Company
MedLife is the largest private medical services suppler in Romania, which is constantly addressing the most demanding and complex healthcare needs. It currently operates in 9 MedLife Hyper clinics in Bucharest, Timisoara, Brasov and Arad, 8 medical laboratories, 6 mono and multidisciplinary hospitals in Bucharest, Brasov and Arad, 3 maternity hospitals in Bucharest and across the country, 8 excellence medical centers with unique specializations, 6 pharmacies (PharmaLife network), and has collaborations with 135 partner across Romania.
Challenge
To manage its business, MedLife used different software solutions, which did not allow an integrated management of the entire medical activity, as well as the financial-accounting and reporting one. Top management lacked a clear picture of the business performance and had no comprehensive information at disposal to support the decision making processes.
In 2011, MedLife concluded a partnership with TotalSoft for the implementation of an end-to-end medical software solution. The approach was part of a larger investment plan according to which MedLife would extend the business and ensure, among other services, the establishment of several private hospitals in Bucharest and across the country, as well as the establishment of the first private hospital in Romania to include an emergency unit.
Solution
The software platform provided by TotalSoft is based on four components: Charisma Medical Software and Charisma ERP – they will integrate the entire medical activity with the economic one in order to obtain a full automated workflow, Charisma HCM – it will manage the HR & Payroll activities for 1,500 employees, and a customer relationship management system developed on Microsoft technology. By integrating all components into a single platform, MedLife will benefit from high quality business performance overview and enhanced data security.
” Switching from a software application suite, which has successfully supported our work up to a certain level, to an integrated information system was a necessary change to support the development strategy of MedLife. The new system will improve the company’s information system, providing a single data base of all patients and their flows within the medical unit, their appointments and analysis undertaken, as well as financial or customer relationship information.” Stated Nicolae Marcu, General Manager at MedLife.
Results
The benefits of the implementation have become soon visible across the entire network: from top management to medical, commercial and administrative staff.
Benefits of the medical staff:
Laboratory test results in real time, regardless of the location of the laboratory that processes data;
By integrating the system with the analyzers used in medical unit, Medlife automated the work instructions, fastened the delivery of results and eliminated human errors;
Medical tests processing time has was shortened;
The medical unit workflows were automated. All medical services performed by physicians can be confirmed directly in the Appointments module, while medical fees are collected automatically;
The Subscription module allows an instant check of the medical services afferent to a patient;
By integrating the Pharmacy module with the Hospital one, all consumables needed by the medical unit can be instantly invoiced to their purchase prices;
The manual effort and redundant work necessary for submitting reports to CNAS and DRG were eliminated.
Benefits of the top management:
Real time reporting both at operational and managerial level; possibility to create customized dynamic reports;
Subscribers can choose and Medlife clinic, based on appointments;
Invoicing is done automatically by the system (for customers and partners), as well as recording the invoices in the financial-accounting modules;
The system can be configured to issue and send invoices at a certain date via e-mail;
Revenue and expense reports are extremely detailed (up to patient level);
The application interfaces are user-friendly and tailored for Reception & Call Center staff.
Case study written in 2014