Healthcare Industry
Migrating Hospitals and Clinics into Centralized Workforce Management System Saves $3.5 Million.
Services Provided
Migration
Management Systems
Payroll Processes
Integration
Fixed Fee Project
The Challenge: Migration
Our client is the nation’s largest hospital company—owning, leasing, or operating nearly 200 hospitals in 29 states. This client faced a nightmare when trying to integrate scores of hospitals and clinics into a workforce management system after a massive health system acquisition.
Seventy hospitals and more than 100 associated clinics acquired at various times needed to be migrated to a centralized instance of Kronos Workforce Central. This segment of our client’s workforce represented 40,000 employees—and countless different time, attendance, and payroll processes. The client was struggling with a significant number of redundancies.
Our Goal
We needed to migrate over seventy hospitals and 100 clinics to a centralized instance of Kronos Workforce Central.
Our Provisions Group Solution
We managed the project with all completions on schedule - and on budget, with very few change orders. Fixed cost has long been a Provisions Group strength; where other vendors wanted to “nickel and dime” the client, our efficient approach to scope creep and budgeting achieved great results.
After bidding $500,000 less than the competition, our ability to act autonomously and not bill for a constant stream of change orders easily saved that amount again. And now that payroll efforts are centralized, the client will, conservatively, realize an additional $2.5M in annual savings.
Maintain Schedule
Centralized Payroll
Fixed Cost
Annual Savings
Our Results
The client provided an internal project manager to facilitate meetings, communicate with sites, and report status to upstream stakeholders, but otherwise left us to run autonomously. Provisions Group saved the healthcare company approximately $3.5M in direct and indirect costs with very little time or effort on their part.
Provisions Group worked on budget and on schedule.
They saved $3.5 million in direct and indirect costs
