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Core Vision

Lenmed Private Hospitals Pty Ltd using myBuildings™

Core Vision

The purpose of implementing myBuildings™ across the Lenmed Private Hospital sites was to digitise a heavily paper-based, preventative maintenance process. This included a large number of compliance regulation checklists.

Furthermore, all life-critical medical assets were set up within the myBuildings™ system inter-linked with their required and respective preventative maintenance schedules and necessary conditional assessment schedules.

The Team:

Core Vision Africa’s CEO Jan Marthinus Botha and his team were heavily involved working closely with Mohammed Bera, Givemore Machaka and their team including members from the Lenmed Top-Level Management at Head Office. The project team was assisted by Mohamed Bera (Procurement and Engineering Manager) and Jayesh Makan (Group Facilities Manager) with the rollout across 11 hospitals in the Lenmed Group – 9 of them being in South Africa, 1 in Botswana and 1 in Mozambique.

The Core Vision Africa team also dealt directly with the on-site Facility Managers at each of the Lenmed hospitals as well as Clinical Engineers and onsite Administrative Staff in each of the hospital wards.

Project Phases & Roll-Out:

The first phase objectives were to:

  1. Digitisation of all paper-based checklists:

    This process not only succeeded in the digitisation but also in the automation of specific critical actions required out of the checklist shortening reaction time in some cases by days or even weeks.

    Risk management and compliance in accordance with legislative tasks are now handled / managed via these checklists.

  2. Loading of all assets at each hospital including setting up and scheduling of all critical tasks and activities associate with each asset:

    The project team not only achieved the minimal requirements by collecting and importing all assets (unknown or decommissioned assets) into the myBuildings™ Asset Register, but also helped gain valuable industry knowledge about medical assets, their ownership, priorities and lifespan.

    This project phase set the foundation to analyse and establish rules to avoid potential over- or under-servicing of each asset.

  3. Empowerment of staff to contribute towards well-being and maintenance of a hospital as a whole:

    The implementation project included important project and change management processes: The aim was to empower the ward and administrative staff to actively contribute towards the well-being of patients and crucial maintenance of the hospital as a whole.

    As a result, the staff can now have more eyes on potential risk or maintenance-related issues. Everyone now has the ability to easily log queries in the Lenmed myBuildings™ system either on one of the terminal desktops or via a mobile device contributing towards the greater well-being of the hospital site.

    An exciting outcome was that through the implementation of myBuildings™ the response time to enquiries was significantly reduced and communication back to the administrative and ward staff efficiently improved. The staff on the ground feel more empowered and enjoy playing an active part in the maintenance process. Gone are the days where inefficient communication and feedback led to unnecessary frustration between the teams.

    Deployment and ease of adoption: “Change management is always one of the biggest challenges in delivering an implementation project. Especially when the process involves changing from paper to digital. However the culture and the positive personalities of the key-players and participants in this myBuildings™ roll-out project across the Lenmed Group is something I aspire to with all my clients. It was a great project working with amazing people and contributing towards the greater well-being with people that share the same goal”, said Jan Marthinus Botha proudly.

  4. myBuildings™ contributes to personal development

    Proven recipe that myBuildings™ can be used by anyone: Nobody likes change. Often change comes with a discomfort and emotions which include fear. In one particular case a specific site manager was reluctant and almost embarrassed to admit that his computer literacy skills were very limited at the start of the project. Today he is one of the users that is most active on myBuildings™, he takes ownership of tasks and runs one of the flagship sites of the Lenmed Hospital Group. Additionally, to his own personal growth and positive impact, senior management has taken notice of this and keep him in high regard – especially when important project decisions are made. His input from ground level is greatly respected and appreciated. A fabulous personal success story.

Project Duration:

The Lenmed team has worked hand-in-hand with the Core Vision Africa team to achieve this successful rollout in only 6 months!

“As much as this time frame was ambitious, it was achievable because the implementation followed a clear requirement analysis and scope definition phase”, said Jan Martinus Botha.

Measured Success:

“Whilst I was confident that our South African Team would achieve the goals and deliver results within the stipulated time frame, I am extremely proud to confirm that this implementation project was yet again delivered within time and budget”, commented Kevin Williams (Managing Director Core Vision).

Achieved Project Results:

  • Implementation of detailed Asset Registers across all hospitals completed
  • Relevant checklists setup and made available for immediate use
  • Import of planned, preventative tasks and maintenance schedules
  • Empowerment of onsite staff
  • Access to easy-to-use software tool to assist onsite managers with greater insights in day-to-day operations
  • This success now allows Lenmed to use the myBuildings™ system to conduct internal audits on an annual basis for each hospital and has signed a 5-year contract with Core Vision Africa.

Outlook – what is next?

“We look forward to the next project phase which will include clinical engineering and incorporating clinical assets, relevant checklists and schedules which will commence in this year. Adding the vendor management process will further assist in the automation of these processes”, says Jan Marthinus Botha.

The clinical engineering department is the number one priority for 2020 as well as the integration and automation of Internet of Things (IoT) sensors to trigger actions within myBuildings™ in effect creating a truly “smart hospital”.