Welcome to the Faculty of Medicine’s Business Transformation Office

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The Business Transformation Office (BTO) ensures that processes and operations within the Faculty of Medicine are working as efficiently as possible. Our office helps improve and streamline workflows, boost productivity, and identify opportunities for cost-savings with the ultimate goal of improving the experience for staff, faculty and learners. We at the BTO spend our days:

  • Researching and analyzing current processes and operations; 
  • Making suggestions to the Executive Leadership Team (ELT) on how to streamline administrative processes and automate routine business tasks, which helps to free up time for staff and faculty to better support learners; 
  • Working with departments to help implement business improvement changes; and
  • Helping to inspire a culture of continuous improvement within the Faculty, by continuing to refine and improve on all new processes and operations (using metrics and research as a guide). 

Recent BTO projects have focused on reducing the cost of XEROX printing by limiting colour impressions, eliminating telephony costs related to fax machines, automating resident on-call stipend claims and, supporting continuous improvement at the faculty, introducing communities of practice as a tool to help administrators resolve service issues.

 

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How We Work

Our Process:

In the coming months, your department, team or office may be asked to work with the BTO. Here’s a quick summary of how we work.

When we are presented with a process or internal operation that requires improvement, we take the following phases and steps:

AS IS assessment phase

1. Define the scope of the project.
Clearly outline business improvement priorities and project goals.

2. Measure how the process or operation performs today.
Examine the business process, identify issues and or areas of concern and gather process metrics.

3. Analyze and define what’s not being optimized.
Using data and information collected in the previous step, determine the root causes of inefficiencies.

TO BE recommendations phase

4. Identify options for improvements.
Now that we know why things aren’t working as efficiently as they could be, we then work with faculty and staff to improve the process.

IMPLEMENTATION phase

5.  Implement and measure new processes to ensure long-term success.
The BTO assists in implementing workflow change, including automated workflow solutions, and creates actionable measurements to monitor new processes which will help drive future improvements.

Our Philosophy When Implementing Change:

We acknowledge that change isn’t always easy. But, we approach all projects with the goal of creating a better experience for all parties involved. Best practices within the Faculty of Medicine’s BTO include:

  • Improving the Faculty’s operational processes using a client service focus to enhance satisfaction among all stakeholders.
  • Improving operational efficiency and reliability by reducing the time it takes to complete a business process task and/or reconfigure or merge overlapping processes.
  • Fostering flexibility by designing new processes and making it easier for staff to respond to evolving business challenges.
  • Improving job quality effectiveness and efficiency, such as automating routine, highly structured and repetitive tasks. This allows the Faculty to dedicate more resources to higher value priorities.
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