Success Stories

Our client’s success in meeting their goals is our most important objective.

Maximizing Not-for-Profit Productivity by Minimizing Customization

Maximizing Not-for-Profit Productivity by Minimizing Customization

This major not-for-profit organization specializes in product distribution to its member agencies throughout the Unites States.  The member agencies, in turn, distribute products to needy population in their areas.  While the organization doesn’t warehouse any product, it has very specific activities concerning its supply chain and distribution areas, and its current Enterprise Resource Planning (ERP) System was struggling to keep up with growth.  Required financial reporting had become more difficult and increasingly manual.  In order to create needed reports, the client’s financial staff had to create different desktop applications and databases that were very complex in comparison with their resulting rudimentary reports.  The ERP also had to interface with a number of back office systems, which was made more difficult every time an interface with each required modifications.   
The existing ERP was numerous levels out-of-date and no longer supported by its vendor.  Due to multiple customizations applied to it, required modifications to the system had become difficult, time-consuming, expensive, and nearly impossible to maintain. Both the organization’s business staff and the IT organization were frustrated with amount of maintenance necessary.  Both the business staff and IT agreed that the time had come to investigate ERP systems that would satisfy the client’s unique requirements through; middleware instead of customizations; demonstrated use in the not-for-profit sector for supply chain, fund accounting, and reporting; and, a Software-as-a-Service (SaaS) model to streamline hosting and ensure that system updates would occur on a predetermined schedule to minimize customizations and hosting expenses.

How We Solved It

Trillium used its Proprietary Vendor/ Software selection process to identify the best ERP solutions and implementation vendors to meet the client’s needs.  We reviewed the client’s existing systems to identify their go-forward business and technical requirements.  We created use cases with the client so potential vendors could understand their unique requirements, and could be used for testing during the implementation of the chosen system.  After the selection process and client demonstrations, Trillium assisted the client in selecting a SaaS-based ERP system that best met its business and technical requirements with a minimum of customizations.

Results

  • Client had standard ERP functionality including needed not-for-profit processing and reporting
  • Client had simpler customizations and interfaces to back office systems through middleware
  • Client had complete buy-in from all key stakeholders on the software selected and the vendor to perform the implementation

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Predicting Patient Readmittance

Predicting Patient Readmittance

Most healthcare organizations are drowning in data but are challenged to gain reliable, actionable insights from this information.  It is in the form of physician notes, registration forms, discharge summaries, documents and more.  This data is doubling every five years.  Different from machine-ready data, this content lacks structure and is arduous for healthcare enterprises to include in business analysis and therefore is routinely left out. As a result, millions of patient notes and records often sit unavailable in separate clinical data silos. This content contains valuable information, but there’s historically been no easy way to analyze it.  While there’s no silver bullet for preventing all re-admissions, hospitals and health providers can take action to significantly decrease the occurrence.

More than 80% of the client’s data was unstructured. It was in the form of physician notes, registration forms, discharge summaries, echocardiograms, and other medical documents.  The client knew they had to leverage their wealth of unstructured information to discover new, population-specific clinical and operational insights and significantly reduce the occurrence of high cost CHF re-admissions by proactively identifying patients likely for re-admission and introducing early interventions to reduce cost, mortality rates, and improve patient quality of life.

How We Solved It

Trillium managed the data mining, modeling and implementation team that introduced a healthcare industry software offering that combined content analytics and natural language processing technology that helped both the health care providers and payers improve patient care and reduce costs.
Leading the entire project and predictive analytics solution team while working directly with a world leader in natural language processing, Trillium was able to provide a Content and Predictive Analytics solution that allowed the client to extract relevant clinical information from vast amounts of patient data to better analyze the past, understand the present, and predict future outcomes.

Combining natural language technology with predictive analytics allowed the client to identify the root causes of hospital re-admissions, and the ways it could decrease preventable multiple hospital visits.

Results

  • By predicting readmission candidates and introducing mitigating strategies, the client reduced costly and preventable readmissions by 7%
  • Eliminated the need for traditional analysis a resource intensive task and transformed raw information into healthcare insight quickly.
  • Revealed trends, patterns, deviations, and the probability of outcomes. Enabled client to derive insight in minutes versus weeks or months.

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Managing Intellectual Assets

Managing Intellectual Assets

For this full-service U.S. venture capital firm on the West Coast, our challenge was to protect the firm’s competitive edge by capturing the intellectual capital generated by its IT staff. Like other knowledge-based businesses, the firm’s greatest asset is the human intellectual capital in its IT department – long-term employees whose experience with internal IT projects was filed away in disparate systems and networks across the company.

“Our assets walk out the door every night,” says a senior executive at the firm. “While our employees’ knowledge gives our company an incredible competitive advantage, we could lose that advantage quickly if key employees quit or were somehow incapacitated. It’s impossible to fully replicate a person’s insight and experience.”

How We Solved It

Trillium developed an IT knowledge management system to capture intellectual assets, provide business continuity, and standardize IT integration strategies

Results

  • Productivity boost with easier access to the firm’s IT knowledge base
  • Mitigated risk with a formal disaster recovery and business continuity plan
  • Standardized IT integration strategies and staffing to support rapid company growth

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Simultaneous IT Upgrade and Physical Relocation

Simultaneous IT Upgrade and Physical Relocation

Trillium simultaneously coordinated a production upgrade and infrastructure relocation for a leading retail technology company. This client provides retailers with in-store customer behavior tracking devices. To improve its services, the client embarked on a major system upgrade. At the same time, it scheduled a relocation of its physical IT infrastructure. The company planned to move its development server, new Oracle portal server and primary backup server to one locations, while other servers would be moved to the client’s new office space.

Even a typical technology infrastructure transition is an exhaustive test of an IT organization’s ability to re-establish its computing services to a new location with minimal impact to business operations. The client acknowledged that its project was far too complex for its internal resources to handle, so management called Trillium.

How We Solved It

Trillium employed its IT Transitions® methodology to reduce downtime and ensure business continuity during the move

Results

  • Reduced system downtime from a planned 48 hours to just 4 hours
  • Mitigated risk through Trillium’s hour- by-hour planning and communication
  • Streamlined move to new VOIP phone system for a 20 percent cost reduction

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