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HOSPITAL EXCELLENCE OPERATION MODEL Miguel Angel Moreno, Abraham Mendoza

HOSPITAL EXCELLENCE OPERATION MODEL Miguel Angel Moreno, Abraham Mendoza. IIE Annual Conference and Expo 2014 Applied Solutions Sessions Montreal , Canada May 31 – June 3, 2014. Importance. Health Sector Supply Chain (HSSC).

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HOSPITAL EXCELLENCE OPERATION MODEL Miguel Angel Moreno, Abraham Mendoza

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  1. HOSPITAL EXCELLENCE OPERATION MODELMiguel Angel Moreno, Abraham Mendoza IIE AnnualConference and Expo 2014 AppliedSolutionsSessions Montreal, Canada May 31 – June 3, 2014

  2. Importance

  3. Health Sector Supply Chain (HSSC) A supply chain in the Health Sector includes a number of different parties, including manufacturers, distributors, third party logistics (3PL) providers, transportations companies, hospital receiving and materials management departments, nursing, and finally, the patient. Langabeer (2008) Goods and services Information / Money

  4. HCSC in Mexico

  5. HCSC Key Proceses Strategies • Minimize unproductive inventories. • Increase the perception of value. • Ensure the application and delivery of medical services in time and correctly. • Build strategic alliances with suppliers. • Define the service levels expected for suppliers and service providers. • Use of information technologies in the communication of requirements. • Constant review of methods and business processes to reduce response times.

  6. Great Dilemma Hospitals in Mexico How did they do the continuous improvement process? Step by step taking at least 8-12 years to achieve Lean (best hospital in Jalisco) 1st Quality System definition and implementation (2004, started in 2002) 2nd CGS certification (2005) & ISO (2007) 3rd “H” Award (2009) 4th JCI certification (2010) 5th Quality Award & ISO 14001 (2011) 6thStart Lean Healthcare (2012)

  7. Strategies for achieving operational excellence Processes critical sources of variation elimination Waste sources elimination Processes continuous improvement standardization and auditing Business Process Management (BPM)

  8. Synergy

  9. Hospital Excellence Operation Model

  10. Phase 1

  11. Phase 1 (Implementation)

  12. Creating Synergies How we propose to solve it? CGS & JCI Standard vs HEOM

  13. Creating Synergies How we propose to solve it? CGS & JCI Standard vs HEOM

  14. Creating Synergies How we propose to solve it? CGS & JCI Standard vs HEOM

  15. Implementation (Public Hospital)

  16. Implementation (Public Hospital)

  17. Implementation (Public Hospital)

  18. Implementation (Public Hospital)

  19. Implementation (Public Hospital)

  20. Conclusions • Key business processes (PCN) are similar in any hospital: admission, triage, outpatient treatment, hospital treatment and discharge. • The Support process (PS) are similar in any hospital: financial, supply, maintenance and safety, social work and technology information. • The HEOM proposed shows clear, simple and flexible methodology to be developed in a short time. • By integrating the BPM, Leanhealthcare and Six Sigma it is possible to establish in a same effort everything you need for certification and process improvement.

  21. Conclusions • Identify key business processes that give value to the patient. • Minimizing the number of documents needed to comply with the certification standard. • You can set the levels of service expected for suppliers and service providers. • Automation or information technology implementation processes are identified.

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