Providence Alaska Medical Center
StrateGen was retained by Providence Alaska Medical Center, Alaska's largest medical facility, to develop a simulation model to provide insight into Day Surgery and Endoscopy patient flows. (Providence Hospital has seen significant increases in patient traffic, and is facing facility space constraints.) The purpose of the model was to identify tradeoffs between staffing, scheduling of patients, and space utilization. The resulting model provided Providence managers capability for improving and increasing patient throughput using dynamic "what if" simulations.
Anchorage Economic Development Corporations (AEDC)
StrateGen built a dynamic computer simulation model to replicate and refine the AEDC's existing spreadsheet model used to analyze the comparison between Anchorage and other air transport hubs. This descriptive tool incorporates unit cost, weights, and volume to determine and compare transportation and storage costs. User interfaces allow immediate access to both input requirements and output data. The model incorporates the option of comparing five different products into a multi-modal transportation and logistics system.
Municipality of Anchorage
StrateGen was retained to build a dynamic simulation model for the Anchorage Department of Community Planning and Development. The model provides department managers with the ability to assess changing workloads over time resulting from various management decisions and the number of land use change requests submitted to the department.
The model also provides an effective means of understanding the impact of various management decisions on personnel hours requirements. Using the model also provides a means of graphically presenting departmental manpower limitations to senior municipality leadership. The impact of senior management decisions on personnel requirements is also displayed.
GCI - Local Telephone Service
StrateGen was retained by GCI to help GCI enter the local telephone business in the Anchorage market. With substantial financial commitments already made to infrastructure, equipment, and marketing for local service, it was critical to GCI that the introduction of this new service be accomplished on schedule and that the processes worked properly.
Working with GCI's functional experts from all of the departments in the company, StrateGen personnel designed and documented all of the major processes necessary for GCI to train its newly hired personnel and successfully enter the local telephone business. An important part of this project was the identification of points in the workflows that were not yet properly integrated into the company's management information system technology.
The identification of gaps where the system needed attention to provide compatible and smooth information flow allowed the information systems specialists to make the necessary changes prior to turning up the entire system. Entry into the local phone market was very close to the projected execution date. The Local Services Department needed a plan to identify the critical issues related to the delivery of services, develop procedures for newly hired personnel and finalize interdepartmental coordination processes for their delivery processes. The development of methods to assimilate large groupings of information and organize this information into actionable plans enabled Local Service managers to think through their implementation process and roll out services on time.
Department of Veteran Affairs (Anchorage Regional Office) - Outpatient Treatment and Payment Process
StrateGen was engaged to assist VA medical personnel, managers and technical staff to find a way to provide uniform care for veterans throughout the year and complete each year within its fixed medical services budget. StrateGen personnel, in conjunction with VA functional experts, conducted an analysis of the process by which outpatient service is approved and provided to veterans, followed by payment for services to private-sector physicians.
StrateGen consultants built a complex computer simulation that accurately described both the patient treatment aspects and the financial components of the process. They then conducted sensitivity analysis on the variables identified in the computer simulation.
United States Air Force: 11th Air Force - Alaska
From 1992 - 1996, two of StrateGen's principals, Dr. Ken Jones and Kenn Kline, were employed by the United States Air Force to develop and implement strategic and operational plans and facilitate the identification, analysis and improvement of key systems-level processes.
Significant improvements were made in areas as diverse as civil engineering, air operations, hazardous waste disposal, high speed data communications design and the reorganization of 11th Air Force, (the command organization for the Air Forces in Alaska).
These improvements contributed to the transformation of the Air Force in Alaska from a stationary cold war force of dedicated assets to counter the Soviet threat to a smaller, more flexible expeditionary force able to conduct lethal and non-lethal missions any time, any where in the world.
Among the specific project management related activities were: