Platinum Dermatology Partners – Revenue Cycle Management & Process Alignment

Overview

Platinum Dermatology Partners, a national dermatology network, aimed to manage rapid acquisition growth and align processes, particularly with their offshore partner. They partnered with Kaeppel Consulting to maintain productivity and integrate workflows effectively.

The Challenge

Platinum Dermatology Partners faced several challenges:

  • Rapid Growth: Managing a rapid acquisition growth phase and aligning processes.
  • Offshore Coordination: Coordinating with an offshore partner to maintain productivity.
  • Process Alignment: Ensuring workflows and functions were balanced and integrated.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Interim Management: Provided interim management to bridge the gap and maintain productivity during the transition.
  2. Workflow Integration: Integrated workflows and balanced functions across the organization, including the offshore partner, IKS.
  3. Technology Optimization: Utilized native systems, including BI tools, billing, electronic records collections, and Microsoft Teams for effective data management and communication.
  4. Performance Maintenance: Maintained performance levels and created a culture of excellence.

Results

Kaeppel Consulting’s efforts resulted in successful alignment of offshore and national teams, maintaining productivity and performance levels. The integrated workflows and optimized processes ensured smooth operations and supported the rapid growth phase.

Conclusion

Kaeppel Consulting’s expertise in revenue cycle management and process alignment enabled Platinum Dermatology Partners to manage their rapid growth effectively and maintain high performance levels.

Catawba – Revenue Cycle Transformation & Central Billing Office Optimization

Overview

Catawba, an integrated health system, sought to transform its revenue cycle and optimize its Central Billing Office (CBO) to address underperformance issues. They partnered with Kaeppel Consulting to enhance staff productivity, financial performance, and leverage technology more effectively.

The Challenge

Catawba faced several challenges:

  • Underperformance: Issues with staff productivity, financial performance, and structural inefficiencies.
  • Technology Utilization: Not leveraging technology effectively for optimal performance.
  • Performance Tracking: Lack of tracking for staff and performance KPIs.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Revenue Cycle Transformation: Implemented new workflows and optimized billing systems to improve efficiency.
  2. Central Billing Office Optimization: Developed a new organizational structure and standardized data collection practices.
  3. Technology Integration: Upgraded the billing platform and integrated BI tools, electronic records, and Microsoft Teams for better data management and reporting.
  4. Performance Dashboards: Created executive dashboards to monitor financial and staff productivity levels.

Results

Kaeppel Consulting’s efforts resulted in a significant improvement in staff productivity, financial performance, and structural efficiency. The new organizational structure and optimized technology usage led to better data management and performance tracking, ensuring long-term success.

Conclusion

Kaeppel Consulting’s comprehensive approach to revenue cycle transformation and CBO optimization enabled Catawba to overcome underperformance challenges and achieve operational excellence.

Bexar County Sheriff’s Department – Comprehensive Review, Triage, & Roadmap

Overview

The Bexar County Sheriff’s Department, under the leadership of newly elected Sheriff Susan Pamerleau, sought to recover its reputation and build a culture of transparency and continuous improvement. They partnered with Kaeppel Consulting for a comprehensive review and roadmap development.

The Challenge

    • Reputation Recovery: Establishing a roadmap for improvement.
    • Employee Engagement: Building a culture of trust and improving retention.
    • Continuous Improvement: Developing a continuous improvement culture and mindset.

      The Bexar County Sheriff’s Department faced several challenges:

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Vision and Strategic Objectives: Developed a new Vision, Mission, Core Values, and strategic objectives for a 3–5 year horizon.
  2. Roadmap Development: Created a roadmap of projects and facilitated leadership through ownership and prioritization.
  3. Process Triage: Assessed the as-is state of office locations, scheduling, tools, and managing the jail.
  4. KPI Development: Established KPIs and performance scorecards for each division.

Results

Kaeppel Consulting’s efforts resulted in a new vision and strategic objectives for the department, a comprehensive roadmap of projects, and long-lasting improvements in processes and employee engagement. The department continues to use the outcomes of the triage process for ongoing improvement.

Conclusion

Kaeppel Consulting’s comprehensive review and roadmap development enabled the Bexar County Sheriff’s Department to recover its reputation and build a culture of transparency and continuous improvement.

Bank of the West – Operational Excellence in BSA/AML Operations

Overview

Tesoro, a prominent player in the energy sector, sought to create an Operational Center of Excellence and train leadership in Lean Six Sigma to drive significant cost savings and build a continuous improvement culture. They partnered with Kaeppel Consulting to achieve these goals.

The Challenge

  1. Tesoro faced several challenges:

    • Cost Savings: Achieving a 15% savings in annual budgets.
    • Cultural Transformation: Developing a culture of continuous improvement across the organization.
    • Leadership Training: Ensuring leaders were equipped with Lean Six Sigma methodologies.

