Deloitte RFID Project

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Deloitte

RFID

Project















2012


Penn State University


2012

Eojin Kim

Mark Dunlap

Kristin Ruhl

Christopher Wilmarth

Matt Maslanka

Katilyn Viti



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Deloitte RFID Project


2012

Table of Contents


Letter of Intent…
………………………………………………………………………
………………………..2



Project Charter……………………………………….
………………………………...
........................3


Work Breakdown Structure………………..………………………………………………………….5


Proposed
Personel………..
………………………………………….....
.................
.....................6



List of Prioritized Risks……………………………………………………………………….…………..7


Business Case ………..
……
..
…………………………………………………………………
….……………..8



Financial Analysis…………………
………………………………………………………
………..…………11


Additional exceptions ……………………………………
…………………………
…………….………14


Deliverables Website.………………
………………………………………………
………………………
1
6













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Date: February 27, 2012


Letter of Intent


U.S. Business Route 322 (North Atherton)

IST Building

State College, PA

Attn:

Dan
Welsh



LETTER OF INTENT for RFP for RFID Asset Management Tracking Implementation


Dear Mr. Welsh,

Our team is pleased to submit this response to RFID at Keystone Medical Hospital, and we look
forward to supporting Keystone Hospital in this area.

As you

go on to read our proposal, we are
certain that you will conclude both that we have a talented team along with a thorough
understanding of your objectives driving the project, making our team the ideal choice to assist
Keystone Hospital with the proposed
project.

Our proposal brings Team 1’s core competencies together, including core consulting capabilities
and the end
-
user computing practice.

We believe that we, Team 1; can successfully assist you to achieve your objectives to fulfill the
Keystone Medical

Hospital RFID project.


We have composed a team that have understood these objectives and believe that you will find
our team is unmatched in project management.


If selected for this project, we would fulfill the job requirements requested, and complete

them
on time and very professionally. Until we have executed a SOW, neither party is obligated to the
other for this project.


Thank you for inviting us to present you with this proposal.

We are eager to earn your business
and assist you in achieving yo
ur objectives.


Sincerely,

Eojin (Leah) Kim










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Project Charter


Project Title
: RFID Asset Management Tracking Implementation


Project Start Date:

January 18th, 2012

Projected Finish Date:
January 31, 2014


Budget Information:

The Budget for the entire project is not to exceed $2M. There is a discount
rate of 8%


Project Manager:

Leah Kim, ewk5075@psu.edu, (814)
-
548
-
6833


Project Objectives:
To work with Keystone Hospital and improve their quality of care and
increase their pro
ductivity level by implementing a custom RFID package to track and manage
the hospital’s equipment. The objective is to complete this project by the deadline while staying
within the given budget. We will use fixed RFID reader to keep track of the location
s of the
hospitals equipment. We will implement both passive and active RFID, the more important
equipment that will need to constantly be monitored will use active, and for the other equipment
we will implement passive RFID. The custom package that we are

implanting will meet the
criteria of Key Stone Hospital. We will use our resources and team to ensure the safety of the
RFID as well as making sure that the RFID package is completely useful to the employees of the
hospital.


Main Project Success Criteria
:
Develop a business case, including activities, milestones, and
costs associated with implementing RFID. The RFID we choose much satisfy all specifications
given by Keystone Hospital and be approved.


Approach:

-

Hire a RFID Implementation Specialist to o
versee project and provide expertise on
implementation

-

Hire a Firmware RFID Developer to be able to port and write mid
-
level firmware to make the
foundation for the software.

-

Hire a Senior RFID Instructor to develop and publish documentation related to

specific
functionality of the related applications and provide training and technical support to employees.

-

Decide where active and passive tags will be most useful by contacting employees of the
hospital who will actually be using the equipment.

-

With
in one month, develop a clear work breakdown structure, prioritize risks, business case,
and financial analysis.

-

Hold weekly progress review meetings with the project team and hold monthly meetings with
sponsor.

-

Conduct software testing throughout the
project on the package to ensure the safety and
efficiency of the product.

-

Hold testing sessions before implementation to receive as much feedback as possible from
those who will be using the product on a daily basis.





