Carsten Otto for Health Service Management Your partner for an efficient Health Service Management KAIZEN I N S T I T U T E ®
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Carsten Otto
for Health Service Management
Your partner for an efficient Health Service Management
KAIZENI N S T I T U T E
®
Carsten Otto
for Health Service Management
KAIZEN - Definition
= KAI = Change
= ZEN = for better
= KAIZEN = daily improvement
Carsten Otto
for Health Service Management
8 necessary questions
... what are the challenges in hospitals?
1 2
3 4
65
7 8
…more service – less costs?…utilization of medical equipment
–to much or to less?-
…what is „added value“ in a hospital?…what are the real ressources in
the hospitals? Is optimalization possible?
…is it possible, to react of the changing of customer demand?
…is it possible, to use the current equipment and buildings more?
…are soms therapies necessary or not necessary? …maximum quality with minimum costs?
...challanges for health service management
Carsten Otto
for Health Service Management
4...increasing of flexibility and quick reaktion of customer demands
2
3
... what are the key points?
…more quality with less costs with
1...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
...challanges for health service management
Carsten Otto
for Health Service Management
... this are key competences of KAIZEN
4...how can we increase flexibility in case of the changementr of customer demand
2
3
KAIZEN shows...
1...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
...challanges for health service management
Carsten Otto
for Health Service Management
... with KAIZEN is, that we can show, where is Your wasting money
The benefit ...
Overproduction of datas
Stocks Transportation
Waiting
Kind of work/process
Unnecessary movement
Mistakes
100 DM
100 DM 10
0 DM
1000 DM 1000 DM1000 DM 1000
DM
1000 DM
1000 DM
1000 DM1000 DM
100 DM 100 D
M
100 DM 100 DM
Carsten Otto
for Health Service Management
...bad communication between administration, care and doctors
... high depreciation and storage charges through high stocksi
(Implants etc.)
...the way of the clients are not 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“)
... is also, that KAIZEN shows in the hospital, what disturbes clients and employees
The benefit ...
Carsten Otto
for Health Service Management
1
29
300
KAIZEN use „Heinrich‘s Law“
Carsten Otto
for Health Service Management
... is developed with the client
The procedure of the KAIZEN Institute ...
KAIZEN - Institute- Consulting at the gemba
KAIZEN - College-Training and coaching
Carsten Otto
for Health Service Management
„We go to GEMBA, searching for MUDA and make KAIZEN!“
KAIZEN-Workshop 1-Training of the management-Definition of ressources-Definition of a pilot area-KAIZEN Audit
KAIZEN-Workshop 2-Training/education of „KAIZEN Coaches“
KAIZEN-Workshop 3-Analysis of the current state -Development of a future state
KAIZEN - Institute-Consulting at the Gemba
The procedure of the KAIZEN Institute ...
Carsten Otto
for Health Service Management
„Participate from the knowledge of the KAIZEN Institute and Your partners!“
KAIZEN - College at the gemba-Workshops for the special situation of the hospital-Problemsolving of real problems -Implementation of the solution at the gemba
KAIZEN - College-Training/Coaching at
the gemba and in the college
KAIZEN - College-Workshops in a pleasant atmosphere without daily preassure-Visits in World Class Companies
The procedure of the KAIZEN Institute ...
Carsten Otto
for Health Service Management
... in the „Geomed-Klinik“ / Germany is measurable
The benefit ...
Keypoints for critic from the clients are long waiting times…
...and ugly waiting areas
Carsten Otto
for Health Service Management
Before KAIZENAfter KAIZEN
The benefit ...
Qua
lity
ofdi
agno
sis
repo
rts
Qua
lity
ofem
erge
ncy
coun
ter
Dos
age
mis
take
s
Wai
tingt
ime
for c
lient
s
Ope
ratin
g er
ror o
nM
edic
al te
chni
cs
Stoc
ks o
f m
edic
amen
ts
Loss
es o
f ro
entg
enfil
ms
Mis
take
s by
diet
mea
ls
... in the „Inoue Hospital / Japan is measurable
Carsten Otto
for Health Service Management
...how was it in the „Inoue Hospital“ possible to reduce the mistakes by orders of medicaments from 1% to 0,2%?
The practice shows ...
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)
Carsten Otto
for Health Service Management
The benefit...
Before KAIZENAfter KAIZEN
... in the „University Hospital Mannheim “ / Germany is measurable
Wai
ting
time
for r
egis
trat
ion
Qua
lity
ofca
se h
isto
ry
Qua
lity
of
clie
nt ti
min
g
Proc
ess
time
for r
egis
trat
ion
Wal
king
dis
tanc
efo
r clie
nts
by re
gist
ratio
n
Wai
ting
time
for
clie
nts
to th
e fir
st c
onta
ctto
the
doct
or
Lead
time
redu
ctio
nth
roug
h ne
w
mas
k fo
r PC
Carsten Otto
for Health Service Management
... How could the availability of the radiograms in the „University Hospital Mannheim“ be improved?
The practice shows...
Situation before KAIZEN
Carsten Otto
for Health Service Management
... How could the availability of the radiograms in the „University Hospital Mannheim“ be improved?
The practice shows...
Situation after KAIZEN
Carsten Otto
for Health Service Management
... how could be decrease the waiting time of clients from 140 minutes to 20 minutes?
Before KAIZEN: Seperate registration of the clients
Doctors
Administration
Nurses
Client
The practice shows...
Carsten Otto
for Health Service Management
After KAIZEN: One central registration of the clients
Doctors
Outpatient departments
Central registration
Ward
Operating rooms
The practice shows...
Carsten Otto
for Health Service Management
Here is the „patient“ named as „guest“
Stan
dard
s fo
rgu
est s
uppo
rt
Rec
lam
atio
n m
anag
emen
t
Gue
stqu
estio
ning
Gue
stca
terin
g
Med
ical
rang
e o
f fac
ilitie
s
Num
ber o
f birt
h af
ter K
AIZ
EN
Before KAIZENAfter KAIZEN
The benefit...
... in the „St. Joseph Hospital“ / Germany is measurable
Carsten Otto
for Health Service Management
... how can be increased the „guest satisfaction“ in the „St. Joseph Hospital“?
The practice shows...
Before
Traditional entry field with usual „admission, glass partition and cold, unfriendly atmosphere
Traditional food supply with readily divided plates on tablet
Patient servicing concentrate through responsibility of the „section“ („section thinking“)
Denotation „Patient“ was colloquial
After
Entry field is like a reception of a hotel, with „green areas“, bar, open warm friendly atmosphere
No „meal tabletts“, a breakfast buffet for every guest
Implementation of standards for customer service (process orientation)
Detonation „Guest“ is colloquial
Carsten Otto
for Health Service Management
KAIZENI N S T I T U T E
®
... we like to work with You for a better customer satisfaction in hospitals
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