A Multispecialty Hospital
A Multispecialty Hospital
- Industry: Healthcare, multispecialty hospital
- Setting: A 200-bed multispecialty hospital in eastern India
- Scale at go-live (2014): 200 beds, around 8 specialty departments, 400 to 600 patients a day
- In brief: The third hospital management system attempt, and the one that worked, still running twelve years on and now extended to two more hospitals.
The Situation
By the time this hospital came to Extrapolix, two previous attempts at a hospital management system had already failed. Core functions, billing, resource allocation, and patient care, were operating in a disjointed way, held together by manual processes that were slow and error-prone. A handful of standalone modules left behind by the second vendor were still running, but nothing was truly integrated. Staff and management were understandably skeptical of yet another system. The operational strain was showing up as longer patient wait times, billing disputes, and, without consolidated reporting or real cost control, a hospital exposed to revenue leakage it could not easily see.
Two Failed Attempts
The first attempt was an off-the-shelf hospital management system with limited functionality that did not even cover all of the hospital’s operational areas. It never went live.
After that, the founder-doctor engaged a vendor to build something custom. That vendor did not fully understand what the hospital actually needed, and ultimately delivered only a handful of standalone modules that ran for a period before the relationship ended. That was the state of the hospital’s operations when Extrapolix was engaged.
What We Found
The founder-doctor had specific requirements, and they were genuinely specific to how he ran his hospital, not generic hospital needs a standard system would already cover. He had a particular way of working with visiting doctors. He had a particular way of coordinating with outside diagnostic laboratories that handled patient samples, including CT scans and MRIs. He needed a complete HR and payroll system integrated directly with hospital operations, so that staff productivity could be tracked and incentives and bonuses calculated against it. And he needed management reports cut precisely his way, department-wise patient counts, department-wise billing, room-wise billing by type, and other operational views he had defined himself.
This was the real finding. Both previous vendors had approached the engagement as a software problem. It was not. It was the problem of understanding one doctor’s specific way of running his hospital, and then building exactly that. Most software fails before the build begins, and both earlier failures traced back to exactly that gap.
What We Built
The system we built in 2014 was designed around the specific requirements discovery had surfaced, not around a generic idea of what a hospital needs.
- Visiting doctor and outside lab coordination: Built to match how this hospital actually worked with its visiting consultants and external diagnostic providers, rather than a generic scheduling assumption.
- Integrated HRMS and payroll: Staff management and payroll built directly into hospital operations, so productivity could be tracked and incentives and bonuses calculated against real data.
- Management reporting cut his way: Reports built to the founder-doctor’s own specifications: department-wise patient footfall and billing, room-wise billing by type, doctor-wise revenue against salary, occupancy and length-of-stay tracking, debtor outstanding and collections, and more, each view built around how he actually wanted to see his hospital.
- Patient records and billing, unified: Core hospital functions finally working from one accurate, current picture rather than the disjointed, partly manual state the two previous attempts had left behind.
The Outcome
The system was delivered and implemented in 2014, and it was the attempt that worked. Patient satisfaction, doctor satisfaction, and staff satisfaction all improved. Footfall went up, and revenue went up with it. As much as the operational gains, the third attempt restored something the first two had cost the hospital: confidence that a reliable system was actually possible.
Five years after go-live, the founder-doctor opened two more, smaller hospitals at remote locations, newly built. All three now run on the same Extrapolix system, connected over the cloud. The hospital has not needed a new module added in the past three years. The software remains stable and continues to meet the hospital’s compliance requirements.
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