Cover Sheet

Course/Unit Information
Course Post Graduate Extended Diploma – UCAM/CIQ
Unit No. Unit 203
Unit Name Operations Management
Unit code UCAM/CIQ/203
Batch

Instructor Information
Name Sample Assignment
Phone Sample Assignment
Email Sample Assignment

Assignment Information
Full/ Part Assignment Full Assignment
Date Assignment Issued Sample Assignment
Date Assignment Due Sample Assignment
Turnitin Class ID Sample Assignment
Enrollment key Sample Assignment

Student Information
(To be filled by the student prior submitting the assignment)
Name Sample Assignment
Email Sample Assignment
Date of Submission Sample Assignment

1
 Student Declaration

I, Sample Assignment hereby confirm that this assignment is my own work and not copied
or plagiarized. It has not previously been submitted as part of any assessment for this
qualification. All the sources, from which information has been obtained for this
assignment, have been referenced as per Harvard Referencing format. I further confirm
that I have read and understood the Westford rules and regulations about plagiarism and
copying and agree to be bound by them.

Students Signature : Sample Assignment

Student Name : Sample Assignment

Date : Sample Assignment

Turnitin Screenshot :

2
 Learning Outcomes and Assessment Feedback

Module
Code & UCAM/CIQ/203 Operations Management
Title
Module Learning Outcomes
LO1 Know the various tools, techniques and apply suitable tools and techniques in
different alternative scenarios of Operations Management
LO2 Apply information management techniques and evaluate them in context of
operational functions to achieve competitive advantage and make the organization
globally competitive
LO3 Apply and critically evaluate the importance of project management to given
business situations (Using PERT / CPM).
LO4 Demonstrate operations strategy in domestic and global context, and evaluate how
the use of technology has impacted the operational functions
Assessment Types Marks Marks Achieved

Report on Chosen Organizational Scenario 50

(Task 1A)

Presentation (Task 1B) 20

Project Plan for a Business Scenario 30

Overall Score 100

Overall Grade

Date

Summative Feedback:

Overall Feedback on
current work with
emphasis on how the

3
student can further
improve in future.

Marks Grade
70 to 100 A - Distinction
60 to 69 B - Merit
50 to 59 Pass
40 to 49 Fail with Resubmit
0 to 39 Fail with Retake

General Guidelines
(Please read the instructions carefully)

1. Complete the title page with all necessary student details and ensure that the signature
of the student is marked in the declaration form.
2. All assignments must be submitted as an electronic document in MS Word to the LMS
(Use 12 Times New Roman script).
3. Assignment that is not submitted to the LMS by the prescribed deadline will be
accepted ONLY under the REDO and RESIT submission policy of Westford.
4. The results are declared only if the student has met the mandatory attendance
requirement of 75% and/or a minimum of 50% under extenuating circumstances
approved and ratified by the Academic Director.
5. The assignment should not contain any contents including references cited from
websites likewww.ukessays.com, www.studymode.com, www.slideshare.net ,
www.scribd.com.
6. Students can refer Wikipedia as a source of information, but the references cited
in Wikipedia has to be mentioned.
7. Submit the assignment in a MS Word document with the file name being:
First Name Last Name_ abbreviation of the subject.
Example: John Smith_OM.

Quick reference Checklist for the Faculty/Instructor to accept/reject the assignment

before evaluation:

1. Adherence to the deadline of submission date.

2. Original cover sheet and format retained.

4
 3. Student information and signature intact.
4. Font style and size used as instructed.
5. Harvard Referencing System and Citations are strictly followed.

Assignment Task 1A: [50 Marks] – Project Format

Read the following Scenario, and prepare a report with the guidelines provided.

Scenario:The learner is acting as an internal quality consultant for a chosen

organization (preferably where the learner is currently working or any other chosen
organization in mutual consultation with the instructor). The learner is required to look
to explore supply chain strategies, operations management principles/ strategies and
quality management systems within the organization against the organization’s long
term direction.
The report should include the following and written in word format :
1. Introduction of the Chosen Organization is required. The student must then
highlight the operations principles that they think are most important to the
enterprise. These principles must be justified. The operations strategy of the firm
must be discussed explaining its alignment with the current corporate strategy of
the organization. A definition of the inputs, transformation process and output
elements of the operations must be presented with a brief overview of the
operations challenges the firm now faces. [8 Marks]

2. A review of the operations strategy of the organization, exploring the current

and long term solution to address the challenges the firm is experiencing. The
solutions must discuss the internal and external influences that would have led
to the need for such action. Drawing from the experiences of other organizations
here would add value to your answer. [12 marks]

3. Supply chain management, like other business functions, is a supporting arm of

the operations strategy. Here the student must explore at least 3 SCM strategies
which are likely to contribute to a successful and or more profitable enterprise.
Each recommendation must be justified, considering the current position of the
organization. Again, we encourage students to draw from the examples of other
firms, sharing their experiences in relation to the question. [12 marks]
5
 4. Students must discuss quality management approaches, highlighting various
ways, through examples, in which a quality mindset can add value to the
operations at their chosen organization. Students are required to explore several
quality management tools (both offline and online) in the discussion, while
exploring quality’s contribution towards a leaner enterprise. Even though you are
writing in the context of the organization, you are encouraged to draw from the
examples of other firms, sharing their experiences in relation to the question. [10
marks]
5. Discuss how an AI (big data driven) platform can further enhance the overall
business operations. You must also discuss the business exposure and risks such
initiatives could have on the operations strategy of your organization proposing
workable solutions to address them. Even though you are writing in the context
of the organization, you are encouraged to draw from the examples of other firms,
sharing their experiences in relation to the question. [8 marks]

6. References and writing style: You must strictly adhere to the Harvard
Referencing System Format and present the report in an Essay type format where
applicable.

The report shall not exceed 4,000 words and should include relevant examples and
illustrations.

Task 1B[20 Marks] – Presentation

Learners must design and present to the Board of Directors, a PowerPoint presentation,
briefly answering the following questions.

● A brief insight on the operations challenges currently faced by the

organization and an overview of the operations performance criteria that
matters most for the firm
● Proposed operations strategy and solutions for the firm while giving
examples of the successes of other organizations.
● Highlight the Macro and internal influences that also drove the need for
a change in the current operations strategy.

6
 ● Supply chain and quality strategies you think will contribute towards
addressing the operations challenges and why you think they will

● What attributes the operations manager should have for a successful

turnaround of the enterprise and how would these attributes also
contribute to the corporate strategy of the firm.
A total of 10 minutes will be assigned for each presentation, with an additional 5 minutes
for questions-answers session. Marks are allocated for content, engagement, delivery
and Q & A.[20 Marks]

Assignment Task - 2: [30 Marks] – Project Plan

Propose and design a Project Plan for the implementation of AI software to enhance the
chosen organization’s proposals to help improve operations in Task 1. Discuss how the
project plan will impact the overall strategic objectives of the organization.
The project plan must be an active plan where the student is encouraged to make real life
assumptions and not just engage the reader in theory. The plan should define the
following :
● Project objectives
● Organizations objectives
● Project scope
● Project assumptions
● Project roles and responsibilities
● Timeline with Gantt charts
● Risk management with populated template
● Stakeholder management with populated matrix
● Project funding
● Other areas can be discussed

Assuming that below are the stages for your project plan re the implementation of
the new software, you must design a PERT diagram showing its Critical path. You
7
must highlight the drawbacks of applying PERT in the project and recommend ways
of mitigating them.

Activity Description Immediate Estimated duration

predecessors
A Stakeholder meeting - 2 weeks
B Training of power users A 4 weeks
C Installation of hardware B 10 weeks
D Testing of hardware C 6 weeks
E Certification and approvals C 4 weeks
F Installation of software –P1 E 5 weeks
G Installation of software – P2 D 7 weeks
H Software testing E,G 9 weeks
I Software configuration C 7 weeks
J Cloud setup F,I 8 weeks
K Change management exe. J 4 weeks
L SOP changes J 5 weeks
M Going live in stages H 2 weeks
N Post mortem and problem K,L 6 weeks
solving

The report shall not exceed 2,000 words and should include relevant examples and
illustrations.

8
ASSIGNMENT TASK 1A
Question 1

Allied Medical Center is the leading provider of diagnostic imaging services in Dubai,
reinforced with internal clinical services to provide one-stop healthcare solutions. Boasting
22 years of excellence in Healthcare(Allied Medical Center, 2016) with a network of
facilities in GCC and UK under (Saudi Medicare Company, 2017) and (UME Group, 2017)
umbrellas, the organization is renowned for innovative technology and clinical expertise
with a patient centric approach (Allied Medical Center, 2016). Sub -specialty
cardiovascular and breast care services are among the key premium services offered to the
highest international standards, led by a team of highly trained consultant radiologists
(Allied Medical Center, 2016).

In a complex healthcare environment, several operations principles app ly. Quality

assurance forms the most important performance criteria for any healthcare facility,
especially with provision of diagnostic imaging. High resolution image quality is required
for accurate reporting and regular equipment calibration tests are p erformed. Peer review
of reports should be done to ensure accuracy and adherence to international radiology
protocols (Harvey, et al., 2016). Researcher feels that without quality assurance, medical
legal risk increases significantly.
Furthermore, high quality standards are strictly monitored through local legislation and
noncompliance could lead to excessive fines and temporary closure. Dubai Health
Authority (DHA, 2019) carries out regular unannounced inspections to ensure quality
criteria are met while Federal Authority for NuclearRegulation (FANR, 2019) carries out
quarterly audits to ensure radiation safety standards are adhered to.
In addition, increasing quality will decrease operational cost and lead to customer
satisfaction and loyalty (Slack, et al., 2013). In a polyclinic setup, poor quality images and
reports will result in free of charge rescanning. Diagnostic imaging procedures are costly
and valuable time slots will be lost with a negative impact on revenue. Referring clinicians
and customers alike will be dissatisfied. Medical legal implications may occur where
radiation is applicable.
Another vital performance principle for medicaldiagnosis is speed.It is essential to
minimize turnaround times from appointment requests to treatment. It is both technical and
human resource dependable. Obtaining insurance approvals can be a timely process and
delay service delivery if not managed properly. Researcher feels that communication and
smooth workflow processes between departments are vital to ensure a smooth operational
flow and gap analysis must be done continuously. Furthermore, cardiovascular disease and
breast cancer are often linked to early diagnosis and speed is an important element for
survival. Delay in diagnosis of breast disease not only impacts the survival rate, but also
leads to more intense disease management options (Unger-Saldaña & Infante-Castañeda,
9
2008). Ideally the time from initial consultation to beginning of treatment should not
exceed 30 days. Several imaging studies, biopsy procedures and possible surgery will be
required within this timeframe.
Predicting too far ahead increases risk and speed plays an important role to minimize
forecast time (Slack, et al., 2013). The Researcher feels that in healthcare, it is essential to
predict market conditions in advance to properly plan for timely service delivery. Seasonal
trends influence operational planning and during peak seasons more staff will be required
to meet the demand for timely service delivery. During off-peak summer holidays the
desired turnaround times can be managed sufficiently with fewer resources.
Flexibility is an operations principle often required within healthcare to fit emergency
patients in between routine appointment slots or to provide verbal reports prior to releasing
written reports for faster diagnosis. Being flexible during unforeseen ci rcumstances will
ensure continuation of services (Slack, et al., 2013). Employees are also required to be
flexible on short notice for additional coverage should a colleague call in sick
foroperational efficiency. Moreover, without flexibility to obtain paperwork post rather
than prior to appointments can result in a domino effect. Delays will put unnecessary
pressure on medical staff to catch up with their schedules. Researcher feels that even
though required, there is a limit to the amount of flexibility within healthcare and it must
be controlled strictly. Accepting too many walk-ins or patients that come late will result in
other patients being negatively affected. Keeping one happy may lead to several other
unsatisfied customers. Flexibility is also a financial risk as insurance providers will not pay
without required paperwork submitted on the same day of an appointment.
Lacking reliability, the other performance criteria will become irrelevant (Slack, et al.,
2013). Researcher agrees that in healthcare dependability is essential and no matter how
good the quality, if the diagnosis is not timely or a patient cannot get an appointment, they
will go elsewhere. Continuous unreliability will lead to customers choosing competitors by
default.
Furthermore, cost is an important operations principle in a very price sensitive market with
aggressive competitors. It is important to keep operating cost to a minimal in order to
enable competitive pricing (Slack, et al., 2013). Researcher feels that technology and
medical resources come at a high cost therefore alternative measures to reduce cost, such
as paperless processes and strategic partnerships must be applied.

Effective operations are vital in achieving competitive advantage and operations strategies
play an important role in achieving the organization’s objectives. In line with the corporate
strategy for continuous growth and recognition as leading provider of radiology services,
the key objective for the operations strategy is to deliver a profitable, fast and accurate
diagnostic service that is on par with international standards (Allied Medical Center, 2016).
The aim of operations is to keep operating costs low without compromise on quality and
service delivery, to enable competitive pricing. The processes making up the operations
function must be designed and executed in a way that is effective in delivering the desired
10
 outputs and continuous improvement. Figure 1 demonstrates the input, transformational
process and desired output in the organization.

INPUT TRANSFORMATION OUTPUT

Customers PROCESS Diagnosis
Employees Consultations Treatment
Suppliers Diagnostic Imaging Customer Satisfaction
Pharmaceuticals Procedures Health Status
Equipment Blood Tests Disease management
Laboratory Interpretation Reports
IT Systems Scheduling Appointments
Insurance Pre-approvals Approvals

Figure 1: Input, transformation, output process; Source: Personal collection

Dubai is flooded with healthcare facilities and competitor actions are very aggressive to
secure market share by providing cheap, inferior quality services through low cost
equipment and recruitment of junior medical staff. Cost is growing and these strategic
pricing structures are making it increasingly difficult to provide quality high -end services.

Question 2

The operations strategy is influenced by financial, technological and human resources.

High operational cost is a main factor in the current challenges the organization is facing
with doctors being the highest paid. Specialist Radiologists earn between AED75,000 to
AED80,000 per month and general doctors around AED40,000 in addition to compulsory
employee benefits (Sahoo, 2013). Replacing salaried doctors with a higher number of
community-based doctors on a revenue sharing basis will provide better coverage at lower
cost. Dubai London Clinics is expanding their service provision through tie-ups with
community-based doctors (Dubai London Clinics, 2017). Researcher feels that most
hospitals and private clinics follow the same practice now in Dubai and salaried doctors
are no longer the norm. This strategy motivates doctors to focus on revenue achievements
and increase their productivity while keeping the organization’s overhead cost low.
(NMC Healthcare, 2018) and Mediclinic Middle East (Hadley, 2018) are at the forefront
of procuring hospitals and clinics to increase geographical reach and distinct services
(Alpen Capital Investment Banking, 2018). Strategic mergers and acquisition of renowned