Our Solution

Kaeppel Consulting provided a comprehensive solution that included:

  1. Operational Center of Excellence: Established a center focusing on continuous improvement and operational excellence.
  2. Maturity Model Development: Created a maturity model across six key areas: Leadership Engagement, Organization, Methodology/Tools, Training & Development, Communication, Rewards and Recognition.
  3. Maturity Assessment Tool: Utilized to measure baseline and ongoing progress.
  4. Change Management Methodology: Developed for the CFO organization.
  5. Leadership Training: Delivered engagement training focused on behavioral changes required for a successful CI culture.
  6. Hands-On Training: Emphasized practical application of methodology and tools with mentoring/coaching.
  7. Governance Structure: Launched a governance structure and steering committee for the CFO group’s Continuous Improvement deployment.

Results

Kaeppel Consulting’s efforts resulted in a 15% savings in annual budgets for Tesoro. The establishment of the Operational Center of Excellence and the implementation of a maturity model fostered a culture of continuous improvement, while leadership training and hands-on application ensured sustainable success.

Conclusion

Kaeppel Consulting’s tailored approach enabled Tesoro to achieve significant cost savings and build a robust continuous improvement culture. Our expertise in Lean Six Sigma and change management transformed their operations.

TXDOT–IT Center of Excellence

Overview

In a strategic partnership with the Texas Department of Transportation (TXDOT), our consultancy was entrusted with the mission of centralizing IT staff from various District Offices into a unified IT Division. The objective was clear: to enhance operational efficiency, streamline processes, and foster improved IT policy compliance across the department.

Areas of Strategic Focus

  • Project Management: At the core of our engagement was the adept management of this significant organizational transition, ensuring timelines were adhered to, resources were optimally utilized, and desired outcomes achieved.

  • Organizational Design: Centralizing IT functions required a meticulous reimagining of the organizational structure. Our focus was on designing an IT division that was both efficient and adaptive to the dynamic needs of TXDOT.

  • ADKAR Change Management: Recognizing the human element in any organizational shift, we employed the proven ADKAR Change Management framework. This ensured seamless adaptation, minimized resistance, and fostered acceptance among the IT staff transitioning into the centralized division.

Challenge

Transitioning IT staff from a decentralized model spread across District Offices into a centralized IT Division presented multifaceted challenges. From maintaining service continuity to ensuring staff adaptation and preserving institutional knowledge, the initiative required a well-orchestrated approach.

Strategic Approach

Our methodology blended robust project management techniques with a nuanced understanding of organizational design. By mapping out the transition blueprint and leveraging the ADKAR Change Management model, we ensured a transition that was both smooth and aligned with TXDOT’s strategic objectives.

Impact & Outcome

The collaborative endeavor with TXDOT culminated in a successful centralization of the IT staff into a unified IT Division. The fruits of this transition were evident in the enhanced operational efficiency and the marked improvement in IT policy compliance across the department.

Trinity University– IT Transformation

Overview

In a dedicated engagement with Trinity University, our consultancy embarked on a significant IT Transformation project. Our initial evaluation, grounded in the ITIL framework maturity assessment, revealed Trinity’s IT system required heightened maturity levels, especially in anticipation of the Workday platform’s introduction. Recognizing the potential risks and challenges that could arise during the implementation phase without these necessary adjustments, we set forth on a comprehensive transformation journey.

Areas of Strategic Focus

  • ITIL Framework Assessment: Our primary objective was to evaluate Trinity’s IT system using the ITIL framework, identifying areas of potential improvement and ensuring a robust foundation for future technology integrations.

  • Workday Platform Integration: With the intent to introduce the Workday platform, it was imperative to ensure the IT system’s maturity and readiness to seamlessly accommodate and benefit from this integration.

  • IT Transformation & Reorganization: Beyond assessments and platform considerations, our focus was to holistically transform and reorganize Trinity’s IT, enhancing its operational efficiency and adaptability.

  • Leadership & Management: Recognizing the magnitude of such a transformation, we provided dedicated leadership within Trinity’s IT organization, guiding and managing the change process.

Challenge

Trinity University’s IT landscape, while robust, revealed gaps in maturity that could jeopardize the successful integration of the Workday platform. The challenge lay in not just identifying these gaps, but implementing strategic changes to ensure a seamless transition and enhanced overall IT functionality.

Strategic Approach

Our methodology encompassed a multi-faceted approach. Beginning with an in-depth ITIL framework assessment, we pinpointed areas necessitating improvement. This laid the groundwork for a total IT transformation and reorganization. Furthermore, we undertook a series of projects aimed at refining practice areas, including security, asset management, project management, data, reporting, and all encompassing ITIL process areas.

Impact & Outcome

Our collaboration with Trinity University bore tangible results. We successfully progressed Trinity’s IT system to ITIL 3 maturity, ensuring it was primed for the Workday platform’s integration. Furthermore, the broad spectrum of improvements across various IT practice areas underscores our commitment to holistic IT enhancement and the value of our partnership with Trinity University.