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Hospital logistics.

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Presentation on theme: "Hospital logistics."— Presentation transcript:

1 hospital logistics

2 Initial position in clinics
Increasing service volume among primary tasks, e.g. due to lack of specialized personnel or bureaucratization etc. . Structural risks, no clear separation of tasks Interface risks, no clear definition of service levels Risks of intransparent processes and costs among service tasks Organizational deficits give rise to the existence of perceived and real overwork among personnel in all service areas and inefficient structures.

3 Reengineering primary processes Optimizing secondary processes
Deconcentration of tasks Reengineering primary processes Optimizing resources Optimizing the support processes creates leeway to take over services from the primary areas Optimizing secondary processes

4 Business segments in Hospital Logistics
1. Health Management Interim management Management control system Reorganization 2. Process management in logistics Information logistics Patient logistics Material logistics 3. Warehousing and transports Concept, planning and realization Development of operator models

5 Health Management 1. Interim management Qualified personnel establish the condition for quality and economic efficiency For a defined period of time, we are your partner in logistics and logistics-related tasks to manage and guide your personnel until they independently start undertaking tasks in a leading role implement concepts which has been involved in projects in a sustainable manner

6 Health Management 2. Controlling Based on a reporting system concept, we are responsible for the subsidiary controlling of logistical and logistical-related performance ranges. We do this by using the following different methods: SWOT analysis Instruments to plan and control logistical services (warehouse and route planning, supply frequencies, standardization of items, etc.) Determining strategic objectives with the help of portfolio methods

7 Health Management 3. Reorganization The achievement of quality and economic efficiency is a continuous adjustment processes in organizations. We are your partner in Process management and optimization of clinical, logistical, and administrative procedures Reorganization of departments and functional areas Coaching of managers for sustainable implementation

8 Information logistics
2. Process management in logistics Information logistics Patient logistics Admission Diagnostics Therapy Care Discharge Material logistics Medical Chemist Food Waste Sterile goods Laundry Appointment planning Capacity planning Transport planning

9 2.1 Information logistics
Stations Functional- areas Emergen- cy room Surgery Patient logistics Actual Information logistics Planning reliability Long waiting and turnaround times High expenditure of time and costs Patient information are often incomplete Dissatisfied patients and poor reputation Target Information logistics Central control ensures maximum transparency of the patient pathway Optimized coordination leads to shorter waiting and turnaround times Electronic communication supports quick and efficient information transmission Unified data structure ensures maximum availability of the required information Stations Functional areas Emergency room Surgery

10 2.2.1 Appointment planning Duration of stay
Admission Anamnesis Diagnostics Diagnostics Therapy Ξ: Discharge following examination Discharge Admission Anamnesis The objective is to smartly guide the patient along the defined patient pathway thus reducing the duration of stay and optimally utilizing personnel and functional areas. Diagnostics Diagnostics Doctor’s letter prepared Therapy Ξ: Discharge following examination Discharge

11 2.2.2 Capacity planning Crucial for an efficient flow of patients is a disciplined appointment fulfillment according to strictly defined appointment contingency, based on the core patient‘s pathway.

12 2.2.3 Transport planning Requirement-oriented patient transport not only greatly defines economic success but also, above all, the patient‘s overall impression and feeling of well being.

13 2.3.1 Summery of all transport activities
Bundling all transport flows facilitates, optimum utilization of all available transport space, and thus optimum efficiency.

14 2.3.1 Ward logistics By detaching the service and logistics activities from care services and integrating the tasks in the care assistant area, care employees can increasingly focus on their core tasks. Ward assistant‘s services Food and beverage service Registering meal requests Laundry supply Module supply: Material and medication Up to 30% of the care service‘s activities are primarily of logistic nature and can be entrusted towards assistants

15 3.1 Supply chain – planning scope
Order process Module supply Order platform Logistics center Purchasing EDI Order picking Transfer outgoing goods dept. Incoming goods Providing crossdocking Cross-Dock Transatory items Stock goods Transport via Supply of the end customer Medical products Defined transfer point To avoid unnecessary interfaces, it proved to be useful to plan the process design of the entire supply chain with sufficient time and detailed resolution.

16 3.2 Supply center - Medical Warehouse
Apart from the storage of medical products and medication in a modular warehouse setting, archiving and production units may be integrated.

17 Top references University Medical Center Hamburg-Eppendorf (UKE)
Stake in the UKE Consult und Management GmbH (UCM) Extensive medical know-how in planning and operation of hospitals Further references in Switzerland, Yemen, Brazil, Kuwait, and Dubai Charité – Universitätsmedizin Berlin Stake in the Charité CFM Facility Management GmbH as part of PPP projects Cost reduction achieved for the Charité since project began amounting to EUR 297 million Responsibility for the logistics with 3,200 beds in three locations

18 Consulting projects 1/2 Klinikum Osnabrück
Interim Management Head of Central Services Restructuring the internal organization Implementation of computerized transport management Transition to module supply Ökumenisches Hainich Klinikum Mühlhausen Inventory of logistic tasks Valuation of different storage options Concept development and validation Adjustment to the constructional target plan

19 Consulting projects (2/2)
Niels-Stensen-Kliniken, Franziskus Hospital Harderberg Process optimization of surgical services Quality of the sterile good supplements Supply of materials and warehousing Further development of surgical services Klinikum Ansbach Structural and procedural optimization of the interdisciplinary emergency room Definition and development of suitable organizational form Definition of the service portfolio Material management Transport

20 Your Contact: Lelio Arlt
Head of Hellmann Hospital Logistics Hellmann Worldwide Logistics SE & Co. KG Ludwig-Erhard-Straße 7 28197 Bremen Germany Phone Mobile

21 How can we help you?


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