11
private clinics with valued physicians and high client following took place over the last
year as part of their expansion plans to increase their footprint. Radiology service lines are
referral dependent and highly affected by the loss of referral centers triggered by mergers
& acquisitions of large healthcare groups to expand their reach as key referrers are now
absorbed in hospital settings with in-house radiology service provision (Alpen Capital
Investment Banking, 2018). Aggressive marketing actions are required to lock-in new
referrers and recover market share in the short-term. Researcher feels that by following suit
and forming strategic alliances to expand services lines, geographical reach and expertise,
long-term sustainability can be achieved. Divestiture will not only reduce cost and increase
footfalls, but also raise capital. Potential partnership is recommended with an aesthetics
group to merge and take over cosmetic service provision without any conflict of interest to
current services lines. Astrategic alliance is under discussion to introduce the first robotic
physiotherapy services in the UAE, which will strengthen the organizations position in the
market as a center of excellence. (Emirates Hospital, 2019) also tackled trials of having the
wrong specialist combination in their initial growth plan by joining forces with elite
consultants such as Dr Humeira Badsha, aligning her brand name with the group.
Collaboration with Wellwoman clinic with renowned breast surgeon and key referrer for
Allied Medical Center, Dr Houriya Kazim, was in their plans. This posed a great risk for
the organization’s business model and immediate action to intercept the negotiations to
acquire the Wellwoman clinic was taken in 2018. This is however a short-term solution
and investment in new technology to preserve the partnership long term will be required.
Furthermore, new entrants in the market and large players are investing in new technology
and adopting a poaching methodology as experienced medical staff is in high demand and
short supply. Manpower retention is increasingly difficult and operations face decline in
quality and service delivery with loss of staff (Sahoo, 2013). Researcher feels that staff
retention initiatives with pre-determined increments based on annual appraisals, training
programs and team building sessions will improve the loyalty factor. This will reduce loss
of skillset and increase quality.
Several macro environmental factors are influencing operations, further creating new
challenges. One of the tactics of the UAE Vision 2021 (UAE Government, 2018) is to have
all public and private healthcare facilities accredited to international quality standards with
a star rating similar to the hospitality industry (Gulf News, 2018). New developments are
now preferred over previously popular and densely populated areas regardless of their lack
of infrastructure (Alawadi & Benkraouda, 2017). The organization will not be issued a 5-
star rating irrespective of premium services unless it is upgraded to a center of excellence.
Controlled pricing structures will be implemented based on facility ratings in line with the
Dubai Health Strategy 2021 (Dubai HealthAuthority, 2019). Researcher feels that the
organization is at a disadvantage due to the current location in the “old” Dubai that has
been downgraded to a low-cost area with Dubai shifting towards the “new” Dubai and
investment will be required to relocate for long-term sustainability. Shareholders on the
other hand are reluctant to further invest putting pressure on the organization to maintain
12
self-sufficiency within current circumstances. An insurance mandate was already
introduced in Dubai which resulted in a very price sensitive insurance market with over 60
providers competing in the market and renegotiating lower tariffs with suppliers to develop
low premium plans and protect their loss ratio(U.S-U.A.E Business Council,
2018).Researcher notes that profit margins are highly affected as a result through either
loss of market share with restrictions implemented on higher tariffs to only premium
network acceptance or revenue underachievement through drop in tariffs.
Pharmaceutical companies are facing increased challenges to supply the drugs required for
an increased demand in Dubai, also influence the operations strategy. Strict governance on
contrast materials and vaccinations are limiting the import to a specific a pproved supplier,
often leaving organizations running out of stock. This has been a consistent issue in Dubai
over the last 5 years and parents are concerned as they fall behind on vaccination schedules.
Medcare and Prime hospital groups as well as Aster Healthcare faced the same issue of
shortage (Chaudary, 2015). Flu vaccinations are also a challenge to supply which has been
an ongoing concern within the community of Dubai (Sherif, 2019). Alternative generic
drugs cannot be used as it must be enlisted on the controlled Dubai Drug Code list and
insurance providers may only cover medication approved on the DDC list (Dubai Health
Authority, 2018). Researcher feels that forecast and strict stock control measures must be
maintained to ensure adequate supply for operational efficiencies and strategic partnerships
to ensure timely deliveries at low cost are essential.
Furthermore, the organization is faced with technological challenges as a result of obsolete
equipment that have reached their end of life cycle and even though the equipment are in
perfect working condition, the suppliers are no longer able to guarantee spare parts in case
of breakdown and third party suppliers need to be sourced that can maintain the equipment
and extend the equipment life. 2019 Arab Health Exhibition was set around new supreme
revolutionary diagnostic imaging technologies to be released in UAE including the new
Siemens Biomatrix MRI technology with added safety features and artificial
intelligence(Informa, 2019). During their “Big Reveal” event On 05 February19 at the Four
Seasons Resort, attended by the researcher, Siemens announced installation of this new
technology at Al Zahra Hospital, Fekeeh University Hospital and Clemenceau Medical
Center in 2019. HealthBay Polyclinic invested in new automated 3D breast ultrasound
technology, tomosynthesis 3D mammography and vacuum assisted breast biopsies to set
them apart as leaders in breast imaging (Healthbay, 2019). Mediclinic ME, American
Hospital and Al Zahra Hospital are continuously upgrading their imaging technology and
recognized as high quality service providers. Researcher feels thatinvestment in new
innovative technology will be necessary to maintain brand reputation as a premier
diagnostic imaging facility.
Question 3

Supply chain management is the incorporation of various business processes and external
and well as internal relations working in synergy to match supply and demand successfully
13
(Lambert & Cooper, 2000). SCM is defined in healthcare as managing the path that leads
to bringing the various links required for appropriate patient care at minimal cost to achieve
customer satisfaction. In a highly dynamic and competitive field where SCM is the second
highest cost to consider, it is increasingly difficult to provide high quality service while
decreasing costs (AbuKhousa, et al., 2014). Researcher feels that fluctuating consumer
trends and macro environmental factors in healthcare are often creating a bullwhip effect
and SCM needs to continuously adjust to changes in demand.

One of the SCM strategies that became more popular in the Dubai healthcare market over
the last 2 years is horizontal integration where organizations combine forces to improve
proficiencies by entering into joint ventures or mergers to gain power over competitors and
achieve monopoly in the market (Conrad & Shortel, 1996). Purposeful Mergers &
Acquisition took place in UAE from 2016-2018.(NMC Healthcare, 2018)is in the lead by
acquiring 8 clinics and hospitals. Mediclinic Middle East (Hadley, 2018), VPS Healthcare,
Emirates Hospital Group and Aster DM Healthcare also invested in significant
acquirements during this timeframe (Alpen Capital Investment Banking, 2018). Researcher
feels that horizontal integration significantly increased the market reach and accessibility
for the large healthcare groups and referral dependent facilities are experiencing financial
losses. Smaller private facilities are closing as a result (DBAJ, 2019). The chosen
organization initiated the process for horizontal integration to acquire the Wellwoman
clinic to secure a referral base for diagnostic imaging services and achieve market
penetration. Further initiative to enter into a strategic partnership with an aesthetic clinic
to align under the Allied Medical Center umbrella within the same premises, is under
discussion. Researcher feels that horizontal integration will allow cost reduction, raise
capital and expand service provision.However,it will have a negative effect with legal
complications, confidentiality and loss of full operational control. It will be a challenge to
manage operations side by side and effective communication will be vital.
Another SMC strategy suitable in a highly competitive healthcare market is vertical
backward integration which will increase productivity and profitability rather than forward
integration (Wang, et al., 2001). Vertical backward integration is required within the
chosen organization to maintain a competitive edge through strategic partnerships with
suppliers to achieve preferred provider status and increase market share. Researcher feels
that volume-based discount agreements with insurance providers and private clinics to refer
patients for diagnostic imaging services are important for long-term sustainability.
Advanced Radiology, Al Etihad Diagnostic Center and Global Hawk are among the key
competitors forming alliances and exclusivity agreements with private clinics to refer
diagnostic imaging exclusively to them with a high referral discount and low profit
margins. Researcher feels that this practice is spoiling the market and making it
increasingly difficult to remain competitive and profitable.
Price negotiations with laboratory and pharmaceutical suppliers to keep the cost low and
enable competitive pricing for health screening services not covered by insurances also
14
play an important role in healthcare SCM. Researcher feels that the quality standards
cannot be compromised, and cheapest suppliers are not always the best choice.
Outsourcing strategies such as IT and laboratory services are popular within the medical
sector due to the high cost of the equipment and service provision. Radiology RIS/PACS
systems are very complex to manage and require expertise to ensure streamlined
operations. SCM plays a vital role in ensuring that contractual agreements for annual
maintenance, regular system updates and minimal downtime are in place. Laboratory
outsource agreements will include quality assurance, timely collections and fast delivery
of results. Researcher notes that the chosen organization already implemented IT and
laboratory outsourcing. Teleradiology is another outsourcing strategy where selected
diagnostic imaging services are subcontracted to an external service supplier for
interpretation and reporting of imaging studies (Sanjiv N. Singh & Robert M. Wachter,
2008). Outsourcing of radiology has many advantages to increase operational efficiency
with significant cost reductions and increased speed due to international time difference
that ensures24-hour reporting.However, services are limited to specific modalities where
hands-on techniques are not applicable such as MRI, CT and X-ray. Ultrasound studies are
user dependent and require strict supervision if not scanned by the radiologist. UAE is
working towards introducing telemedicine as part of the 2021 initiatives to be recognized
as healthcare leader and medical tourism hub of the Middle East and Ministry of Health is
the first to launch Teleradiology services in UAE based government hospitals through an
outsourcing agreement with Unison (Walter, 2016). Researcher feels that Teleradiology is
the future of healthcare; however current regulatory and legal implications within the UAE
are restricting the use of teleradiology locally and it will take time before it can be
implemented in full as intended, although widely used in USA and UK. Quality assurance
and patient confidentiality are crucial factors that need to be considered during SCM
supplier selection. The researcher feels that in the interim general radiology can be
outsourced locally under a partnership agreement where Unison supplies consultant
radiologists to the organization for high quality reporting on a pay-per-case basis instead
of having expensive radiologists on the payroll.

