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kaizen.com
KAIZENTM Institute
Your partner for an efficient
Health Service Management
Challenges and Examples
© Kaizen Institute
8 necessary questions
…more service– less costs?…utilization of medical equipment
–to much or to less?-
…what is „added vlaue“ in a hospital?
…what are the ral ressources in
the hospitals?
Is optimalization possible?
…is it possible, to react of the
changing of cusomer demand?…is it possible, to use the current
equipment and buildings more?
…are soms therapies necessary
or not necessary?…maximum quality with minimum costs?
...challenges for health service management
... what are the challenges in hospitals?
page 2
© Kaizen Institute
...increasing of flexibility and quick reaction
of customer demands
…more quality with lesscosts with
...more transparency of the processes
in the hospital with the goal to optimize
the efficiency
...transparency and elimination of waste in
processes and organization
...increasing of the efficiency of
the equipment and all recoursses
...challenges for health service management
...what are the key points?
page 3
© Kaizen Institute
...how can we increase flexibility in case of
the changement of customer demand
KAIZEN shows...
...how can we improve processes and organizations
with transparency and assesment
...how can we identifi and eliminate muda
(wate and losses) in processes and
organization
..how we can increase the efficiency of equipment
and other ressources
...challenges for health service management
... this are key competences of KAIZEN
page 4
© Kaizen Institute
Overproduction of datas
Stocks Transportation
Waiting
Kind of work/process
Unnecessary movement
Mistakes
The benefit…
... with KAIZEN is, that we can show, where is Your wasting money
page 5
© Kaizen Institute
...bad communication betweenadministration, care and doctors
... high depreciation and storage chargesthrough high stocksi
(Implants etc.)
...the way of the clients arenot transparent and not clear
...lot of waiting time for laboratory, roentgen etc.
... Labour procedures must be improve, but nobody does itl
(procedure of medicaments etc.)
...everybody knows what is to improve, but nobody realize it
(foot, procedures with medicine technics etc.)
...in case of mistakes is important to findwho is guilty and not, what is the cause
...in one hand free capaticities,in the other hand stress
...to much vertical, to less horizontal structures(thinking in „sections“)
The benefit…
... is also, that KAIZEN shows in the hospital, what disturbesclients and employees
page 6
© Kaizen Institute
1
29
300
KAIZEN use „Heinrich‘s Law“
page 7
© Kaizen Institute
Keypoints for critic from the clients
are long waiting times…
...and ugly waiting areas
The benefit…
... in the „Geomed-Klinik“ / Germany is measurable
page 8
© Kaizen Institute
Before KAIZEN
After KAIZEN
Qu
alit
y o
fd
iag
no
sis
rep
ort
s
Qu
alit
y o
fem
erg
ency
co
un
ter
Do
sag
e m
ista
kes
Wai
tin
gti
me
for
clie
nts
Op
erat
ing
err
or
on
Med
ical
tec
hn
ics
Sto
cks
of
med
icam
ents
Lo
sses
of
roen
tgen
film
s
Mis
take
s b
yd
ietm
eals
The benefit…
... in the „Inoue Hospital / Japan is measurable
Source: Masaaki Imai „Gemba KAIZEN“
-
9-
© Kaizen Institute
Before
No prevention of accidents during the processes in the
hospital
Searching for guilities, not for problemsolving
No thinking for quality
No QC system
After
Implementation and analysis of „Shock-Reports“
Training of employees for „Heinrich‘s law“
Quality circles for quality, efficiency, safety and costs
Viewing from perspective like the client (Hemodialyse)
The practice shows ...
...how was it in the „Inoue Hospital“ possible to reduce the mistakes by orders of medicaments from 1% to 0,2%?
Source: Masaaki Imai „Gemba KAIZEN“
page 10
© Kaizen Institute
Before
No efficient communication and balance between
orthopaedics / trauma surgery
30% of the timespend was needed for waiting time for
procedural imaging and diagnostic indications of other
departments
This time was not related on needed investigations
and/or examiniations
After
After implementation of a coordiation-tool (heijunka
board) central balancing of needed and additional
investigation
Definition of valid standards of the interfaces between all
involved departments and definition of a responible
person for this coordination eliminate waste, losses (e.g.
unnecesary waiting times)
The new coordination-system guarantee the arrival of ALL
nedded and ordered investigation results in a defined
time (spend time reduction more than 33% in 1 year)
The practice shows ......how was it possible to reduce the average time spent in an
orthopaedics / trauma surgery of a german university hospitalabout 33%
Source: Masaaki Imai „Gemba KAIZEN“
page 11
© Kaizen Institute
Before KAIZEN
After KAIZEN
Wait
ing
tim
e
for
reg
istr
ati
on
Qu
ality
of
case
his
tory
Qu
ali
ty o
f
clien
t ti
min
g
Pro
cess t
ime
for
reg
istr
ati
on
Walk
ing
dis
tan
ce
for
clien
ts
by r
eg
istr
ati
on
Wait
ing
tim
e f
or
clien
ts t
o t
he
firs
t co
nta
ct
to t
he d
octo
r
Le
ad
tim
e r
ed
uc
tio
n
thro
ug
h n
ew
mask f
or
PC
The benefit…
... in the „University Hospital Mannheim “ / Germany is measurable
page 12
© Kaizen Institute
Situation before KAIZEN
The practice shows ...
... How could the availability of the radiograms in the „University Hospital Mannheim“ be improved?
page 13
© Kaizen Institute
Situation after KAIZEN
The practice shows ...
... How could the availability of the radiograms in the „University Hospital Mannheim“ be improved?
page 14
© Kaizen Institute
Before KAIZEN: Seperate registration of the clients
Doctors
Administration
Nurses
Client
The practice shows ...
... how could be decrease the waiting time of clients from 140 minutes to 20 minutes?
page 15
© Kaizen Institute
After KAIZEN: One central registration of the clients
Doctors
Outpatient departments
Central registration
Ward
Operating rooms
The practice shows ...
... how could be decrease the waiting time of clients from 140 minutes to 20 minutes?
page 16
Ihr Ansprechpartner:
Carsten Otto
Phone +49 175 5850 824
Kaizen Institute Consulting Group
Bahnhofsplatz
CH-6300 Zug
Internet: www.kaizen.com
