OF REPORTS ON TRENDS IN
    H.I.T. USE
  • WILL ENCOURAGE ONGOING RESEARCH INTO USING I.T.
    TO IMPROVE HEALTHCARE
  • PRESENT ACTIVITIES
  • HELPING HIMSS ANALYTICS IN TRANSITIONAL
    RELATIONSHIP
  • FORMED THE DORENFEST GROUP IN SEPTEMBER 2004 AS
    AN INVESTMENT AND CONSULTING BUSINESS
  • FOCUSING ON INVESTING IN CHINA IN HOSPITAL AND
    HEALTHCARE IMPROVEMENT BUSINESSES

6
DORENFEST INVESTIGATION OF HEALTHCARE IN CHINA
  1. VISITED 17 CITIES IN CHINA
  2. VISITED WITH HUNDREDS OF LEADERS IN THE
    HEALTHCARE INDUSTRY IN CHINA TO LEARN ABOUT
    HEALTHCARE REFORM IN CHINA ITS PROGRESS, ITS
    PROBLEMS, AND ITS NEXT STEPS
  3. VISITED WITH OVER 75 HOSPITALS TO GAIN AN
    UNDERSTANDING OF HOSPITAL OPERATIONS IN CHINA,
    THEIR CURRENT STATUS, AND OPPORTUNITIES FOR
    IMPROVEMENTS
  4. VISITED WITH SEVERAL PROVINCIAL AND CITY HEALTH
    BUREAUS TO LEARN WHAT THEIR GOALS ARE FOR THEIR
    PROVINCIAL AND CITY HOSPITALS
  5. VISITED SOME PRIVATE HOSPITALS TO OBSERVE THE
    RESULTS OF HEALTHCARE REFORM PRIVATIZATION
    EFFORTS IN CHINA
  6. VISITED WITH COMPANIES SELLING PRODUCTS AND
    SERVICES TO THE HEALTHCARE INDUSTRY IN CHINA AND
    WHAT THEY BELIEVE ARE APPROPRIATE NEXT STEPS FOR
    REFORMING THE CHINESE HEALTHCARE SYSTEM
  7. EVALUATED A GROUP OF HOSPITAL MANAGEMENT AND
    OWNERSHIP OPPORTUNITIES THAT WERE PRESENTED TO
    THE DORENFEST GROUP TO BECOME MORE FAMILIAR WITH
    THE ALTERNATIVE WAYS TO PROCEED IN BUILDING A
    MODEL HOSPITAL IN CHINA
  8. DEVELOPED A STRATEGY FOR BRINGING DORENFEST SKILL
    AND EXPERIENCE TO CHINA

7
THE DORENFEST GROUP VISION FOR CREATING A MODEL
HOSPITAL IN CHINA
  • PROVIDES IMPROVED QUALITY OF CARE TO ITS PATIENTS
  • OPERATES AT A HIGHLY EFFICIENT LEVEL THROUGH
    EFFECTIVE USE OF SYSTEMS AND BETTER WORK
    PROCESSES
  • OFFERS ITS SERVICES TO PATIENTS AT AN AFFORDABLE
    COST
  • CREATES A HIGHLY SATISFIED PATIENT POPULATION
    WITH THE PATIENTS OBSERVING A NOTICEABLE
    IMPROVEMENT IN THE SERVICES AND TREATMENTS
    PROVIDED BY THE HOSPITAL
  • UTILIZES APPROPRIATE DIGITAL TECHNOLOGY TO CREATE
    A STATE OF THE ART DIGITAL HOSPITAL

8
CHINA BUSINESS OPERATIONS
  • HOSPITAL MANAGEMENT CONSULTING
  • OPERATIONS IMPROVEMENT
  • STRATEGIC PLANNING FOR NEW I.T. SYSTEMS
  • I.T. SYSTEM SELECTION
  • I.T. SYSTEM IMPLEMENTATION
  • WORK PROCESS IMPROVEMENT
  • MANAGEMENT TRAINING
  • OTHER SERVICES
  • GENERAL MANAGEMENT CONSULTING FOR HEALTHCARE
    COMPANIES
  • MARKET ANALYSES
  • PRODUCT STRATEGIES
  • MARKET RESEARCH
  • HOSPITAL CONTRACT MANAGEMENT
  • WORK WITH HOSPITALS NEEDING NEW MANAGEMENT
    (INTERIM OR LONG TERM)
  • IMPLEMENT NECESSARY MANAGEMENT PERSONNEL AND
    SUPPORT SYSTEMS
  • HOSPITAL OWNERSHIP AND IMPROVEMENT