Question 4

Commitment to quality healthcare demands a clear focus on providing the best

environment for patients, exceeding their expectations and delivering timely, accurate and
competent medical services to the highest international standards with a p ersonalized
approach to ensure every patient’s experience is as comfortable and satis factory as
possible. Healthcare is intangibleand measured by customer perception as it cannot be
assessed beforehand (Mosadeghrad, 2013).It requires continues improvement and up to
date knowledge to deliver desired results. Profitability will increase by default if an
organization focuses on quality assurance to proactively prevent errors from occurring. Bad
quality influences the satisfaction level of customers and produce immeasurable hidden
15
costs which negatively affects operational efficiencies and profitability within an
organization (Williams, 2017).Researcher feels that in today’s digital environment, poor
quality spreads like a wild fire and needs to be prevented.
Strict clinical governance applies to medical imaging for quality assurance and patient
safety to avoid errors such as overexposure to radiation, unnecessary imaging studies and
contrast media administration. The organizations strictly adheres to ACR (American
College of Radiology, Updated 2019) andRCR (The Royal College of Radiologists, 2018)
guidelines on appropriate criteria for medical imaging to assure up to date clinical protocols
are being followed. Critical and incidental findings need to be communicated as a matter
of urgency to delivery a high quality service. Discrepency meetings and peer review forms
an important aspect of ensuring quality healthcare.Furthermore, continuous medical
education safeguard that doctors deliver the best practice protocols for fast diagnosis and
effective treatment. It reduces the medical legal risk factor and will increase customer
satisfaction.The researcher feels that consistent high quality medical images and reports
will increase referrals for radiology studies from external doctors; ultimately achieving
higher activity and better utilization of staff and equipment.
Quality in healthcare is also measured by the turnaround time and the faster a facility can
offer consultations, imaging studies and laboratory services, followed by accurate results;
the faster a patient can receive peace of mind or treatment. Satisfied customers will lead to
word-of-mouth referrals and an increased brand reputation. On the other hand, if quality is
not maintained, patients will complain to their referring doctors and they will refrain from
sending more patients to avoid a negative effect to their reputation.Moreover, customers
that visit healthcare facilities are either feeling poorly or worried, which increase their level
of anxiety. Without high quality customer service there will be no patients to treat. The
slightest error can result in an outburst and prevention is better than cure. Researcher feels
that it is essential to establish and maintain a calm, controlled, discreet and patient centric
environment. Radiology scan times are dependable on equipment used, body part, medical
history and concern at hand. Making a correct appointment from the start, obtaining the
right insurance approval prior to the appointment and sticking to appointment scheduled
times, will increase quality and reduce the insurance rejection ratio which will lead to
returning customersand timely collections.

There are several online and offline quality approaches that applies to healthcare. Quality
control is an online approach that is mandatory in healthcare to maintain medical
equipment, patient safety and fulfill healthcare regulations.Equipment calibration and
quality checks for patient safety and image quality, helium percentages, radiation dose and
crash cart must be monitoreddaily and recorded within the quality management system.
Planned preventative maintenance is done by system engineers in accordance to equipment
requirements and monitored by clinical governance.
Implementing a Six Sigma offline approach to target variations and reduce discrepancies,
combined with a lean management approach to reduce waste and improve workflow
16
processes is very effective in healthcare to bridge the gap between providers and patients.
It will also increase value, speed and quality (D’Andreamatteoa, et al., 2015).
Researcher feels that using the DMAIC model to proactively look for variations in standard
operating procedures, assess and analyze any potential errors, change tactics to improve
quality and monitor processes for imperfections are important and should be done
continuously.Putting a workflow process in place to limitdisturbancesof radiologists will
increase their productivity and prevent interpretation mistakes (Jones, 2016). Further
implementing a contract review system during registration and billing processes will ensure
that correct insurance details are captured and will prevent missed co-payment collections
and errors in insurance claims. Paperless processes to deliver results electronically
significantly reduce cost and increase efficiencies. Delivery of hard copy resultsare human
and traffic dependant where automated online processes prevent delays and increase
customer satisfaction. Streamlining booking processes can also help to reduce time spend
during patient registration and will prevent variations in waiting times.
Quality Circles are another offline brainstorming approach often used in healthcare to
ensure quality. The Medical Director will lead peer review and clinical discrepancy
meetings. Clinical protocols are also reviewed and streamlined to assure quality. The
Medical Director’s role is to support the organizations’ objectives and align it with best
clinical practice for quality assurance (Williams, 2017). Researcher feels that having a team
approach to determine issues and brainstorm methods of prevention is essential within any
organization. Staff can provide valuable insight on quality improvement based on
challenges in workflow processes and customer feedback should not be ignored.
Value analysis is a methodical offline tactic to solve a specific problem within the
organization by exploring practical ways toreduce high cost and adding value to it without
losing its functionality (Ziyaeidustan & Mahmoudabadi, 2017). One of the biggest
challenges the organization is facing is to provide high quality, timely reports and
radiologists cannot keep up with the workflow required to cover high operational costs.
Outsourcing of general radiology reports to a consultancy firm that provide subspecialist
consultant radiologists with extensive experience will add value and reduce manpower cost
significantly.The organization successfully implemented value analysis in 2018 by
replacing 3 physicians with one Family Medicine Specialist that has a bigger scope of
services and ability to manage the patient requirement of three different specialties into
one.
Cause and effect quality strategy is an offline approach to solve the root cause of a
consistent problem and potentially related problem that may occur as a result
(Hekmatpanah, 2011).Adjusting MRI appointment times by adding an additional 10 min
on for children and elderly patients will prevent potential delays due to longer patient
preparation process. A time attendence system will prevent patient appointment delays and
the domino effect that may occur if staff comes late for their rostered duty time.

17
Throughout their global group of hospitals, Mediclinic International implements Kaizen to
continuously improve by being proactive and using various quality strategies to ensure
customer satisfaction. One of the strategies used for quality assurance is Quality Circles
and regular meetings are held with community-based doctors utilizing their operating
theaters using patient satisfaction surveys to address concerns. Six Sigma approach has
been used to identify variations in relationships formed between patients and nurses.
Customer satisfaction training was implemented in small groups which had a huge impact
on qualityand patient experience. Lean Six Sigma approach was used to redesign workflow
processes in order to reduce noice levels during specific times to maximize patient rest
(Mediclinic, no date).
Researcher feels that all healthcare facilities face the same issues and quality assurance Very briefly
covered how Artificial Intelligence can enhance the overall business operations of the chosen organization
while highlighting the challenges the organization may face if implemented.
4.5 out of 8 marks awardedstrategies should interlink with each other. Quality assurance
is a team approach and human aspect is a critical factor. Empowering staff by using a
fishbone diagram or DMAIC model in conjunction with quality circle can add value and
ensure continuous efforts for improvement.

