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?