9
CURRENT STATUS OF DORENFEST GROUP CHINA
  • FORMED DE RUI YI LIAO ZI XUN, A WFOE BASED IN
    SHANGHAI
  • RECENTLY COMPLETED PHASE I PROJECT TO HELP
    SHENZHEN HEALTH BUREAU PLAN ITS REGIONAL HEALTH
    NETWORK AND DIGITAL HOSPITAL PROJECTS
  • NOW BUILDING A MANAGEMENT TEAM
  • CREATING OTHER PROJECT ACTIVITIES
  • REVIEWING CANDIDATES TO IMPLEMENT MODEL HOSPITAL
    VISION
  • DEVELOPING PARTNERING RELATIONSHIPS TO DELIVER
    SERVICES
  • REVIEWING SOFTWARE SYSTEMS IN CHINA AND OTHER
    COUNTRIES TO DEFINE THE BEST SOFTWARE AVAILABLE
    FOR IMPLEMENTATION IN CHINA TO PARTNER ON I.T.
    PROJECTS FOR HOSPITAL CLIENTS

10
CEIBS HOSPITAL MANAGEMENT PROGRAM
  • THE U.S. HEALTHCARE INDUSTRY AND ITS USE OF
    INFORMATION TECHNOLOGY

11
HEALTHCARE COST AS A PERCENT OF GDP
GDP 1970- 2004 (not 75) 75.1 245.8 426.8 696.
0 990.3 1,299.5 1,877.6
1,877.6
1,299.5
990.3
696.0
426.8
245.8
75.1
SOURCE CENTERS FOR MEDICARE AND MEDICAID
SERVICES
12
OPPORTUNITIES TO IMPROVE THE HEALTHCARE DELIVERY
PROCESS HAVE BEEN PURSUED FOR MANY YEARS
  • GREAT REDUNDANCY OF INFORMATION
  • HIGH ERROR POTENTIAL
  • LACK OF TIMELINESS
  • HIGH COST
  • ORGANIZATION COMPLEXITY

13
4 GENERATIONS OF I.T. SYSTEMS IN U.S. HOSPITALS
  • FINANCE SYSTEMS (1970s)
  • LIMITED CLINICAL SYSTEMS (LATE 1970s AND 1980s)
  • MORE ADVANCED CLINICAL SYSTEMS (1990s)
  • ELECTRONIC HEALTH RECORDS (2000s)

14
H.I.T. MARKET TRENDS ( IN BILLIONS)
in billions
30.5
28.0
25.8
23.6
21.6
20.0
19.0
18.5
16.0
13.6
11.6
10.0
8.5
7.5
Actual
Forecast 2006
ANNUAL GROWTH RATE
17.6
15.6
2.7
8.0
5.2
9.3
9.3
8.9
8.9
17.2
16.0
17.6
13.3
6.7
SOURCE SHELDON I. DORENFEST ASSOCIATES, LTD.
15
HEALTHCARE REFORM BROUGHT INTEGRATED DELIVERY AND
MANAGED CARE
16
HOW DID SOFTWARE SUPPLIERS DESCRIBE THEIR
PRODUCTS IN THE 1990s?
17
HOW DID SOFTWARE SUPPLIERS DESCRIBE THEIR
PRODUCTS IN THE 1990s?
18
WHAT IS TODAYS TYPICAL SITUATION AT USER SITES?
  • STILL MANY MANUAL RECORDS
  • ERROR PRONE WORK PROCESSES
  • POOR IMPLEMENTATION AND USE OF I.T. HAS RESULTED
    IN A LARGE AMOUNT OF WORK PROCESS CONVOLUTIONS,
    TANGLES, REDUNDANCY, AND DUPLICATION
  • LEGACY SYSTEMS IN PLACE ARE VERY OLD
  • OVERSIMPLIFICATION OF AND MISUNDERSTANDING ABOUT
    WHAT TO DO NEXT

19
U.S. HAS MADE MUCH PROGRESS
  • TODAY OVER 100 HOSPITALS HAVE IMPLEMENTED CPR
    WITH CPOE
  • MANY OTHERS ARE IMPLEMENTING CPR AND CPOE RIGHT
    NOW
  • I.T. IS A MAJOR TOOL FOR IMPROVING HOSPITAL
    PERFORMANCE