Question 5

Artificial Intelligence (AI) is defined as mediators integrated with computer software to

analyze vast amounts of data in a dynamic environment with an ability to learn, adjust and
filter data for provision of additional information (Miailhe & Hodes, 2018). AI platforms
in healthcare collects big data from various sources including medical articles, journals,
case studies, educational literature, demographics, geographic and statistical data to
provide medical professionals with newest clinical information and reduction in diagnostic
errors.AI has been found especially valuable in radiology, cardiology, neurology and
oncology(Jiang, et al., 2017).American College of Radiology is supplying free access to
ACR certified AI use cases for developers to collect metadata to build algoristhms and to
ensure AI vendors are evaluating algorithms in clinical practice (Alan & Walach,
2019).Arterys is the first FDA approved AI cloud-based diagnostic imaging analysis
software for complex Cardiac MRI studies and permits objective quantification of
perfusion defects(Jiang, et al., 2017).Arterys MICA was revealed at the RSNA conference
in 2017. Itcan support numerous workflows of various imaging equipment to bring
instantaneous AI clinical applications for productive, fast and collaborative involvement,
while protecting patient confidentiality, (Arterys, 2017).
Researcher feels that there is a rising volume of work and upsurge in complex imaging
studies with limited resources to cope with the escalating demand in the organization. AI
offers solutions to manage the workflow effectively, prioritize examinations based on
disease severity, prevent expensive delays in diagnoses and reduce potential medical
negligence. AI algorithms work in an always-on manner in the background on a scan and

18
learn to recognize abnormalities. AI alerts radiologists in real-time of incidental discoveries
and critical findings for immediate reporting to fast tract urgent cases. It can provide
preliminary description of the imaging findings and the measurement of some lesions.
Automated computer aided detection softwareidentifies micro-calcifications in breast
imaging to diagnose breast disease at much earlier stages(Paiva & Prevedello, 2017).2019
Arab Health Exhibition unveiled supreme revolutionary AI technology in medical imaging
to be released in UAE that can be fully integrated into Picture Archiving and
Communication Systems (PACS) to give radiologists more accurate diagnostic
information at their fingertips(Informa, 2019).Among these, GE Healthcare unveiled their
Edison AI platform with deep-learning image reconstruction algorithms that includes
security, utilization management and automated clinical protocols in medical imaging (GE
Healthcare, 2019). Researcher feels that the GE Edison platform is more beneficial for
critical care, thus suitable for hospital settings.
Siemens remain the pioneers for MRI innovation and revealedAI driven BioMatrix and
GO MRI technology to embrace human nature with added safety features and built-in
artificial intelligence platforms to not only assist radiologists but also enhance patient
experience, improve workflow processes and reduce scan times(Siemens Healthineers,
2019). During their “Big Reveal” event On 05 February19 at the Four Seasons Resort,
attended by the researcher, Siemens announced the purchase and planned installation of
this new technology at 3 facilities in upmarket areas of Dubai in 2019, putting pressure on
facilities with older technology to upgrade and remain in the game. Both Siemens and GE
Healthcare is working in partnership with Arterys to develop AI algorithms (Childers,
2019).
The organization is equipped with a Siemens 3T MRI that is compatible with the new
Biomatrix AI technology and an upgrade to include the new AI platform is highly
recommended for quality improvement and competitive edge.Researcher feels that even
though financials will take an impact of depreciation over 5 years, the organization will
gain an additional intangible asset on the books by investing in the upgrade. Revenue
growth can be achieved through the additional Cardiac MRI capabilities that the AI
software will introduce. Other imaging studies that are currently lost due to insufficient
capabilities will add further value to the investment. The new AI technology automates
patient positioning and adapts automatically to individual anatomical and physiological
characteristics to offer consistent, high-quality imaging for all patients. Patients with
breathing and motion issues will no longer be a challenge to scan and produce high quality
images successfully.

AI has been tremendously debated in the healthcare industry whether it will substitute
radiologists for medical imaging. New innovations in AI provide a valuable tool for
medical practices to aid physicians with faster medical diagnosis but cannot fully re place
physicians. The human factor remains an essential part in the medical practice to make a
final verdict in line with clinical correlation (Jiang, et al., 2017). Researcher feels that
19
radiologists are skeptical of the use of AI platforms and see it as a threat and adversary
rather than support system. Risk of high investment being ignored and not used to its full
capability, need to be addressed through extensive training, monitoring and motivation.
Applications specialists will provide training for technologists and best practice clinical
protocols to ensure optimal use of AI software.
Furthermore, AI platforms will require large data storage, integration with current PACS
system and IT infrastructure to support the software. Suppliers and IT consultants will be
required to ensure that the required infrastructure is in place to prevent system crashes and
unplanned downtime.AI software introduced in medical imaging also face risk of cyber-
attacks and breach of strict regulations surrounding patient confidentiality (O'Connor,
2018). IT security measures must be put into place and firewall may need an upgrade to
ensure data protection.

Question 6:

Bibliography
AbuKhousa, E., Al-Jaroodi, J., Lazarova-Molnar, S. & Mohamed, N., 2014. Simulation
and Modeling Efforts to Support Decision Making in Healthcare Supply Chain
Management. The Scientific World Journal, 2014(Article ID 354246), pp. 1-16.
Alan, B. & e, n.d. s.l.:s.n.
Alan, B. & Walach, E., 2019. Webinar Recording: AI in Action- It’s Time to Show
Clinical Results. [Online]
Available at: https://www.aidoc.com/acr-aidoc-webinar/
[Accessed 04 April 2019].
Alan, B. & Walach, E., viewed 04 April 2019. Webinar Recording: AI in Action- It’s
Time to Show Clinical Results. s.l.:Aidoc.
Alawadi, K. & Benkraouda, O., 2017. The Debate over Neighborhood Density in Dubai:
Between Theory and Practicality. Journal of Planning Education and Research, 1(1), pp.
9-14.
Allied Medical Center, 2016. About Us. [Online]
Available at: http://www.alliedmedicalcenter.net/aboutus.html
[Accessed 20 March 2019].
Allied Medical Center, 2016. Diagnostic Imaging. [Online]
Available at: http://www.alliedmedicalcenter.net/diagnostic-imaging.html
[Accessed 20 March 2019].
Allied Medical Center, 2016. Mission, Vision and Values. [Online]
Available at: http://www.alliedmedicalcenter.net/vision-mission-values.html
[Accessed 20 March 2019].
Alpen Capital Investment Banking, 2018. GCC Healthcare Industry, Dubai: Alpen
Capital Investment Banking.