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Deloitte RFID Project


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Roles and Responsibilities

Role

Name

Organization/

Position

Contact Information

Sponsor/Client

Dan Welsh

SME

dwelsh@deloitte.com

Advisor

Jan Mahar
Sturdevant

Professor

jbm18@psu.edu

Advisor

Chris Saraceno

LA

cms5578@psu.edu

Consultant and Project
Manager

Leah Kim

Team
Member

ewk5074@psu.edu

Consultant

Kristin Ruhl

Team
Member

knr5075@psu.edu

Consultant

Katilyn Viti

Team
Member

snfd178@gmail.com

Consultant

Matt Maslanka

Team
Member

mattmaslanka71

@gmail.com

Consultant

Chris Wilmarth

Team
Member

cjw5267@gmail.com

Consultant

Mark Dunlap

Team
Member

mpd5136@gmail.com




Sign
-
off:

(Signatures of all above stakeholders. Can sign by their names in table above.)


Comments:

(Handwritten or typed comments from above stakeholders, if applicable)









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Work Breakdown Structure

Figure 1. Wor
k

breakdown structure 1

Figure 2. Work

breakdown structure 2



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Proposed Personnel


RFID Implementation Specialist





Specialist’s responsibilities are to oversee project and provide expertise on implementing
RFID.




Bachelor’s
Degree Required




Salary range of $60,000
-
70,000




Expected 40 hours of work required




Area of expertise is Implementing RFID

Source for salary:
http://www.mjrecruiters.com/jobseeker/RFID_Implementation_Specialist_J01822396.aspx


Firmware RFID Developer





Developer’s responsibilities are to be a
ble to port and write mid
-
level firmware to make the
foundation for the RFID software




Employee must have more than 10 years of experience of developing firmware




Salary range of $60,000
-
90,000




Expected 40 hours of work required





Areas of expertise include coding and programming

Source for salary:
http://www.maxhire.net/cp/searchresults.aspx
?jobpreviewkey=5B6B361D43515B7D521D2877561E
62482E&AspxAutoDetectCookieSupport=1


Senior RFID Instructor




Responsibilities are to develop and publish documentation related to specific functionality
of the RFID related applications. Also to provide d
edicated training and technical support to
RFID employees.




MSEE with 10+ years experience




Salary of $75,000




Expected 40 hours of work required




Areas of expertise include applications and procedures of RFID

Source for salary:
http://www.rfid4u.com/company/SD01.asp

















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Prioritized Risks

Prepared By: Team 01


Date: 2/26/12

Ranking

Potential
Risk

Impact on Project

Solution to the Risk

1

Security
Attacks

If there is a security breach during the project
it could greatly delay the project or end the
project

Implement data encryption

2

Uneducated
Users

It could delay the project, as
well as not get
the full benefits from the equipment

Educate and train users about
RFID

3

Updating
Products

If the equipment isn’t updated when needed it
could make the equipment vulnerable and
possibly delay the project

Keeping the product updated will
help keep the product and
information secure

4

Location of
RFID

If users are unaware of possible interferences,
they could delay the project by not using the
equipment properly

Educate users on the possible
interferences, and where they can
and cannot tak
e equipment

5

RFID Signal

Similar to the location of the RFID, without
knowing the signal strength would cause not
using the equipment properly

Educate users on the distance that
the RFID signal can reach

6

Reader
Collision

If signals are set up correctl
y, it will be most
beneficial to the project

Carefully set up to make sure
signals never overlap with each
other

7

Tag
Collision

Putting multiple tags in one small area could
cause the project to delay due to mixing up
the signals

Make sure many tags
aren’t
together in a small area

8

Correct
Criteria

If more needs are added to the project, you
might have to redo planning or other steps
that were supposed to have already been done
thus causing a delay in the schedule or added
costs

Make sure all the ne
eds of the
hospital are taken in account with
chosen product

9

Feedback

If you don’t get the feedback from the users
you will not know if you have satisfied
clients which could impact future projects

Getting enough feedback to know
if product needs to be
improved or
changed

10

Contents of
RFID

If the equipment is not secured the project
itself is not secure which could lose
confidentiality for the hospital

Anyone with an RFID tag reader
will be able to read the tag.
Implement security to protect
RFID tags

from this.





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Deloitte RFID Project


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Business Case for
Deloitte RFID Project

Date

March 16,

2012

Prepared by: Team 1


1.0

Introduction/ Background

Keystone Hospital is one of the largest medical contributors to provide health care
services to the Delaware Valley and surrounding areas. With Keystone Hospital centered
in a populous region, Keystone would like to implement a technology system to increas
e
their overall productivity within the boundaries of the hospital’s operations. This
technology system will be attached to the hospital’s equipment resources to help meet
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2.0 Business Objective

Keystone Hospital has decided to utilize a Radio Frequency Identification system that
would tag its current critical equipment in order for it to be tracked and managed without
difficulty. This system would help to reduce the loss of assets due to misplac
ement,
improper sanitization, theft, and among other various reasons. A budget of $2 million was
approved and the cost of the system including research, resources, implementation, and
maintenance must remain in that boundary. Success of the pilot and final

system could
help greatly reduce the cost by removing the need to replace any misplaced or damaged
equipment. The provisioned system also will aid in the hospital inventory process. This
would allow for depreciation expense to be calculated more efficient
ly as well as other
accounting practices that are in regards to inventory.


