A Novel

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A Novel Methodology for World-best Teamwork in
Hospitals
J Artur Vale SERRANO Uwe KIRCHHOFF
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The EC Project (IST 11567)
Start January 2000 Duration 3
Years WWW.TEAM-HOS.NET
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The Aim
Optimise Hospital Treatment Processes using ICT
support
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The Consortium

• Three RD Partners
• Five Hospitals
• 2 in Germany
• 2 in Portugal
• 1 in Austria
• Five Business-Cases to develop, apply, and test
  our methodology

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A methodology and set of tools

• BHP Best Hospital Practice
• Start from defining an IDEAL HOSPITAL
• Analyse Hospital Processes
• Identify bottlenecks
• Propose ICT solutions
• Work in the solutions with the hospital

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The Challenge

• Complex organizations 2 or ... streams of power
• Difficult process analysis interdependencies,
  constraints ...
• Very different contexts area, scope, size,
  objectives...

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Why Us

• A proved methodology for Best Practices in
  Business Processes and Enterprise Resource
  Planning (ERP)
• Experience in innovative IT consultancy for SMEs
• Excellence in providing IT for Healthcare
• involved in EC research projects HANSA, REALISE,
  ...
• participant in European Standards definition
  TC251 and HISA (CEN)

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Objectives

• Hospitals want
• Highest quality of service
• Reducing costs/efforts
• Best use of resources
• Minimise risks

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Basic Structure of BHP Methodology
Identify small target then expand to other
areas!
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The BHP Coaching Attitude

• Domain experts (staff) know better about their
  business
• They are NOT IT experts
• Starting they are not motivated
• Engage Administration decides investment and
  looks for ROI
• Problems arise after introduction
• So, solution COACHING

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Identify Hospitals objectives
Performance optimisation
...
Quality-Costs Startegy
Hospital Focus
Market
Public Health
Process related Strategies
Internal Hospital Strategies
Market related Strategies
Patients/clients Strategies

• Increasing the treatment quality
• Reduction of treatment costs
• Increase of treatment events
• Increase of resource usage
• Reduction of length of stay

• Hospital Autonomy
• Outsourcing of non-medical service areas
• Co-operation with external physicians

• Increase of market shares
• Focusing on profitable treatment areas
• Extension of ambulant treatment areas

• Promoting area coverage
• Introduction of new services
• Introduction of new treatment methods and areas

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BHP Process
What are the Hospital objectives?
Which Best Practice principles have to be
applied in a more effective manner?
How to measure relevance and degree of use
of those principles?
analysing mechanisms and rules
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BHP Framework

• Hospital in general

• Creation of New / Enhanced Services

• Treatment and Logistics

Management
A set of MECHANISMS and a number of RULES for each
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Hospital in general

• Flexible working models
• Continuous Improvement
• Hospital-wide IT-Integration
• ...

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Management

• Defined business objectives
• Added-value orientation
• Lean Administration
• ...

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Creation of new/enhanced Services

• Optimised patient orientation/ integration/
  service
• Transparency of the health care sector
• Quick reaction to external demands
• ...

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Treatment and Logistics

• Optimal work load
• Service/ treatment smoothing
• Efficient and economic use of equipment and
  facilities
• Minimise stocks
• Incorporation of suppliers and ancillary services
• Incorporation of external treatment partners
• Ensure efficient and cost related information on
  treatment
• Efficient co-operation between areas
• Ensure efficient and cost related information on
  treatment
• Preventive measures for quality assurance
• Minimisation of waiting time
• ...

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1st the MechanismsNow, the Rules

• Flexible working models
• Different working time models available
• Overtime is employed when capacity problems arise
• Capacities are redistributed dynamically

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Defined business objectives

• Long-term strategy determined by the hospital
  policy
• Co-operation with "strategic players"
• Social objectives are taken into account

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Optimised patient orientation /integration/service

• Clear information to public about services
  provided by the hospital
• Efficient patient management and support outside
  the hospital (pre and after)
• Patient loyalty to hospital

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Optimal work load

• Defined planning of schedule, capacity and work
  plan
• Bottleneck facilities/ equipment are identified
  and loaded to the maximum
• Other employees are put into action for the
  short-term bridging of bottlenecks
• Minimisation of set-up and change over times
• Well specified task execution
• Optimisation of transport sequence and routine
• ...

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RESULTS from Analysis

• Analysis Report how does the Hospital team see
  the reality?
• Implementation Concept Report Part 1 Design
  how is reality modelled and what are the critical
  mechanisms?
• Implementation Concept Rep. Part 2 Planning
  how is reality going to be?
• NOTE that Reports must reflect as a mirror
• Staff ideas and Hospital organization!

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Notes for Analysis phase

• Human/Social aspects are important
• Engage all staff levels
• Admin.
• Nurses
• Doctors
• Technicians
• ...

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Conclusion

• Project TEAM-HOS
• Analysis for Hospitals BHP methodology
• Analyses organizations treatment processes and
  optimises teamwork activities in hospital
  services
• Month 10 but promising results already been
  achieved
• Feedback from Hospitals very enthusiastic
• First BHP/Analysis phase released

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EC Project (IST 11567)
WWW.TEAM-HOS.NET