Fujitsu has extensive global knowledge and experience in delivering integrated Healthcare solutions. Examples of which include:

Fujitsu Health Industry survey

Fujitsu conducted a survey at the recent ACHSE and RACMA national congress, held on August 2-3, 2006 in Hobart. To view the responses of 120 conference delegates, please click here

Fujitsu believes health industry reform is a process of IT enabled business transformation. We promote it as being less to do with the technology needed to be implemented and more to do with the way in which IT projects are approached and managed.

They need to be considered in the context of a broad care delivery strategy focussed on the specific objectives to be achieved in the short, medium and long term. There must be less attention on particular speciality areas and more on the integrated, overall patient flow. We call this strategy Patient Centricity.

What is Patient Centricity?

The patient at the core - giving patients more choice and control over their health and care and creating a health service that is designed around this central theme.

This ensures that the right information is available to the right people at the right time, with all those involved in the care of the patient having secure access to up to date, accurate information for diagnosis, treatment and care.

Examples of our solutions;

Electronic Health Records - providing secure and accurate transfer and management of specific patient health information so that important clinical data, with the appropriate consent, is available as needed

Clinical Applications Systems - tailored to the needs of specific segments of the patient and provider communities (eg. Theatre, Emergency Department, Critical Care, Community Care, GP) and the management of the resultant information across the continuum of the various health settings.

Integrated Systems - improving the safety and quality of patient care, delivering to patients the information they need to get involved in managing their own health.

Picture Archiving and Communications Systems (PACS) - enabling the electronic capture, storage, display, transmission and retrieval of a patient’s clinical images, avoiding the need for cumbersome film development processes and delivery by post or hand, thereby speeding up patient treatment and outcomes.

Patient Flow Management - achieving system wide improvements in areas such as bed management and waiting list management.

Clinician Mobility - providing the access to critical patient information at the point of care dramtically improving the level of patient care and patient outcomes.

Our experience

We have an impressive track record of delivering mission-critical healthcare solutions. Over the past two decades, Fujitsu and its subsidiaries have provided consulting, development and delivery services to major organisations in the Australian healthcare sector, including:

InfoHEALTH Alliance
In 2000, DMR Consulting (now a fully-owned subsidiary of Fujitsu Australia) and the Western Australian Department of Health formed the InfoHEALTH Alliance, which manages the IT for all Western Australian public hospitals and healthcare services. The InfoHEALTH Alliance provides application and infrastructure development and support, as well as strategic IT consulting services, benefits realisation, project management, change management and enterprise architecture services to WA's hospitals in both metropolitan and rural areas.

Fujitsu is responsible for the overall management of the Alliance and primarily for service delivery (applications and infrastructure implementation and support). Fujitsu provides a solid operational platform for the delivery of applications and works with the Department of Health to develop a strategic direction and architectural framework. Fujitsu's methodologies, including its unique Benefits Realisation approach, provide a comprehensive and structured framework that enables the Alliance to maximise returns from investment portfolios, while keeping a risk-reward profile in line with business objectives.

Medibank Private
Fujitsu has provided application support and development services to Medibank Private for several years. Our practitioners maintain the core applications supporting Medibank Private's business, with each system monitored against agreed service levels.

Fujitsu also assists Medibank Private in its new business initiatives, assuming a variety of roles in several projects to support the implementation of Medibank Private's strategic plan. These projects are part of a comprehensive program of work that delivers flexibility, capability and cost-effectiveness to Medibank Private. As a delivery partner, Fujitsu works with Medibank Private to ensure this program is delivered to schedule and budget, and is focused on the organisation's business objectives.

Community Health Information Management Enterprise Fujitsu is involved in an exciting project called the Community Health Information Management Enterprise (CHIME), which comprises a joint venture consortium of the state department community health services from New South Wales and Queensland. Fujitsu has developed a clinical and patient management system for the consortium. Our solution provides better information to community health professionals to manage the coordination of care in a community environment. We continue to provide systems delivery services to support this objective.

NSW Health eProcurement
As part of the NSW Government's online services initiative, NSW Health sought to review their procurement processes in preparation for the development and implementation of comprehensive online procurement.

Fujitsu initially identified the functional requirements applicable to the healthcare environment. Business models were then developed for the eMarketplace's interface with existing financial systems and specialist procurement systems.

New Zealand Hospital Environment
The Auckland District Health Board needed to reassess the priorities for their strategic and operational program of work. Fujitsu was engaged to work with the CIO and key executives (both clinical and non-clinical) to assess each initiative through the use of a rigorous value assessment. The Board used this information to establish a clear priority for their portfolio of work.