20
BUT U.S. HOSPITALS HAVE BEEN INEFFICIENT INVESTORS
  • OVERSIMPLIFICATION OF I.T. INVESTMENT
    CONSIDERATIONS (I.E., DID NOT KNOW WHAT THEY DID
    NOT KNOW)
  • POOR PROJECT PLANNING
  • IMPROPER ASSESSMENT OF SOFTWARE PRODUCT
    CAPABILITIES
  • IMPLEMENTED A SERIES OF 1/2 SYSTEMS WITHOUT
    PROPERLY REDESIGNING THE WORK PROCESS
  • INDUSTRY MANAGEMENT DID NOT LEARN ENOUGH FROM
    PAST MISTAKES, AND THEREFORE, CONTINUED TO REPEAT
    THE SAME MISTAKES
  • THIS LEFT THE NATION WITH REDUNDANT, CONVOLUTED,
    EXPENSIVE, ERROR PRONE WORK PROCESSES THAT
    PRESENTLY CRIPPLE THE COUNTRYS HEALTHCARE SYSTEM

21
THE KEY DRIVERS OF U.S. H.I.T. MARKET GROWTH IN
2004-2005
  • COMPUTERIZED PATIENT RECORDS (CPR/EMR/EHR)
  • COMPUTERIZED PHYSICIAN ORDER ENTRY (CPOE)
  • MEDICATION MANAGEMENT SYSTEMS
  • PATIENT SAFETY IMPROVEMENTS
  • REDUCING MEDICAL ERRORS
  • IMPROVING CLINICAL WORK PROCESSES
  • PICTURE ARCHIVING COMPUTER SYSTEMS (PACS)
  • SPECIALTY DEPARTMENT INFORMATION SYSTEMS
  • EMERGENCY DEPARTMENT (EDIS) SURGERY (SIS)
  • PHARMACY (PIS) RADIOLOGY (RIS)
  • NUMEROUS OTHER CLINICAL AND FINANCIAL SYSTEMS
  • PATIENT DATA SECURITY (HIPAA, ETC)
  • RHIOs EMERGE TO SHARE ELECTRONIC PATIENT DATA

22
CEIBS HOSPITAL MANAGEMENT PROGRAM
  • OVERVIEW OF H.I.T. STATUS IN CHINA

23
INTRODUCTION TO CHINA
  • WHEN I FIRST CAME TO STUDY THE HEALTHCARE
    INDUSTRY IN CHINA IN LATE 2004, ATTITUDES TOWARD
    H.I.T. WERE VERY CONSERVATIVE
  • HOSPITAL MANAGEMENT WAS NOT HAPPY WITH I.T.
    SYSTEMS IN USE
  • FUNCTIONALITY OF APPLICATION SOFTWARE AVAILABLE
    FOR PURCHASE IN CHINA WAS VERY LIMITED AND THE
    MOST FUNCTIONAL SYSTEMS WERE SELF-DEVELOPED
  • THE SKILLS TO MANAGE MAJOR I.T. UPGRADES WERE
    FELT TO BE IN SHORT SUPPLY
  • AS A RESULT, HOSPITAL MANAGEMENT WAS HESITANT TO
    MAKE MAJOR UPGRADES TO I.T. SYSTEMS
  • AT THAT TIME, THERE WAS VERY LIMITED BUYING OF
    MAJOR NEW I.T. SYSTEMS IN CHINESE HOSPITALS
  • DURING THE PAST 2 YEARS, THE SITUATION HAS
    CHANGED
  • MANY HOSPITALS ARE CONSIDERING MAJOR UPGRADES OF
    I.T. SYSTEMS
  • BIG BUDGETS ARE STARTING TO BECOME AVAILABLE TO
    MOVE TOWARD DIGITAL HOSPITALS WITH ELECTRONIC
    MEDICAL RECORDS, PACS AND OTHER SYSTEMS
  • BUT WEAK APPLICATION SOFTWARE AND IMPLEMENTATION
    SKILLS ARE DELAYING PROGRESS

24
CHINA HEALTHCARE AND I.T. USE HAS SIMILARITIES TO
THE U.S. IN THE 1970s
  • CHINA SPENDS 6.0 OF ITS GDP ON HEALTHCARE (800
    BILLION RMB OR APPROXIMATELY 100 BILLION)
    COMPARED TO U.S. SPENDING ON HEALTHCARE IN 1970
    OF 7 GDP (75 BILLION)
  • MOST HOSPITALS IN CHINA USE I.T. SOFTWARE FOR
    FINANCIAL SYSTEMS
  • I.T. USE IN CLINICAL SYSTEMS HAS EMERGED ON A
    DEPARTMENTAL BASIS
  • SOME HOSPITALS HAVE ACCOMPLISHED MORE ADVANCED
    SYSTEMS WITH MUCH CLINICAL FUNCTION AUTOMATED
    USUALLY THROUGH USE OF SELF-DEVELOPED SOFTWARE
  • POOR INTEGRATION OF DIVERSE SOFTWARE SYSTEMS
    CREATES PROBLEMS AS I.T. USE EXPANDS
  • THE HARDWARE AND NETWORKING CAPABILITY AVAILABLE
    TO HOSPITALS IN 2005 IS MUCH BETTER THAN IT WAS
    IN 1970s IN THE U.S. BUT SOFTWARE AVAILABLE FOR
    CHINESE HOSPITALS TO AUTOMATE CLINICAL PROCESSES
    IS IN ITS INFANCY

