QlikView turns Bouman GGZ into “clicking” addict
Customer Company Size
Large Corporate
Region
- Europe
Country
- Netherlands
Product
- QlikView
Tech Stack
- Oracle
- Excel
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Productivity Improvements
- Cost Savings
Technology Category
- Analytics & Modeling - Real Time Analytics
Applicable Industries
- Healthcare & Hospitals
Applicable Functions
- Business Operation
- Human Resources
Use Cases
- Predictive Maintenance
Services
- Data Science Services
About The Customer
Bouman GGZ is the largest mental health organization in the Netherlands, specializing particularly in addiction. With a workforce of over 850, Bouman provides services at over fifty locations in the Zuid-Holland-Zuid region, spread across the municipalities of Rotterdam, Schiedam, Vlaardingen, Dordrecht, Leerdam, Gorinchem and Spijkenisse. Besides treating addicts, Bouman disseminates information on the dangers of drugs and alcohol abuse. The organization is faced with the challenge of compartmentalized information systems, with different departments providing managers with information from their respective systems in their own ways. This has led to inefficiencies and a lack of customer-friendliness. Furthermore, the organization is unable to combine data from the three systems, despite the interconnectedness of personnel, financial, and clinical data.
The Challenge
Bouman GGZ, the largest mental health organization in the Netherlands, was faced with a very compartmentalized information system at the end of 2005. The Planning & Control and Finance departments provided managers with information from their financial system, HR delivered data from their HRM system, and the Clinical group delivered data from their healthcare system. Each department did this in its own way, with its own tools: Excel, Cognos or Oracle. After a few days, the managers received a print-out or an Excel sheet with the information they had requested. This was not a model of efficiency and customer-friendliness. At the same time, a need was emerging to combine the data from the three systems. Personnel, financial and clinical data is often interconnected and that’s how the management wanted to see it. But it wasn’t possible: everything was compartmentalized.
The Solution
In the spring of 2006, Bouman started the implementation of QlikView, the engine behind the “information factory”. It all ran fairly smoothly, but the data owners were causing a bottleneck. “At first it was difficult getting them to leave their departmental mindset and come into line,” Schenkels recalls. “They were scared of losing their grip on what had always been their job. But they soon saw that QlikView would significantly ease the burden on their department by collecting (and refreshing) information from the source systems during the night and placing it for perusal in the QlikView file on the server. At present, around 25 people can retrieve this information: directors, cluster managers and support staff. This number will increase, as we are offering more and more operational information via QlikView. In the course of 2007 team managers and administrative workers will also be able to access the database due to, amongst others, the introduction of a new finance system, based on Diagnosis Treatment Combinations (DTCs).”
Operational Impact
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