We transfer our experience in industrial and service sectors to healthcare processes. The specialization in healthcare projects together with the experienced gained in efficiency and operations management projects, allow us to provide differential value based on:

  • Aligning the different healthcare professionals (doctors, nurses, assistants, pharmacists, caretakers, administrators) with a common goal.

 

  • Professionalize healthcare managers by improving its efficiency and quality. We support, coach and teach in planning, monitoring, measuring and taking corrective actions. Based on it, we develop continuous improvement cultures.

 

  • Standardizing activities leads to lower number of errors and helps to identify deviations.

 

  • Provide patient management cross view, so that not only a high quality service in the treatment is provided, but also in their waiting time, admission, floor location, discharge.

 

  • We apply efficiency in an area characterized by efficacy.

Hospitalization

Problem

Long waiting times in emergencies. Patients waiting for beds availability.

Goal

Increase beds availability and reduce emergency service workload and saturation.

Scope

From patient entry until discharge.

Actions

Better coordination among the professionals involved in the process: nursing, cleaning, doctors, administrative staff, ambulances,….

 

Improving the registration process based on its standardization, joint visit pass, pre-registration use, administrative management, visual help…

 

Improving entries planning and discharges anticipation. Operational reports used on a daily basis.

 

Increase of patients quality service, specially reducing waiting times.

Results

20% available beds identification.

 

Adjoining rooms closure.

 

Savings in maintenance, cleaning and ambulances.

Emergencies

Problem

Long waiting times to be attended. Low orientation to non-urgent patients.

Goal

Improve NPS (Net Promoter Score) from the reduction of waiting time to be attended.

Scope

From the patient arrival, triage, diagnosis and referral to hospital discharge / plant / OR / Outpatients consultation.

Actions

Management improvement based on resources anticipation. Adaptation of the necessary staff to the hourly / daily demand of patients.

 

Quality of care improvement, adapting the type of service to the real patients needs.
Filter 1: ambulatory need
Filter 2: acute need

 

Process improvement through duplicities elimination, tests management simplification and patients movements optimization. Patient orientation improvement, with on time information, doctor assignation, among others.

Results

25% dropout rate reduction.

 

50% emergencies waiting time reduction (except levels 1 and 2).

 

100% patient satisfaction increase.

External consultations

Problem

external consultations congested.

Goal

Patients waiting list reduction.

Scope

From primary care referral to patient return to primary care.

Actions

Improving the added value of visits by avoiding:

 

Lack of diagnostic tests.
Cancellations and schedule modifications.
Avoidable visits according to discharge criteria.

 

Planning based on specialization criteria or ambulatory/surgical care.
Coordination between professionals at a transversal level, primary care, admissions, consultations, operating rooms, plant.
Visits process improvement: reminder previous appointments, tests and subsequent appointments

Results

50% waiting list reduction (first visit primary care)

 

Successive visits reduction.

 

Patients waiting times reduction.

Surgical area

Problem

Conflicts among different professionals: nursing, medical and supportive staff.

Goal

Increase operating rooms efficiency, ensuring high quality.

Scope

From patient surgery planning to its discharge.

Actions

Improvement of planning in other activities previous to patient operation:

 

Materials availability.
Carts preparation.
Patients transportal availability.

 

Coordination improvement among the different professionals that interact within a surgical area.
Improvement of starting times in the operating rooms and times between different operations

Results

Increase 20% efficiency.

 

Staff reduction to unplanned operating rooms.

 

Employees motivation and satisfaction increase.

Collections and Payments

Problem

Manual process with no automation causing turnover loss.

Goal

Turnover increase through errors reduction in the process.

Scope

From service request to payment.

Actions

Continuous improvement culture implementation that avoids incidents, rework and repayments:

 

Tariff management,
New services launchment,
Change in specific partners (insurances) conditions,

 

Improved authorization and coding of services.
Improvement of billing and collection terms.
Process automation: self-invoicing, “forfait”, private and international.

Results

30% reduction in administrative staff.

 

4% turnover increase.

Maintenance

Problem

High repeatability in breakdowns.

Goal

Emergencies reduction and maintenance cost cut.

Scope

From work order release to closure.

Actions

Improved planning of maintenance resources, assignment of tasks with daily saturation.
Severity-based classification for breakdowns.
Maintenance process improvement:

 

Previous diagnosis
Tools bulking
Systems registration.

 

Preventive guidelines definition and TPM (total productive maintenance) implementation.

Results

25% solving capacity increase.

 

Emergencies reduction from 50% to 20%.

 

5% maintenance cost reduction.

Pharma

Problem

Manual processes likely to error.

Goal

Improve hospital pharmacy processes.

Scope

From planning pharma products volumes to patient dispensing.

Actions

Morphic supply process improvement and automation.

 

Plant stocks review. Control methodologies implementation.

 

Communication and coordination improvement among nurse staff and pharmacy services.

 

Automation of drug dispensing to reduce incidents and preparation times in the plant.

Results

Plant drug stock optimization.

 

Reduction of errors in preparation and dispensing.

We focus on your concerns

Contact us