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2 . While there is a tested process in place that ’ s proven effective , every onboarding is different . The goal is that the dedicated implementation team continues to improve , looks for ways to finetune the process , and establishes more and more ways to efficiently collaborate with customers .
Common Challenges During Implementation The biggest challenge to the implementation process is " bad "— inaccurate , inconsistent , or irrelevant — data , or at least the inability on the customer side to help the team understand or leverage the data . For any successful onboarding , the process must be data driven , because not only is this important for positive change management , but data feeds inventory management , logistics , operations , etc .
Once there is access , the data can be cleansed and optimized . The team also works with the customer to enable a streamlined digital transition from a previous vendor to the new vendor — at least a couple weeks before the “ Go Live ” of the new distribution partnership . It is essential that the right resources and time are allotted for that process or there will be significant transactional issues . If the two systems aren ’ t communicating properly , there will be
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“ We have a built a tried and tested process that focuses on communication and collaboration . Our ability to use data to plan and forecast allows for a successful transition . By adhering to our timeline milestones , we secure inventory in a timely manner and allow our operations and logistics team adequate time to receive the product , break it down to the right unit of measure and deliver to the system without delays .”
— Mina Rezk , vice president of sales administration , Medline
disruptions in service . Testing with the EDI ( electronic data interchange ) team is also critical to this process . The other important consideration is sticking to a meticulous strategy for timing .
Ensuring a Smooth Transition Medline ’ s implementation philosophy is “ management by exception ”— a strategy that involves intervening only when there are significant deviations from planned outcomes . The goal is that the team can take care of everything , so there ’ s no action needed on the customer side . A 200-step process is followed by the implementation team , and only about
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10 % of these tasks are assigned to customers . So many customers are nervous about change management , assuming that the majority of work will fall to them .
Medline believes it is their responsibility to take care of 90 + percent of the work to ensure the transition goes through without disruption . The prime vendor analysts on the team provide onsite support focused specifically on inventory forecasting management and national brand contract and pricing management . This expertise is incredibly valuable to the transition .
When Medline became a prime vendor for University of Utah Health , the collaboration was important to both sides . Mark Fawson , director of material services at University of Utah Health , suggested that “ actively listening to one another ; ensuring proper setup of delivery schedules at multiple locations ; picking , packing , shipping product accurately and neatly ; implementing new best practices and processes ; and offering suggestions for improvement to one another ’ s operations all contributed to a successful and seamless transition .”
Change management in healthcare can be extremely challenging and has a downstream impact on everybody involved in the system . Mina
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“ I am genuinely grateful for the planning and support that facilitated a smooth transition to a new distribution partner . Change of that magnitude can be difficult , but it was an easy transition , thanks to the impact of effective change management from both the University of Utah and the Medline teams . With the right teams in place , we could address issues head on and find solutions quickly . Overall , I was pleased with Medline ’ s commitment to excellence during the transition and their ‘ run toward the problem ’ mentality .”
— Mark Fawson , MBA , BSN , RN , CMRP , director of material services , University of Utah Health
Rezk , vice president of sales administration at Medline , remarks , “ We have built processes and milestones based on our experiences , and while we try to anticipate all of the steps , we understand that every transition has it ’ s nuances .” Every single customer is different , the data ’ s different , the personalities are different , and the appetite to take on change is different . Customization on each project and aligning with
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