25
CHINA HEALTHCARE AND I.T. USE HAS SIMILARITIES TO
THE U.S. IN THE 1970s (Continued)
  • CHINA HOSPITAL WORK PROCESSES ARE REDUNDANT AND
    ERROR PRONE WITH GREAT OPPORTUNITIES FOR
    IMPROVEMENT THROUGH APPROPRIATE USE OF I.T.
  • CHINESE HOSPITALS WOULD LIKE TO TAKE A BIG LEAP
    FORWARD IN IMPROVING WORK PROCESSES AND IN
    DIGITIZING ITS HOSPITALS
  • THE MINISTRY OF HEALTHS GUIDELINES FOR HEALTH
    I.T. DEVELOPMENT (2003-2010) CALLS FOR ELECTRONIC
    MEDICAL RECORDS AND REGIONAL HEALTH NETWORKS TO
    BE IMPLEMENTED PROVIDING MUCH MOMENTUM FOR
    HOSPITALS AND HEALTH BUREAUS TO INVEST MORE IN
    I.T. NOW
  • CHINA HAS NOT INVESTED A LOT OF RESOURCES IN I.T.
    SYSTEMS AND INFRASTRUCTURE TO GET TO ITS PRESENT
    LEVEL OF I.T. USE. WHILE CHINA WOULD LIKE TO
    CONTINUE THIS APPROACH AS IT TAKES ITS NEXT STEPS
    FORWARD, CHINAS I.T. GOALS WILL REQUIRE GREATER
    INVESTMENT

26
CHINA HEALTHCARE AND I.T. USE HAS SIMILARITIES TO
THE U.S. IN THE 1970s (Continued)
  • THERE IS CONCERN AMONG H.I.T. EXPERTS IN CHINA
    ABOUT THE READINESS OF H.I.T. SOFTWARE PRODUCTS,
    HARDWARE PLATFORMS, AND INTEGRATION TOOLS TO
    FACILITATE THE ACCOMPLISHMENT OF CHINAS GOALS
  • THERE IS ALSO DEVELOPING CONCERN AMONG H.I.T.
    EXPERTS IN CHINA ABOUT THE IMPLEMENTATION SKILL
    AND EXPERIENCE AVAILABLE IN CHINA TO TAKE THIS
    BIG LEAP FORWARD THAT IS NOW UNDERWAY
  • SO CHINESE HOSPITALS AND HEALTH BUREAUS ARE
    CAREFULLY CONSIDERING HOW TO TAKE THEIR NEXT
    STEPS SUCCESSFULLY
  • FOR CHINA TO ACCOMPLISH ITS OBJECTIVE
    SUCCESSFULLY REQUIRES THE FOLLOWING
  • OVERCOMING RESISTANCE TO CHANGE
  • KNOWING HOW TO MANAGE CHANGE
  • LEARNING FROM THE U.S. EXPERIENCE
  • DOING MORE OF WHAT THE U.S. DID RIGHT AND NOT
    MAKING U.S. MISTAKES
  • DEVELOPING EXPERTISE IN AREAS OF NEED

27
CEIBS HOSPITAL MANAGEMENT PROGRAM
  • A GOOD APPROACH TO SUCCESSFULLY IMPLEMENTING
    MAJOR I.T. UPGRADES

28
THE PROJECT SHOULD BE DONE IN PHASES
  1. STRATEGIC PLAN
  2. SYSTEM SELECTION WITH FINAL IMPLEMENTATION
    PLAN
  3. SYSTEM IMPLEMENTATION

