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I am currently involved in an initiative to improve wayfinding in our organization. One of the very critical pieces in this initiative is our patients. This project is still happening and in the beginning phase, as we are working towards implementation in the near future, but what we were able to identify was the importance of creating a tool that was not only useful for us, organization members to understand, but more importantly, a tool that would be useful and purposeful to our clients. If our clients do not find this tool useful nor feel that this was created for their benefit, then they are not inclined to use it. It would make our hard work worthless because we would still be tasked with the problem of patients having trouble navigating our campus.

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In my day to day work, I handle the IS for the organization. I was involved in the locating, contracting, and molding of a software to be used as our EMR. We looked at the pro's and con's of our business model, what the impact of the new software would be. We looked at all aspects and made a very informed decision. This software changed our entire business model, our conformity with legal entities and the service we provide to our clients.

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I am currently involved in the implementation of automating data that I pull for our Children with Pharyngitis initiative. I presented in the idea to leadership and provided an analysis of how it would cut time when data is needed and how results would be in real-time. The team I talked to was on board with the idea, they knew that keeping thing how they are were not helping. Automating a database is going to improve how we receive the initiative's results. I didn't have any restrictions because we all had shared values and everyone was on board with it. It is currently in the Introduction process and I foresee that everyone will adapt quite easily to this IS implementation.

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A recent IS initiative we initiated was the transition from Oracle to Enterprise 21. With this transition we implemented a real time inventory system with RF scanners so when an employee used an raw material they would scan it out into production. When the final product was made we scan them into out finished good area.
This was good but because they implemented a general waist factor of 10% each day the system would state we need more raw products put into production than we actually used. This created inventory problems after working with IS for 3 months and finally creating a more accurate formula the system no longer request us to add in more production if we have a lean production day.

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about 7 years ago, the Navy was implementing a new electronic system to maintain service records of all the service members. This system was to the benefit of our local HR departments who worked with employees to accurately record their careers. This had global impact since service members are global in nature and move duty stations every 5 years or so. The new system was designed to reduce errors in individual records by standardizing inputs, forcing requirements for standardization, and speed up access to these records by individual sailors. One of the main issues that was run into during implementation, was that there was no guarantee that the hard copy records were being input into the new system. They planned for this by giving the hard copy records to the individual service members, but did not stress the importance of keeping the file "jsut in case". This ended up creating some roadblocks globally as service members lost awards, administrative remarks, promotion and evaluation historywhich impacted careers.

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Years ago, I worked for a research and development company which created products for DARPA in networking capability.  Our department worked with employees from property assets, purchasing, security and IS to create a new inventory management system using barcoding equipment for hardware and a designed software program to tracking company/government property internally and externally globally.  Numerous meetings took place between personnel from the departments to coordinate and determine the necessity and need for the new inventory management system.  The property control department worked closely with IS department to provide information as to what was needed for the new system.

Since the organization mostly contracted with the government and no manufacturing of products or serviced were involved, the new inventory management program primarily served the internal organization with little external involvement from outside stakeholders.  The firm’s objective in the new system was to provide a better tracking system for the movement of company/government assets within the United States and our satellite offices as well as some government military compounds.  I specifically worked with the IT department with the design of the software program by providing what functions are needed as well as creating a standard operating procedures manual.

Although the implementation of the program went well during the start-up, resistance from some managers at our satellite locations occurred.  They did not seem to care about the new inventory management system or understand its relevance; so, therefore, we experienced trouble with other managers cooperating during the yearly inventory and the routing processing and tracking of property.

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We recently implemented the Oracle Cloud solution for both our Finance (Financials Cloud) and Supply Chain (Procurement Cloud). We had to examine all parts of the IT Interaction Model, in rder to be successful.

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A recent IS initiative I was a part of recently is the way new medical office leases are approved within Kaiser Permanente. With this new system it was done electronically, and should be faster, rather than having people read through every detail of a lease. While everyone does see the light at the end of the tunnel, there were some problems. This new policy was not given the proper introduction to us and will make the adaptation more difficult because it does change our business process and there a lot of kinks to work out. It will work out in the end, but I believe it should have been explained to us, rather than the new policy being made in the background and then implemented without any explanation.

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A recent initiative that occurred at my current job is the addition of the launchpad and mobile payments. It has and will replace the traditional paper and pen method. This change has reduced the use of paper and it for the most part has decreased mistakes. The issue is that the users were forced to implement the new technology right away. There was no training as we had to learn on the go. So far there have been glitches and connectivity issues. On top of that some of the clients are not technical so its hard getting the elderly to initial with their fingers. Other than that and some new updates the launchpad will be better down the road.

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An IS initiative that I was aware of occurred about two weeks ago when the corporate office of Costco Wholesale decided to eliminate the process of members having to sign for a payment over $200 if they used a credit. The initiation of the new system was to improve quality and service which is Costco's number one goal. After the initiation, managers kept track of the interfaces that were implemented for the system to show improvements in the number of members that go through each cashier's line. Since the results were substantial, Costco introduced this new system but they will need to keep up with the changes in the environment to provide further adaptations.

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I have experienced a data driven process IS we implemented at my job site a few years ago. It was the data driven analysis health measures for each buyers. There are several categories to identify each shipment; receiving too early, late or past due, etc. Although this IS makes sense to optimize inventory level, it was struggle to implement. First, the data in the system was not accurate to begin with. Second, we didn't have culture to use the data to determine delivery dates because we never trusted the data.

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We actually have several new software systems that are going to rolling out this year. They are going to be replacing some old ones, combining others, and introducing new ones. Typically, what I see happen though is that the introductions process is not very good. The new system will be briefly introduced, then quickly implemented with little to no training on it, which can make the adaptation process more difficult. I have also seen systems be released without any introductions, which always make the adaptation challenging.

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An IS initiative I was involved in was the implementation of support requests through an online program for all supply related needs. Most parts of the interaction model were done sufficiently, but the adaptation portion was brought on too quickly which created a lot of growing pains within my organization. People were used to the old way of doing things and tended to resist this new Information System that would inevitably streamline the process.