20
American College of Radiology, Updated 2019. ACR Appropriateness Criteria. [Online]
Available at: https://www.acr.org/Clinical-Resources/ACR-Appropriateness-Criteria
[Accessed 01 April 2019].
Arterys, 2017. Arterys Receives FDA clearance for Arterys MICA, its web-based medical
imaging analytics platform. [Online]
Available at: https://www.prnewswire.com/news-releases/arterys-receives-fda-clearance-
for-arterys-mica-its-web-based-medical-imaging-analytics-platform-300561602.html
[Accessed 04 April 2019].
Chaudary, S. B., 2015. Shortage of vaccines at private clinics. [Online]
Available at: https://gulfnews.com/uae/health/shortage-of-vaccines-at-private-clinics-
1.1456710
[Accessed 24 March 2019].
Childers, J., 2019. Arterys has big Plans for its Medical AI in 2019. [Online]
Available at: https://edgy.app/arterys-medical-ai
[Accessed 04 April 2019].
Conrad, D. & Shortel, S., 1996. Integrated Health Systems: Promise and Performance.
Frontiers of Health Services Management, 13(1), pp. 3-40.
D’Andreamatteoa, A., Lannia, L. & Legab, F., 2015. Lean in healthcare: A
comprehensive review. Health Policy , 119(1), pp. 1197-1209.
DBAJ, 2019. Dubai Bone and Joint Center is closing. [Online]
Available at: http://dbaj.ae/
[Accessed 26 March 2019].
Dubai Health Authority, 2018. eClaimlink DDC Updates 2018.07.28. [Online]
Available at: https://www.eclaimlink.ae/docs/DDC%20Updates.pdf
[Accessed 24 March 2019].
Dubai Health Authority, 2019. Dubai Health Strategy 2016-2021. [Online]
Available at: https://www.dha.gov.ae/en/Aboutus/pages/dubai_health_strategy.aspx
[Accessed 25 February 2019].
Dubai London Clinics, 2017. Community Based Doctors. [Online]
Available at: https://dubailondonclinic.com/community-based-doctors
[Accessed 21 March 2019].
Emirates Hospital, 2019. The Promise of Care Emirates Hospital’s Journey to Triumph.
[Online]
Available at: https://www.albawaba.com/business/pr/promise-care-emirates-
hospital%E2%80%99s-journey-triumph-1233772
[Accessed 21 March 2019].
GE Healthcare, 2019. GE Healthcare Showcases New Applications and Smart Devices
Built on 'Edison,' a Next Generation Intelligence Platform, at Arab Health. [Online]
Available at: https://www.zawya.com/mena/en/press-
releases/story/GE_Healthcare_Showcases_New_Applications_and_Smart_Devices_Built
_on_Edison_a_Next_Generation_Intelligence_Platform_at_Arab_Health-
21
ZAWYA20190128081533/
[Accessed 04 April 2019].
Gulf News, 2018. Star rating for health care facilities to begin next year. [Online]
Available at: https://gulfnews.com/going-out/society/star-rating-for-health-care-facilities-
to-begin-next-year-1.2252371
[Accessed 28 February 2019].
Hadley, D., 2018. 2018 MEDICLINIC MIDDLE EAST SITE VISIT. [Online]
Available at: https://investor.mediclinic.com/static-files/8ca96eed-ee44-4c60-a659-
25ab32d7a250
[Accessed 21 March 2019].
Harvey, D. H. B. et al., 2016. Key Performance Indicators in Radiology: You Can’t
Manage What You Can’t Measure. Current problems in diagnostic radiology, 45(2), pp.
115-121.
Healthbay, 2019. Breast Care. [Online]
Available at: https://healthbayclinic.com/medical-categories/breast-care/
[Accessed 01 April 2019].
Hekmatpanah, M., 2011. The application of cause and effect diagram in the oil industry
in Iran The case of four liter oil canning process of Sepahan Oil Company. African
Journal of Business Management, 5(26), pp. 10900-10907.
Jiang, F. et al., 2017. Artificial intelligence in healthcare past, present and future. Stroke
and Vascular, 2(000101), pp. 230-243.
Jones, J., 2016. Quality Assurance. [Online]
Available at: https://www.acr.org/Practice-Management-Quality-Informatics/Imaging-
3/Case-Studies/Quality-and-Safety/Quality-Assurance
[Accessed 01 April 2019].
Lambert, D. M. & Cooper, M. C., 2000. Issues in Supply Chain Management. Industril
Marketing Management, 29(1), pp. 65-83.
Mediclinic, Date Unknown. Case Studies. [Online]
Available at: http://patientexperience.mediclinicinfohub.co.za/case_studies
[Accessed 02 April 2019].
Mediclinic, no date. Case Studies. [Online]
Available at: http://patientexperience.mediclinicinfohub.co.za/case_studies
[Accessed 02 April 2019].
Mediclinic, Unknown. Case Studies. [Online]
Available at: http://patientexperience.mediclinicinfohub.co.za/case_studies
[Accessed 02 April 2019].
Miailhe, N. & Hodes, C., 2018. The Third Age of Artificial Intelligence. Field Actions
Science Reports, Issue Special Issue 17, pp. 6-11.
Mosadeghrad, A. M., 2013. Healthcare service quality towards a broad definition.
International Journal of Health Care Quality Assurance , 26(3), pp. 203-219.

22
NMC Healthcare, 2018. Investor Presentation. [Online]
Available at: https://nmc.ae/finance/presentation/nmc-health-plc-updated-ir-presentation-
22-july-2018.pdf
[Accessed 21 March 2019].
O'Connor, M., 2018. AI imaging software highly vulnerable to cyberattacks. [Online]
Available at: https://www.healthimaging.com/topics/artificial-intelligence/ai-imaging-
software-highly-vulnerable-cyberattacks
[Accessed 04 April 2019].
Paiva, O. A. & Prevedello, L. M., 2017. The potential impact of artificial intelligence in
radiology. Radiologia Brasileira, 50(5), p. V–VI.
Sahoo, S., 2013. UAE shortage of healthcare workers fuels poaching and cost increases.
[Online]
Available at: https://www.thenational.ae/uae/uae-shortage-of-healthcare-workers-fuels-
poaching-and-cost-increases-1.337556
[Accessed 21 March 2019].
Sanjiv N. Singh, J. & Robert M. Wachter, M., 2008. Perspectives on Medical
Outsourcing and Telemedicine — Rough Edges in a Flat World?. New England Journal
of Medicinne, 358(15), pp. 1622-1627.
Saudi Medicare Company, 2017. Operations. [Online]
Available at: http://www.saudimedicare.com/what-we-do/operations.aspx
[Accessed 20 March 2019].
Sherif, S., 2019. PARENTS IN DUBAI REPORT SHORTAGE OF FLU VACCINE.
[Online]
Available at: https://www.virginradiodubai.com/trending/news/uae-news/dubai-parents-
report-shortage-of-flu-vaccine/
[Accessed 24 March 2019].
Siemens Healthineers, 2019. BioMatrix Technology. [Online]
Available at: https://www.siemens-healthineers.com/magnetic-resonance-
imaging/technologies-and-innovations/biomatrix-technology
[Accessed 08 April 2019].
Slack, N., Brandon-Jones, A. & Johnson, R., 2013. Seventh Edition Operations
Management. 7 ed. Harlow: Pearson Education.
The Royal College of Radiologists, 2018. Guidelines. [Online]
Available at: https://www.rcr.ac.uk/guidelines
[Accessed 01 April 2019].
U.S-U.A.E Business Council, 2018. The U.A.E. Healthcare Sector, Washington D.C:
U.S-U.A.E Business Council.
UAE Government, 2018. WORLD-CLASS HEALTHCARE. [Online]
Available at: https://www.vision2021.ae/en/national-agenda-2021/list/world-class-circle
[Accessed 28 February 2019].

23
UME Group, 2017. International Healthcare Management. [Online]
Available at:
http://www.umegroup.co.uk/healthcare_management/international_healthcare_managem
ent.aspx
[Accessed 20 March 2019].
Unger-Saldaña, D. K. & Infante-Castañeda, D. C., 2008. Delay of medical care for
symptomatic breast cancer: a literature review. Salud Pública de México, 51(2), pp.
S270-S285.
Walter, M., 2016. GE Healthcare announces new ‘Unison’ partnership with UAE
Ministry of Health. [Online]
Available at: https://www.radiologybusiness.com/topics/care-delivery/ge-healthcare-
announces-new-unison-partnership-uae-ministry-health
[Accessed 26 March 2019].
Wang, B., Wan, T., Clement, J. & Begun, J., 2001. Managed care, vertical integration
strategies and hospital performance. Healthcare Management Science, 4(3), pp. 181-191.
Williams, E. L., 2017. Driving Quality Improvement Initiatives in Radiology Practice
Management. [Online]
Available at: https://www.mgma.com/MGMA/media/files/fellowship%20papers/Driving-
Quality-Improvement-Initiatives-in-Radiology.pdf?ext=.pdf
[Accessed 01 April 2019].
Ziyaeidustan, S. & Mahmoudabadi, A., 2017. Application of Value Engin eering to
Improve Discharging Procedure in Healthcare Centers (Case Study: Amini Hospital,
Langroud, Iran). International Journal of Engineering Management, 1(1), pp. 1-10.