29
STRATEGIC PLANNING PHASE
  • ESTABLISH A PLANNING COMMITTEE
  • GAIN THOROUGH UNDERSTANDING OF THE CURRENT
    OPERATIONS AND WORK FLOW OF THE HOSPITAL
  • IDENTIFY OPPORTUNITIES TO IMPROVE OPERATIONS AND
    WORK FLOW THROUGH NEW I.T. SYSTEMS
  • DEFINE THE VALUE OF THE OPPORTUNITIES FOR
    IMPROVEMENT IN TERMS OF THE FOLLOWING AREAS
  • REVENUE IMPROVEMENT
  • TIME SAVINGS
  • OTHER COST REDUCTION
  • REDUCTION OF ERRORS
  • OTHER QUALITY OF CARE IMPROVEMENTS
  • RAISING LEVEL OF PATIENT SATISFACTION
  • SELECT THE HIGHEST PRIORITY IMPROVEMENTS FOR
    IMPLEMENTATION
  • DEFINE THE NEEDED I.T. SYSTEMS AND CHANGES IN
    WORK FLOW PROCESSES TO ACCOMPLISH THE
    IMPROVEMENTS
  • DEFINE USER ATTITUDES TOWARD AND TECHNICAL
    LIMITATIONS OF CURRENT I.T. SYSTEMS AND DETERMINE
    REPLACEMENT REQUIREMENTS

30
STRATEGIC PLANNING PHASE (CONTINUED)
  1. DECIDE WHETHER TO BUY OR DEVELOP THE I.T. SYSTEM
    UPGRADE
  2. PROVIDE THE NECESSARY EDUCATION TO HOSPITAL
    MANAGEMENT, PHYSICIANS, I.T. USERS, AND I.T.
    STAFF SO THAT THEY CAN BETTER UNDERSTAND THE
    REQUIREMENTS TO SUCCESSFULLY MANAGE THE CHANGE
  3. CREATE AN ECONOMIC ANALYSIS SUMMARIZING EXPECTED
    COSTS AND BENEFITS OF THE CHANGE PROGRAM
  4. GAIN GENERAL APPROVAL FROM HOSPITAL MANAGEMENT
    TEAM
  5. FINALIZE A STRATEGIC PLAN TO IMPLEMENT THE
    OPERATIONS IMPROVEMENT PROGRAM

31
SYSTEM SELECTION AND IMPLEMENTATION PLAN PHASE
  1. ESTABLISH A SELECTION COMMITTEE OF KEY USERS,
    I.T. PERSONNEL, AND MANAGEMENT
  2. PREPARE A FUNCTIONAL REQUIREMENTS DOCUMENT
    DEFINING THE OBJECTIVES, FEATURES, TECHNICAL
    REQUIREMENTS, AND ANY OTHER KEY CHARACTERISTICS
    OF THE NEW SYSTEM
  3. PREPARE A TENDER REQUEST (REQUEST FOR VENDOR
    PROPOSALS)
  4. DEVELOP EVALUATION CRITERIA AND APPROACH
  5. COMPARE AND EVALUATE PROPOSALS
  6. FOR LEADING SUPPLIERS CONDUCT VENDOR
    SYSTEM DEMONSTRATIONS USING PREPARED SCRIPTS
    CONDUCT TELEPHONE REFERENCE CHECKS CONDUCT
    USER SITE VISITS

32
SYSTEM SELECTION AND IMPLEMENTATION PLAN PHASE
(CONTINUED)
  1. MAKE FINAL SELECTION
  2. BEGIN NEGOTIATING CONTRACT
  3. DEVELOP DETAILED IMPLEMENTATION PLAN WITH OVERALL
    GOALS, ORGANIZATIONAL REQUIREMENTS, SPECIFIC
    TASKS, TIMETABLE BY TASK, AND STAFFING
    RESPONSIBILITY FOR EACH TASK
  4. DEVELOP MANAGEMENT PROCESS FOR OVERSEEING THE
    IMPLEMENTATION
  5. FINALIZE THE CONTRACT

33
SYSTEM IMPLEMENTATION
  • START IMPLEMENTING PLAN
  • MONITOR RESULTS
  • MAKE NECESSARY ADJUSTMENTS AND REVISIONS
  • KEEP A CLOSE WATCH ON PROGRESS TO MAKE SURE YOU
    AVOID MAJOR PROBLEMS

34
  • THANK YOU.
  • FOR MORE INFORMATION CONTACT
  • SHELDON I. DORENFEST
  • THE DORENFEST CHINA HEALTHCARE GROUP
  • JINGHAI ROAD NO. 3288, BUILDING 4, SUITE 3302
  • PUDONG, SHANGHAI
  • PHONE 13816109802
  • WEB SITE ADDRESS www.dorenfest.com
  • E-MAIL ADDRESS info_at_dorenfest.com
  • SHELDONS E-MAIL ADDRESS sheldon_at_dorenfest.com
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