Typical star­ting point of client

• In the health market, hospi­tals are exposed to an increa­sing pres­sure to conso­li­date which is caused, amongst other things, by legal regu­la­tions (e.g. intro­duc­tion of flat-rate payment and budget limi­ta­tions)
• Inno­va­tive approa­ches and concepts focu­sing on adding value – in the hospital: patient care – and on redu­cing or elimi­na­ting waste­ful­ness – ever­y­thing that does not serve the reco­very of the patient – are necessary
• The target of the project is to signi­fi­cantly improve the care quality, the patient and employee satis­fac­tion and the effi­ci­ency in all areas of the hospi­tals (directly/indirectly) by using the lean princi­ples

Inno­va­tive approach

• The method of value stream mapping is applied to the patient care process, from his admis­sion to his discharge. As a result, shor­tages in the care process are iden­ti­fied
• In addi­tion, detailed process analyses of diffe­rent plan­ning processes (plan­ning of pati­ents admis­sion, bed occup­ancy, surgery etc.) as well as of selected service areas (exami­na­tion proce­dure in the area of opera­tion, process of medical admis­sion to the ward etc.) are carried out by means of diagrams incl. deficit detec­tion
• In inter­di­sci­pli­nary work­shops, weak points are docu­mented, solu­tion concepts are created and imple­men­ta­tion plans are deve­loped toge­ther with selected repre­sen­ta­tives of all involved groups . The target is to quickly imple­ment results in order to gain expe­ri­ence according to the approach “rather 80% now than never 100%”
• The analysis and the imple­men­ta­tion are supported by perma­nent evalua­tion of selected produc­tivity indexes (e.g. utili­sa­tion of opera­ting rooms, rate of utili­sa­tion of medical tech­nical devices) and of process indexes (e.g. patient flow during the day)

Typical effect/result

• The value added and thus the utili­sa­tion of surgery areas is increased by 25%
• The amount of optimal-stay pati­ents (optimal economic stay according to the DRG system) is increased by up to 35%, the hospital becomes more effi­cient
• Over­time is signi­fi­cantly reduced as there are less delays during the day which were caused by shor­tages or unex­pected emer­gen­cies before