King Fahd Armed Forces Hospital, Jeddah
Academic Affairs and Training Department

Digital Transformation of Academic Affairs and Training

A Quality Improvement Initiative for Operational Excellence, Governance, Accreditation Readiness, and Sustainable Academic Services

Project Overview

The project transforms fragmented manual academic operations into a governed, measurable and user-centered digital operating model. Technology is an enabler; quality improvement is the methodology.

People
Process
Data & Performance
Governance & Culture

Evidence Status

Evidence verifiedTarget — to be measuredProjected benefitClaim without evidence
No target or projected benefit is reported as an achieved result without verified evidence.

Executive Summary

QI + Digital Transformation

The original QI application identifies operational issues including delays, paper use, inconsistent documentation, tracking difficulty, workload burden and accreditation-readiness inefficiency.

The redesign applies Model for Improvement, PDSA, Lean, Kaizen, governance, data measurement and change management as one integrated quality improvement system.

Transformation Model

Manual / Fragmented
→
Redesign
→
Digital Enablement
→
Governed Digital Operations

Current State

Current-State Process Map

Manual submission
→
Paper documentation
→
Duplicate entry
→
Multiple approvals
→
Manual follow-up
→
Physical archive
Use only where supported by source evidence; otherwise local validation is required.

Expected Future-State Digital Process

Digital submission
→
Validation
→
Workflow routing
→
Role-based approval
→
Digital records
→
Analytics
Expected future state — not an achieved result unless verified.

Analysis

Fishbone / Ishikawa

Delay / Error /Poor TraceabilityPeopleResistance • Skills • WorkloadProcessManual steps • Rework • ApprovalsTechnologyLegacy tools • Integration gapsEnvironmentPaper culture • Storage constraintsDataQuality • Duplication • RetrievalGovernanceOwnership • Controls • Auditability
Root causes require local validation before they are treated as confirmed findings.

Pareto Data Collection Plan

Collect delay causes, error types, rework causes and complaint categories before constructing Pareto results.

No invented Pareto frequencies or percentages are displayed.

Improvement Plan

Model for Improvement

What are we trying to accomplish?
Improve quality and efficiency through governed digital transformation.

How will we know a change is an improvement?
Establish baselines and compare measured results before and after tested changes.

What changes can result in improvement?
Process redesign, digital workflows, standardization, governance and continuous improvement.

PDSA

PLANDOSTUDYACT

Kaizen

Measure
→
Learn
→
Optimize
→
Standardize

SIPOC

SuppliersDepartments
Universities
Staff
InputsRequests
Documents
Approvals
ProcessSubmit → Validate → Route → Approve → Record
OutputsApproved records
Status
Reports
CustomersTrainees
Leadership
Accreditation stakeholders

Driver Diagram

AIMReliable, governed, measurable academic operations
Primary DriversProcess reliability
Digital enablement
Data quality
Governance
Secondary DriversStandardized workflow
RBAC
Audit trail
KPI ownership
Change IdeasDigital forms
Workflow routing
Central records
Dashboards
Kaizen register

Measurement

KPI Framework

KPI CategoryExample MeasureDefinition / FormulaBaselineTarget / Status
OutcomeEnd-to-end processing timeMedian elapsed time from valid submission to completionBaseline to be establishedTarget to be approved
ProcessDigital completion rateCompleted digital cases ÷ eligible cases × 100Baseline to be establishedTarget only
GovernanceRecord completenessComplete records ÷ reviewed records × 100Baseline to be establishedMeasured after validation
User ExperienceUser satisfactionApproved survey instrumentBaseline to be establishedData required
SustainabilityPaper / print volumeIn-scope document consumptionBaseline to be establishedMeasured after implementation

KPI Claim Validation

Original ClaimClassificationBaseline Available?Recommended TreatmentValidation Method
90% automationTargetNo evidence suppliedDo not report as achievementDefine eligible process universe and calculate actual completion
95% paper reductionTargetNo evidence suppliedRequires baseline and measurementPrint / paper consumption before vs after
70% processing-time reductionTargetNo evidence suppliedRequires time studyMedian processing time before vs after
>90% satisfactionTargetNo evidence suppliedRequires validated VOC surveyDefined sampling and approved survey method

Risk Management

Risk Heat Map 5×5

IMPACT
5
10
15
20
25
4
8
12
16
20
3
6
9
12
15
2
4
6
8
10
1
2
3
4
5
LIKELIHOOD
Scores shown are the 5×5 methodology scale, not assigned project risk ratings.

Relevant Risk Examples

  • Resistance to change
  • Poor data quality
  • Unauthorized access / incorrect permissions
  • Workflow failure or system downtime
  • Insufficient training
  • Weak auditability
  • Business continuity failure

Governance

Power–Interest Matrix

Keep SatisfiedHospital leadership
Finance / governance stakeholders
Manage CloselyAcademic Affairs leadership
Process owners
IT / digital lead
MonitorPeripheral stakeholders
Keep InformedStaff
Trainees
Program directors

Governance Model

Project Sponsor → Leadership oversight

Project Owner / QI Lead → scope, measures, PDSA

Digital / IT Lead → architecture, security, continuity

Process & Data Owners → workflow and data quality

Risk / Compliance → privacy, access, auditability

Implementation

Transformation Roadmap

ASSESS
MAP
ANALYZE
PRIORITIZE
REDESIGN
DIGITALLY ENABLE
PILOT
PDSA
MEASURE
KAIZEN
STANDARDIZE
SCALE
SUSTAIN

Digital Transformation Architecture

USERS
↓
DIGITAL SERVICES
↓
WORKFLOW / PROCESS
↓
DATA / RECORDS
↓
ANALYTICS
↓
GOVERNANCE

RBAC • Audit trail • Privacy • Security • Records management • Business continuity

Results & Impact

Before

Manual / fragmented
Paper dependent
Manual follow-up
Limited traceability

Expected Future State

Digital workflow
Governed records
Status visibility
Auditability
Actual results remain “Data required for verification” until measured and verified.

Sustainability

Benefits Realization Map

Operational Efficiency
Quality
Governance
User Experience
Accreditation Readiness
Data & Analytics
Environmental Practice
Sustainability & Control
These are benefit categories. They are not verified results until supporting measures and evidence are available.

Award Evidence Register

CriterionClaimRequired EvidenceStatus
BaselineCurrent processing performanceBaseline reports / time studyRequired
PDSAChanges tested before scalePDSA records and measuresVerify locally
User ExperienceImproved user experienceVOC / survey / usability evidenceNot proven
FinancialCost avoidance / productivity gainApproved costing methodology and source dataData required
Digital Transformation Quality Improvement Project • Evidence-controlled award review version