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Problem: Most program management support is
often viewed as the delivery of a pre-set amount of personnel time
in which tasks happen and get completed. This business model provides
little incentive to help the client accomplish missions with less cost.
In these engagements, the quality control and data management plan
are pro forma documents. While the client receives all deliverables,
it is difficult to track the effort associated with each deliverable.
Consequently, this service delivery model breeds inefficiency. Regardless
of the contractual vehicle, the total lifecycle service cost will continually
increase since there is no guarantee that the level of service efficiency
will increase accordingly.
Solution: STI has applied this learning system in fields ranging from medical records coding, conference planning, and financial analyses. In each case, the process definition led to productivity improvements and increases in client satisfaction. Our clients invest their savings in other task areas, which help them meet their operational goals. By applying these principles to large program management contracts, STI has helped the Military Health System (MHS) lower overhead and focus more resources on patient services. Value: STI applies a strict quality control approach which identifies repeatable processes coupled with performance metrics. Through concentration on performance metrics, STI and the client are able to match resources with requirements. Additionally, the metrics identify and track task performance and make it possible to measure completion and customer satisfaction fairly and accurately. Through a focus on the use of repeatable process, STI manages a continual drive towards efficiency. The measurement of these efficiency changes, coupled with rigorous quality control, improves performance. For more information, please contact Kenyatta Jenkins at 703-933-8310 or send an e-mail to jenkinsk@stic2.com. |
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