Nagel-Piciorus Claus

• Implementation and continuous development of a Business Intelligence platform based on QlikView across all locations (approx. 100 users in 6 departments and headquarters): requirements analysis from medical departments, definition of performance indicators for medical performance controlling, data structure design, rollout and physician training on department-specific dashboards; further development through integration of HR controlling and cost center controlling; expansion into the central controlling dashboard for the group and the executive board.
• Introduction of structured corporate planning using “CorporatePlanner” software: development of a rolling 5-year plan for the various group companies, including detailed personnel cost planning at cost center level and detailed performance planning at equipment level. Results served as targets for chief physicians. Establishment of continuous plan–actual comparisons (monthly for costs, daily for performance). Integration with QlikView dashboards, consolidation into group-level financial statements (balance sheet and P&L), inclusion of project planning (new sites) with consolidation, and development of scenario planning (“what-if” analysis).
• Development of qualitative and quantitative HR controlling: structuring of data from HR systems, qualitative analysis of personnel data, concept for improving data quality, integration of various HR data (master data and transaction data) into a data warehouse. Integration of HR planning data into corporate planning and creation of an HR controlling dashboard in QlikView.
• Concept, selection, and implementation of a duty scheduling system for medical departments, based on existing time-tracking data; preparation of necessary data consolidation to improve data quality.

• Conceptualization and implementation of a departmental reorganization.
• Preparation and execution of partial outsourcing of the PACS unit.
• Reorganization of the PACS infrastructure in collaboration with an external service provider; design of a complete restructuring of the PACS infrastructure; assumption of project management for the reorganization project.

• Establishment of departmental management structures in Radiology and Breast Diagnostics to provide professional support for central departments.
• Definition of tasks and interfaces between departments and central units.
• Organization and facilitation of regular meetings with site managers to address organizational and business management topics.
• Expansion of site-level controlling based on QlikView.
• Execution of annual reviews, planning meetings, and staff appraisals with senior physicians.
• Operational performance planning for radiology departments.
• Implementation of standardized procedures for the integration of new sites into the group.
• Expansion of IT project management using MS Project Server.
• Initiation of process documentation and introduction of an IT Asset Management System as preparation for ISO 27001 certification.

• Conceptualization and establishment of the Academy by consolidating the group’s various training and continuing education activities.
• Development of qualitative and quantitative training planning for the organization.
• Implementation of an intranet-based training platform.
• Design of a training concept for the medical departments.
• Introduction of training controlling and evaluation systems.
• Supervision and support of the MTRA School (School for Radiology Technologists).

• Expansion of project management into a dedicated staff unit.
• Creation of a project management handbook with corresponding procedural instructions; development of a checklist system including room books for project standardization.
• Integration of change management processes into project workflows.
• Implementation of MS Project Server as the central project management tool.
• Extension of financial project planning and integration into overall business planning.
• Assumption of project leadership for various acquisition and integration projects.

• Selection of system partners for the introduction of MS SharePoint, including project planning and management of the rollout; creation of requirement specifications for a collaboration area and a publishing area (intranet).
• Establishment of collaboration workspaces for all central departments with centralized document management.
• Implementation of Nintex as a workflow tool for MS SharePoint, with the step-by-step migration of administrative processes to automated workflows.
• Development of a workflow-driven training platform.
• Mapping of the complete audit management system in MS SharePoint, including scheduling, task management, and reporting.
• Representation of the group’s complete target hierarchy and individual cost centers, including target monitoring and documentation of goal achievement.
• Design and implementation of a contract management system based on MS SharePoint.
• Migration of the complete QM manual to MS SharePoint.
• Creation of centralized, electronic meeting workspaces for topic and task management.

• Complaint management platform with workflow control.
• Integration of business and operational risk management including risk assessment and reporting system for adverse events (CIRS).
• Central equipment inventory system with ticketing functionality for incident reporting, scheduling of maintenance and inspections, centralized recording of repair costs per device, integrated with the QlikView controlling platform.
• Development of workflow-driven ticketing systems for Medical Technology, Service Center, Medical IT, Facility Management, and Quality Management — each with knowledge databases and automated service tickets; creation of controlling dashboards for these ticketing systems in QlikView.
• Central hazardous substances and biological agents register.
• Online accident book with incident reporting to the occupational insurance association.
• Communication workflows with task management for onboarding of new employees, offboarding, and departmental transfers.

• Preparation and execution of internal audits and external surveillance and recertification audits conducted as multi-site audits.
• Training of quality management (QM) multipliers within the group.
• Implementation of the complete audit management system on MS SharePoint, including central task tracking, target management, web-based QM manual, and process management.
• Development and expansion of a group-wide business risk management system and a medical-operational risk management system, including process risks and the recording of adverse events.
• Expansion of the QM department into an Integrated Management Department, covering quality management, hygiene, occupational health and safety, information security, and risk management.
• Preparation and certification of Fachklinik 360° according to DIN ISO 9001:2015.
• Preparation and certification of the specialized clinic as an Endoprosthetics Center.
• Implementation of an Integrated Management System in Fachklinik 360°, based on DIN ISO 9001:2015, including QM, occupational safety, hygiene management, risk management, and information management.
• Establishment of the RNR Academy and coordination of activities between the MTRA School and the Academy.

TÜV Süd Qualitäts-Management Auditor