Table of figures
Figure 1: Input, transformation, output process; Source: Personal collection..................... 2

ASSIGNMENT TASK 2
Question 1: Project Plan

24
1. Purpose of the plan:
Creating a project plan is beneficial for the project manager to clearly communicate step
by step expectations to the members of the project team to enable members, whether
employees or suppliers, to:
• understand their role in the project
• have task specific goals
• meet deadlines
• know the urgency of their assigned tasks

A project plan will also enable the project manager to:

• determine the deadlines
• determine the cushion for each stage
• ensure that the project runs on track
• preventunplanned downtime
• ensure operational efficiency
• analyze risk

Operations need to run in parallel with the project and unplanned downtime will be costly
and will affect operational efficiency. Any deviation to the project plan will have a negative
impact on customer satisfaction and will result in significant loss of revenue .

2. Background information:
Artificial Intelligence (AI) is becoming a fundamental part of our daily lives with
technological advances from voice recognition to online recommendations based on
personal preferences. Medical images are compiled of big data and AI software can ease
the imaging process and assist radiologists in evaluation of CT and MRI images to detect
anomalies and prioritize critical findings. Implementation of AI software in medical
imaging is in line with the organizations vision to be leading providers of d iagnostic
imaging in the region with innovative technology.

AI is not new to medical imaging and AI software has already been applied in the
organization with implementation of Computer Aided Detection (CAD) for
Mammography and Breast MRI studiesthat functions as a second look for radiologists to
detect micro calcifications in breast imaging that cannot be seen by the eye.
AI platforms in medical imaging are modality and specialty specific. GE Healthcare and
Siemens Healthineers are the leaders in medical imaging technology and both are using AI
platforms powered by Artemys, the first FDA approved AI cloud-based diagnostic imaging
analysis software. GE Edison platform offers various medical imaging solutions for crital
care which is mostly suitable for hospital settings. Siemens Healthineers offers new AI

25
driven Biomatrix and GO technology to embrace human nature and overcome patient
variations in MR Imaging and suitable for outpatient imaging facilities.
The Siemens 3T MRI currently installed in the organization is enabled for software upgrade
to the new AI driven technology.

Siemens AI featuresare designed to enchange patient experience and improve workflow

processes and include, but are not limited to:
• accelarated patient preperationthat allows shorter time on table and enable higher
capacity
• e-drive dockable table to ease patient transport and automatically adjust to
biovariables for improved patient safety
• one-touch patient positioningthat rules out rescanning and repositioning
• adaptation to challenging anatomiesfor prevention of inconclusive studies
• improved image quality through excellent hamorguniuty and fat saturation for
obese patients
• automated exam planning to reduce time on table and prevent human error
• automated composing of whole spine without human interaction
• perfusion mismatch analysis
• respitory, cardiac and motion sensors to freeze movement for improved image
qualityand prevention of inconclusive studies
• objective quantification of perfusion defects for complex Cardiac MRI studies

3. Project objectives:
Project objectives are to ensure:
• latest finish by end of August prior to start of peak season
• testing phase in off peak season
• downtimeis scheduled out of hours of operation
• project completion within budget
• user contribution in the design stage
• application of full features and benefits
• compliance to clinical governance
• applications training in off peak season

4. Organizations objectives:
The objectives for the organization are to:
26
 • increase customer satisfaction
• deliver faster turnaround time
• enhancepatient safety
• improve workflow processes
• provide innovative technology
• increase competitive advantage
• increase image and reporting quality
• identify and prioritize critical findings
• enable scanning of complex studies
• expand service offering
• achieve revenue growth

5. Project scope:
The scope of the project is the installation of Siemens AI software for the Siemens 3T
MRIwithin the timeframe which includes:
• upgrade of MRI console
• installation of AI workstations in viewing room
• replacement of current table with new AI e-drive dockable MRI table
• internet line speed upgrade
• data storage upgrade
• radiologist computer hardware upgrades
• installation of other software requirement specifications
• system configuration
• installation of Biomatrix and Go technology interfacesand sensors
• replacement of current coils with AI driven coils
• applications training for technologists and radiologists
• on-site clinical applications support during testing phase

6. Project assumptions:
The following assumptions have been made:

27
 • Import of hardware and custom clearance will be within the desired timeframe
• No hidden costs will be incurred
• IT and system engineers will be available at the required time
• Clinical application specialists will be available on-site for training during testing
period and as required for first 2 weeks to ensure smooth operations
• Users will be available as needed
• Installation can take place in parallel to operations
• Switchover to new system will be once tested and users are competent in new
workflow processes
• Downtime will be scheduled between 6pm on a Thursday and 7am on a Saturday
• Project team members will abide to project plan
• Funds will be available as required

7. Project roles and responsibilities:

Responsibilities and deadlines will be clearly communicated to each person assigned a
role in the project with regular meetings as required to ensure compliance in ac cordance
to the project plan.

Role Responsibilities Participant(s)

Project Sponsor • Review and approve project • CEO
components
• Budget approval
• Update Board of Directors
Steering • Ensure availability of funds • Finance Manager
Committee • Provide guidance to project • IT Director
manager • Corporate Associate

Role Responsibilities Participant(s)

Project Manager • Manages all aspects of the • Business Unit

28
 project in accordance to the Manager - Karen
project plan Nieuwoudt
• Liaise between Steering
committee and Project
Team Members
• Manage budget and cost
control
• Ensure clinical compliance
and patient safety
• Authorize purchase orders
and payments
• Keep Project Sponsor
informed
• Ensure deadlines are met
• Scheduling of training
• Supervise suppliers,
engineers and application
specialists
• Supervise Project Team &
encourage users
• Risk analysis
Project Team • Understand assigned role • Operations Manager
Members and deadlinesin accordance • Radiologists
to the project plan
• Radiographers
• Provide input in design
process • Medical
Transcriptionist
• Highlight areas of concern (Power User)
• Review and approve • Nurses
protocols and workflow
processes
• Ensure operational
efficiencies

Role Responsibilities Participant(s)

Subject Matter • Supply hardware and • Siemens Application
29
 Experts software requirements Specialists
• Installation • Siemens Engineers
• System configuration • Future StarIT
• Training of users Engineer
• Training of power user

8. Timeline:
Project timeline is determined by operations and seasonal trends.

The earliest start and latest finish for each stage will be calculated and planned according
to the following factors:
• Off peak season is from July-August
• Project completion must be by end of August to ensure operational efficiency at
the start of peak season in September and to achieve corporate objectives
• Proposal, planning and design phases should be completed by end of June to
allow for sufficient installation and testing time
• Minimum of 1 month allowance for custom clearance and delivery should be
allocated for workstations and e-drive table if not available in country; will be
pre-determined during initial proposal phase and will be adjusted accordingly

The following Gantt chart will provide a project overview and will be used as guidance
on tasks and deliverables:
30
Month Apr-19 May-19 Jun-19 Jul-19 Aug-19
Week 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Task
Obtain software
installation proposal
from vendor
(Siemens) with
Software Requiment
Specifications (SRS) &
installation plan
System
Demonstration
SRS analysis
Obtain related
quotations from
other vendors (IT
consultants / Etisalat)
Feasibility study
Business case
submission
Budget submission
Project planning
Agree on objectives
Resource planning
Purchase orders &
fund request
Project kick-off
meeting
IT infrastructure
Hardware delivery
E-drive table delivery
Installation
Applications training
Run system parrallel
to current system
QA testing
Changeover to new
system
Monitor
Project completion &
sign off

9. Risk management:
Subject matter experts and project team to work closely and communicate effectively to
minimize any potential risks. Project plan to stipulate and define sufficient back-up
support where required.

