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Changing health performance quality vs. profit?. 03.09.2013 2 introduction MIC Clinic general surgery gynaecology urology special medical centers for.

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Presentation on theme: "Changing health performance quality vs. profit?. 03.09.2013 2 introduction MIC Clinic general surgery gynaecology urology special medical centers for."— Presentation transcript:

1 changing health performance quality vs. profit?

2 introduction MIC Clinic general surgery gynaecology urology special medical centers for obesity coloproctology hernia surgery endometriosis specialised for minimally invasive surgery difficult cases reconstructive gynaecology

3

4 4 ambulancewardORwardambulanceambulancewardORwardambulance ambulanceambulanceambulanceambulancewardwardORORwardward Logistic Center ambulanceambulanceward OR 82 % Logistic Center ward cm target DRG N21Z revenue 3.321,42 costs checkup 120,00 costs ward 210,76 costs instruments 440,12 costs trays 77,25 costs operation 903,44 contribution margin 1.569,85

5 goal needs consequence actual cm target cm TRANSPARENCYTRANSPARENCY change management

6 sterilisation process OR process OR process consumption process instrument management sterilisation process ambulanceambulanceambulanceambulancewardwardORORwardward Logistic Center

7 / 12 delivered trays planned trays GAP ? ? 2007 instrument management

8 single instruments trays optics instrument management ? software

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10 10 instrument management more specific cases causescauses no adequate tray stock

11 instrument management delivered trays planned trays

12 TIME time management cm target DRG N21Z revenue 3.321,42 costs checkup 120,00 costs ward 210,76 costs instruments 440,12 costs trays 77,25 costs operation 903,44 contribution margin 1.569,85

13 high scope for optimizing little or no scope for optimizing 1. OP 2. OP 3. OP turnaraound time turnaraound time time management surgeon missing reports missing information missing patient missing

14 time management Avoid non-fluid workflow the later a fault is detected, the higher the costs for troubleshooting OP

15 time management OP 4 OP 4 OP 4 OP 4

16 min. turnaround time in the OR transparent instrument management never ending story 5100 cases in 54 beds success story transparencytransparencychangechange efficiencyefficiency compactioncompaction N o 1 in Germany according to patient survey 2012

17 quality?profit & !vs.


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