Behind the Scenes: Inside our automated visitor management system’s go-live day

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In our Behind the scenes: HealthTech series, we shine the spotlight on the unsung heroes and heroines in HealthTech who work behind the scenes, at times round the clock to keep Singapore’s healthcare IT systems running. Due to their nature of work, from deploying new tech and systems at healthcare facilities, to diagnosing issues, running urgent security patches and regular maintenance, their important contributions are often more felt than seen. Explore how our tech specialists ensure the health of tech, so that doctors, nurses and clinicians can focus on delivering high-quality public healthcare for their patients.

We were greeted by Timothy and his team members, Rena, Lyndy, Nicholas and Ken from the Backroom Ops team, at the Koufu food court on an early morning at Singapore General Hospital. It was the day of “go-live” for the Automated Visitor Management System (AVMS) facial recognition feature. The AVMS streamlines check-in processes for visitors, reducing the need for manual registration, and makes visitation entry more efficient.

Timothy and his team were getting the Singapore breakfast – half boiled eggs and kaya toast – and invited us over. “We usually grab a hearty breakfast on go-live days before the visitation timing starts at 12 pm, as that’s when we get busy and stand-by to provide support”, explains Timothy.

Tell us about Enterprise Services - Backroom Ops (AVMS). What kind of projects does your team typically handle?

Here at Synapxe, I lead a team responsible for implementing AVMS systems across Singapore's public healthcare sector. We meticulously study and assess user requirements to tailor AVMS solutions for the different healthcare clusters*, meeting evolving needs and enhancing patient experiences. As systems analysts and project managers, we collaborate closely with stakeholders, including users and other tech teams, to ensure timely delivery and optimal system performance.

*In Singapore, the public healthcare clusters include Singapore Health Services (SingHealth), National Healthcare Group (NHG), and the National University Health System (NUHS).

What does this mean for users?

The AVMS streamlines hospital visits and staff entry processes. By replacing legacy systems with more efficient solutions, we aim to improve the overall experience for users. Facial recognition technology, now going live, allows visitors and staff access the premises more quickly through gantries using pre-registered facial data. Developed in collaboration with our stakeholders, this system enhances visitor management, particularly in restricted areas, and facilitates rapid user identification in emergencies.

Man using facial recognition automated visitor system

So, do you remove the old gantries and replace them with new ones? How does this work?

Yes, we phased out the old gantries in specific hospital blocks leading to the wards. This process spanned several months, involving careful planning, development, and execution. To minimise disruptions, replacements were conducted during non-peak visitor hours. Ensuring that a working gantry system would always be available was crucial throughout this transition. The months leading up to the go-live were dedicated to preparing the new system. Post-launch, our team will remain on standby to support stakeholders and address any queries, facilitating a smooth transition.

What’s the status of the go-live?

We are huddled in a temporary “war room” for the day, addressing a device compatibility issue affecting the facial recognition registration scan. We’re working closely with our partners and users to find a solution promptly. The good news is that we’re making progress and aiming for a quick fix.

man using facial recognition system

How does the team adapt to such unforeseen challenges?

My team and I focus on clear communication and collaboration to navigate unexpected challenges. By working closely with different stakeholders, including vendors and hospital representatives, we ensure everyone is aligned on project goals and steps.

As a team, we divide tasks strategically, with team members focusing on hardware, software, or backend systems. We therefore work in tandem and have each other’s back as it takes all these different puzzles to form up the working gantries that we are seeing right now.

Staying calm under pressure is also crucial. The first step is to assess the situation carefully and logically. Different sites can present varying levels of difficulty, for instance, integrating the new AVMS into older facilities with existing systems can be more complex. It requires additional effort to migrate data and seamlessly transition from the old system to the new one.

So, how do you guide your team through these unforeseen obstacles?

I foster a culture of knowledge sharing within the team. By openly discussing experiences, we collectively learn and grow. For instance, I often share my troubleshooting expertise with my team. If someone encounters an issue such as patient details not appearing in the AVMS, I'll break down the problem and offer potential solutions and resources. I will guide them to check if the “location” is set up correctly or if patient details were received. I also actively provide opportunities to expose my team to tackle diverse challenges, accelerating their skill development. This accelerates their learning process and equips them to handle a wider range of situations.

Backroom ops team in discussion with partners

What's the most rewarding aspect of your job, especially when dealing with challenging projects like implementing a new AVMS?

The rewards go beyond just the AVMS itself. Beyond the successful implementation, I find immense satisfaction in developing my team's capabilities. This includes fostering their soft skills, like effective communication with different stakeholders. Integrating new systems often involves three separate teams: upstream, integration, and downstream. For example, if the AVMS needs inpatient data like admission details, it likely requires integration with an enterprise resource planning software.

However, to achieve that, my team needs support from the integration team to bridge those systems. That's where understanding becomes crucial. We actively listen to their pain points and challenges. Witnessing my team thrive in collaboration with other teams, improving their communication as we identify areas for system improvement, is incredibly rewarding.

"It is also highly rewarding for the team to witness users benefitting directly from the systems they’ve spent countless hours developing, as they have seen through the entire project lifecycle from initiation to completion.”
- Rena, Manager, Backroom Ops

As the first wave of visitors effortlessly glided into the hospital, guided by the newly implemented automated system, a sense of accomplishment (and as much, a wave of relief) washed over the Backroom Ops team. They continue to meticulously monitor the system's performance and are ready to address any unforeseen challenges.

Hours later, with the system running smoothly, the team convened for a debrief. Over shared laughter, cupcakes and drinks, they celebrated their collective hard work and dedication while still busily typing away and resolving the issue “tickets”. The journey from conceptualisation to successful implementation was a testament to their discipline and commitment. This milestone marked not just the completion of a project, but also the beginning of a new era of efficiency and convenience for hospital visitors.

Timothy’s take on mentorship...

Mentorship is important as it helps to provide system knowledge transfer through experience sharing and supports professional development. Mentorship to me also means providing mental support to the junior members in the team. Let me share some firsthand experiences from my team.

Lyndy, our team’s youngest systems analyst, expressed how the mentorship and guidance from her supervisors helped her navigate situations better: "They taught me how to assess issues and their impact, guiding me towards solutions. Effective communication plays a major role in this."

Nicholas, a senior systems analyst, added that good mentorship helped him look at problems from a different angle, especially when he was new to the team.

At Synapxe, the national HealthTech agency, it’s more than just a job – it’s a fulfilling journey that allows you to shape your career while building HealthTech for public good. If you have a passion to shape the future of HealthTech in Singapore, find out more at https://www.synapxe.sg/careers.