Risk analysis and mitigation strategy as tabulated:

RISK PROBILITY IMPACT IMPACT MITIGATION
31
 Score 1-5 Score 1-5 STRATEGY
MRI 2 5 No revenue Risk analysis;
downtime during Project manager
downtime to monitor
closely;
Downtime to be
coordinated and
planned in off
peak timings and
after hours
PACS 3 5 Reporting Project team to
system delays assess risk and
crashes gap analysis;
during Subject matter
integration experts to be
closely
coordinating to
ensure sufficient
software
requirement
specifications are
met; System to
run in parallel to
avoid errors
Delivery / 4 2 Project Ensure timely
Installation completion purchase orders
delays may be and effective
affected communication
with suppliers;
ensure delays are
caught up on
after hours for
minimal
disruption

RISK PROBILITY IMPACT IMPACT MITIGATION

32
 Score 1-5 Score 1-5 STRATEGY
Unavailability 2 4 Project Sufficient
of application completion support to be
specialists / may be agreed in scope
engineers affected; of work; Backup
when Users may to be provided in
required not be fully case of
trained unforeseen
circumstances;
Team approach
to ensure proper
backup
Unavailability 1 1 Unlikely to Cross training of
of users occur users to ensure
sufficient back-
up in case of
unforeseen
circumstances;
Scheduling of
staff to ensure
adequate
coverage
Resistance to 2 4 Radiologists Training and
use new may feel motivation;
software threatened Monitor usage;
by AI or System to run in
ignore AI parallel to avoid
due to lack errors
of trust
Scorecard: 1 – low 3 – medium 5 - high

10. Stakeholder management:

Project Stakeholdersidentification as tabulated:
Nature of Category Particulars
Impact
Shareholders Chairman
Internal Board of Directors
Management CEO

33
 Corporate Associate
Finance Director
IT Director
Business Unit Manager
Clinical Operations Manager
Employees Radiologists
Technologists
Medical Transcriptionist
Suppliers PACS system Engineers;
Siemens
Future Star (IT service provider)
Clients Referring physicians
Contractual clinics / hospitals
External Customers Patients
Competitors Healthcare groups
Clinics with in-house radiology
Standalone radiology facilities
UAE Dubai Health Authority (DHA)
Government Ministry of Health (MOH)

Stakeholder analysis as per the following matrix:

High
Competitors Shareholders
Management
Employees
Suppliers
2 3
Interest
1 4

UAE Customers
Government Clients

Low
Low Power High

34
Stakeholders’ management strategy as tabulated below:
Category Particulars Quadrant Key Interests Main Management Activities
Action
Shareholders Chairman; 3 Profitability; Manage Feasibility study,
Board of Opponents Return of Closely Business plan & budget;
Directors – Does not Investment Progress report;
want to Reminders of benefits &
invest projected ROI
Management CEO 3 Profitability; Manage Project plan; Timeline;
Ally – Return of Closely Personal briefings;
Project investment; Progress reports;
Sponsor Strategy; Risk assessments;
Successful Project issues &
implementati solutions;Obtain
on required approvals;
Corporate 3 Profitability; Manage Project plan; Timeline;
Associate; Allies – Return of Closely Progress reports;
IT Project investment; Risk assessments;
Director; Steering Strategy; Project issues &
Finance Committe Successful solutions
Manager e implementati
on
Business 3 Profitability; Manage Project plan; Timeline;
Unit Project Tactics; closely Implementation
Manager Manager Operational processes; Risk
efficiency; assessments; Project
Successful issues & solutions;
implementati Contingency plan;
on Team involvement &
regular progress
meetings;
Resistance monitoring;
Obtain required
approvals; Purchase
orders; Fund requests

35
Category Particulars Quadrant Key Interests Main Management Activities
Action
Management Clinical 3 Operational Manage Project plan; Timeline;
Operations efficiency; Closely Implementation
Manager Ally – Clinical processes; SOP’s;
Team protocols; Empowerment& regular
leader& Systems & progress meetings;
Chief technology; Project issues &
Technolog Successful solutions;
ist implementati System training;
on; Patient
positioning;
Scan times
Employees Radiologis 3 Patient Manage Training and
ts Potential safety; Closely development; Team
opponents Clinical involvement & regular
– might protocols; progress meetings for
feel Systems & workflow issues &
threatened technology; solutions; Resistance
by AI; Reporting tactics;
mistrust of
AI
Technolog 3 Patient care Manage Training; Team
ists Allies – in & safety; Closely involvement & regular
favor of Clinical progress meetings for
improved protocols; workflow issues &
workflow Systems & solutions;
processes technology; Systems training;
Patient SOP’s
positioning; Workflow processes;
Scan times
Medical 3 Reporting; Manage Training as system
Transcripti Neutral – Radiologist Closely administrator & power
onist power workflow user; Team involvement
user processes; & regular progress
Result meetings for workflow
delivery issues & solutions

36
Category Particulars Quadrant Key Interests Main Management Activities
Action
Suppliers PACS 3 PACS system Manage Project plan and
system Neutral – integration; Closely timeline; Scope of
engineers Subject software work required;
matter requirements Downtime risk
experts & features; assessment; Training;
Configuratio Coordination with
n; data Subject matter experts;
storage Regular meetings &
progress reports; Risk
assessment & solutions
for integration &
PACS system issues
Siemens 3 Sales Manage Project plan and
Allies - achievement closely timeline; Scope of
Subject & brand work required;
matter development; Downtime risk
experts Installation assessment; Purchase
b& training; orders for software &
system upgrade;
Training schedule;
Coordination with
Subject matter experts;
Regular meetings &
progress reports; Risk
assessment & solutions
for integration &
MRI/PACS system
issues
Future 3 IT hardware, Manage Project plan and
Star IT Neutral - software, closely timeline; Scope of
Engineer Subject data storage, work required;
matter internet Downtime risk
experts connections assessment; Purchase
& line speed; orders; Coordination
configuration with Subject matter
experts; Risk
37
 assessment& solutions
for IT issues

Category Particulars Quadrant Key Interests Main Activities

Action
Clients Referring 4 Patient Keep Update on new
physicians Neutral safety; satisfied technology; Update on
Timely potential downtime;
appointments Direct marketing
& reports visits;

Contractua 4 Patient Keep Update on new

l clinics / Neutral safety; satisfied technology; Update on
hospitals Timely potential downtime;
appointments Direct marketing
& reports visits;
Customers Patients 4 Patient Keep Ensure operational
Neutral safety; satisfied efficiency; Monitor;
Timely Customer satisfaction
appointments surveys
& reports
Competitors Healthcare 2 Technologica Monitor Monitor for aggressive
groups Neutral l advances; actions to gain
Medical & competitive edge
radiology
service
offering
Clinics 2 Technologica Monitor Monitor for aggressive
with in- Neutral l advances; actions to gain
house Medical & competitive edge
radiology radiology
service
offering
Standalon 2 Technologica Monitor Monitor for aggressive
e Neutral l advances; actions to gain
radiology Radiology competitive edge
facilities service
offering

38
 UAE Dubai 1 Regulatory Keep Adhere to local
Government Health Neutral Compliance; satisfied legislation
Authority; Quality
Ministry assurance
of Health Patient safety

11. Project funding:

Strict cost control meassures should be in place to ensure project cost is within the approved
budget.

• CAPEX request will be submitted with budget and business case for funding
approval
• Will be considered as an intangible asset
• Depreciation will be over 5 years
• Scheduled payment terms to be negotiated
• ROI will be monitored

12. Communications plan:

Effective communication to ensure operational efficiency and manage potential
resistance is crucial for successful implementation.

Top-down approach to:

• provide support and guidance to project team
• manage resistance
• provide sufficient training & development
• drive successful implementation

Bottom-up approach to:

• to manage risk and find solutions for potential issues
• to motivate and excite team to adapt to changes and positively take on new
technology

Middle-out approach to:

• ensure operational efficiency

39
Best PDF Encryption Reviews