3.0 Current Situation and Problem/Opportunity Statement

Keystone Hospital has been experiencing increasing problems with high worth, vital
pieces of equipment that become mi
splaced or improperly managed. This has an impact
on the hospital’s everyday operations, as well as on a financial level. This creates a
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4.0 Critical Assumption and Constraints

A refined plan and proper implementation is a mus
t to ensure success in this system.
There are numerous amounts of factors that need to be considered. The proper hardware,
software, and network related RFID materials must be installed properly to ensure
success of this project. Proper training is a neces
sity to personnel that will be using,
maintaining, or inventorying the medical devices under the RFID tags. Proper
coordination must be sustained with the key hospital stakeholders to ensure an
understanding during each phase of the planning, execution, an
d closing processes.



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5.0 Analysis of Option and Recommendation

There are three options for addressing this opportunity:


1.

Continue the standard methods used in locating, maintaining, and inventorying
the hospital’s medical devices


2.

Plan and implement

the RFID system to all high value/critical medical devices
only.


3.

Pan and implement the RFID system to all high, medium, and small value
medical devices.


Based on the needs and potential areas of support provided by Keystone Hospital we
believe that opt
ion 3 would be the ideal option. The initial cost will be higher than the
other options, but the return of assets will be a significantly greater. Option 3 will also
provide optimum efficiency within time and procedure constraints. According to the
financ
ial analysis, we have decided to purchase 3,500 passive tags costing $5 each, and
1,500 active tags costing $50 each. To save money in the long run, we will implement the
active tags on the most vital pieces of equipment in the hospital, pieces like defibr
illators
etc. Roughly, this method saved us about $147,000 rather than just buying all active tags,
proving once again that Option three would be the ideal option for Keystone Medical
Hospital.



6.0 Preliminary Project Requirements

The fundamental featur
es of this project plan will address the following:


1.

Asset Loss Management


Physically small devices are frequently lost or placed
in unexpected locations.

2.

Asset Utilization Management &

Real
-
time Location Reporting
-

Critically needed
devices have to be located rapidly under certain emergency time constraints in
which Keystone Hospital may face.

3.

Equipment Calibration and Maintenance


Keeping up to date with calibration is
important so t
he device may be ready for future use at any time. Many of the
machines require calibration before reuse.

4.

Asset Cleaning


Cleaning and sanitation of equipment is usually required before
its reuse. This is tied in with equipment calibration so the device
may be ready for
use as soon as possible.

5.

Inventory


The importance of inventory is necessary to determine the amount of
assets on hand as well as for accounting purposes.



7.0 Budget Estimate and Financial Analysis


The project will have a strict con
straint to not exceed $2 million. After completing the
financial analysis, we have accumulated the grand total to be $1,478,683. After reviewing


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this total and having all of the materials covered for the project, we all agree that this
project seems very f
easible and is going to be a great success. Having extra money in the
budget will cover any unexpected expenses if any were to arise.


8.0 Schedule Estimate

The client’s goal of the overall project is to have the pilot initiated within 18 months of
the c
ontract date and expectations that the full system will be running within 24 months.




9.0 Potential Risks

There are several potential risks involved with the process and completion with this
project. There is a potential threat of security attacks with the RFID system. The
databases linked with the devices can contain possible confidential information. A data
encryption method can be used to help lower the probable risk for a security attack. Also,
uneducated users of the new system could delay the project and limit the benefits
received. A risk on the business aspect would be the high initial cost of the proje
ct. If the
system was to fail an even further loss of assets could occur.



10.0 Exhibits

Exhibit A: Financial Analysis

















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Financial Analysis

Prepared by Team 1


Figure 3. Financial Analysis

Assumptions












We're assuming that the
hospital has 300 beds to house patients. We assume that the price of
Active tags will be $50 based off of our sources through research.













Based off of research we were able to find an average price of an active tag. This price is $50.00.
The info
rmation reguarding precise active tags are not available to
everyday consumers.


Notes













Cost













Through research, we have found reasonable prices on all of the equipment we assume that
would be needed to implement RFID at Keystone
Medical Hospital and also cited them for your
pleasure
.













