United States

Microsoft Dynamics GP solution enhances existing Epic EMR system


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A private, not-for-profit health care organization, including a hospital, critical access facility and five rural clinics, had implemented an Epic electronic medical records (EMR) system recently, but required major streamlining to improve efficiencies and address resource challenges. In particular, the 600-employee health care system’s continued manual practices plagued the organization, impacting quality of service to its patients, business efficacy and the organization’s overall strategic growth.

RSM completed a comprehensive discovery process with the client to thoroughly understand the environment, challenges and needs of the organization. During this phase it was noted that many business processes were not automated, financial double entry was occurring in many instances, and automated procurement and materials management was not in place to complement the Epic EMR system.

The team implemented a comprehensive ERP system including: Microsoft Dynamics® GP financials, payroll and HR, Paramount Technologies WorkPlace Requisition, and Binary Stream Materials Management to integrate with the organization’s current Epic EMR system. The client had considered other solutions, but they quickly realized GP’s right-fit functionality and reasonably-priced package met their optimal needs, as well as provided Tier 1 options at a lower annual maintenance fee.

Also contributing to the project’s overall success was the collaborative nature of the RSM team and client.

We obtained a thorough understanding of the client’s specific challenges, resource constraints, training needs and timing requirements to provide solutions that met the unique requests of the organization. In addition, the team and client remained flexible and quick to act as periodic variables occurred, such as staffing changes, system adjustments and additional training needs.

Through rigorous and agile implementation of the GP platform in concert with the existing Epic EMR system, the organization realized the following improvements:

  • Centralized entry, which eliminated double entry; improved timing and accuracy
  • Unified process for improved materials management and requisition
  • Speedier revenue cycle
  • Improved quality
  • Stabilized reduction in workforce through use of technology
  • Integrated employee purchases using standard payroll deduction as a form of payment
  • Enhanced strategic efforts

The RSM team continues to work with the organization on secondary phases of the ERP implementation and refining processes. In addition, the organization is currently exploring business intelligence applications as well as document management and IT networking needs.