We purchas
ed 1500 active tags for the most valuable equipment. 3500 of the tags will be used
for equipment under $10,0
00.










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Benefits












To get the the benefits for our projec
t, we took the median value for the high medium and low
device categories.













We then took those values and multiplied them by the average number of devices lost each
month in their respected categories
.













7300 *7 +7500*5+ 15,000 = $103
,600









Sources












Software: http://www.geminicomputersin
c.com/epc201mnt.html





Passive Tag: http://www.barcodegiant.com/intermec/rfid
-
tags.htm






Active Tag: http://www.rfidjournal.com/article/view/1336













Since we could not find

prices on Active tags without contacting an official RFID distributor, we
assumed that they are a substantial amount higher than Passive tags, being around $4 a tag. We
then estimated roughly $50 for each Active tag
.













RFID Reader:
http://www.barcodegiant.com/alien/alr9900
-
plus.htm
















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Servers












http://configure.us.dell.com/dellstore/config.aspx?oc=bqdwe2
k&c=us&l=en&s=bsd&cs=04&mo






Figure 4. Cost breakdown












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Additional Exceptions (“Terms and Conditions”)


1. Project Success Criteria

For the completion of this project, our team stays under the budget we were provided within the
given time frame

and provide all of the hospital’s needs. All of our deliverables are accepted by
the Keystone Hospital, and all tasks will be completed by the end date of the project. After the
project is completed, Keystone Hospital will have an efficient way to: lower
the amount of
equipment that is lost, find the equipment that is needed, calibrate the equipment, clean the
equipment, and provide an easier way of keeping inventory. Our team will also provide potential
risks and solutions for the Hospital to be aware of.


2. Termination
-

Protection if the client tries to pull out of the project

General

If any employee of the project is absent from work for four workdays and fails to contact project
manager or sponsor, he or she will be immediately taken off the project.

Employees may be fired for any legal reason

If the project is terminated early, the project manager is in charge of all close down
responsibilities.


Procedure

If an employee chooses to resign from the project he or she must give 2 weeks’ notice to the
spo
nsor and project manager

Before any action is taken to fire an employee the project manager, team, and sponsor will
review the situation.


Pay

An employee or team worker whom resigns or is fired will be paid up until his or her last day of
work; the sponso
r will make sure the payroll is completed

If the project is terminated early, all employees will be paid up until the last day they had
worked.


3. Business Conduct Information

General Guidelines



Any cancellations throughout the project will be given 24 ho
urs’ notice prior to the
engagement.



Meeting agendas and sample deliverables needed for the meeting or under question will
be sent via email 48 hours prior to the meeting or conference call.



Emails and calls should be responded to within two business days
to ensure efficiency of
the project.



In a conflict of interest occurs, it is up to that person to approach appropriate personnel
with concerns and/or facts to help the situation continue toward a resolution.



All records will be released in a timely manner
to ensure the proper timing of all practices
needing the released information. All questions about such documents will be taken
directly to the person in charge of that document and not to other members of the team.



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Confidentiality Guidelines



All informat
ion within the project, unless specified otherwise, is considered confidential
and should not be transferred outside of the project.



Any person working with any aspect of the project agrees to work in compliance with the
laws and rules of any of the cities

and states that the team may be working in.



All records will be released in a timely manner to ensure the proper timing of all practices
needing the released information. All questions about such documents will be taken
directly to the person in charge of

that document and not to other members of the team.



Using information and/or articles for trade or for outside information is prohibited.



Team Guidelines



All members of the team must comply with equal opportunity within the project
regarding sec, race,
religion, color, or any other class.



Members of the project will comply with all regulations regarding health and safety,
including violence and threatening, within the workplace.



The use of illegal drugs, substances, and alcohol within the workplace will
not be
tolerated.



All members must be efficient and use materials only when needed. Carelessness and
waste, including theft, will not be tolerated. Any reports of these actions should be
reported immediately.



Employees are encouraged to be comfortable with

approaching members and reporting
any behavior that does not comply with rules and regulations.



4. Confidentiality

The hospital should understand the intention of the project and only allow project members and
certified workers to access the information

that they need about the item being used and not the
confidential information about each item. If Project Manager gives full reason to access
information beyond the item description, he/she must be notified of the confidentiality and must
abide by the gui
delines given for handling the information.



http://www.shrm.org/TemplatesTools/Samples/Policies/Pages/CMS_011005.aspx


http://www.knowledgeleader.com/KnowledgeLeader/content.nsf/Web+Content/ChecklistsGuide
sCodeofBusinessConduct!OpenDocument







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IST 302 Website

http://ist302deliverables.weebly.com