Healthcare

In the present scenario of new challenges and increasing complexity, we can make an important contribution to improving the organizational capacity of public and private healthcare organizations, aiming to:

• improve the performance of large facilities (hospitals and RSA, or Local Health Centers), and make them able to combine cost reduction with the improvement of the service quality;
• increase the efficiency of the district healthcare: the primary care, doctors in general medicine, home healthcare services generate the largest share of health spending (~ 55%) and they are difficult to govern because of their dispersion and spread over each area;
• help the new "chain" groups and health organizations to get processes standardized and more effectively govern their presence in each local area, following for reference what is happening in other industries for the management of the points of sale.

Our mission is to promote and disseminate the practice of the Lean Management (more commonly known as the "Toyota model") across the Italian Healthcare sector, to help health care organizations to provide high quality services with fewer resources. Our approach aims to promote the efficiency of organizations together with the humanization of healthcare and improve for the quality of services. The main issues we deal with are:

• the variability of inflow in the ER (making orderly management difficult) and the possible generation of long lines at the entrance
• the management of queues and waiting lists, especially at outpatient departments or for hospital admissions and planned surgery
• the management of patient progress, often driven by organizational needs rather than by an orientation to minimize the time of stay of the patient
• the effective management for a rapid discharge of patients, to make the admission of new patients smooth to the beds available and reduce costs
• the management of the surgical unit, in order to maximize the exploitation of that “expensive resource”
• the management of the order cycle for drugs, medical and surgical devices and general supplies
• the 20% reduction of personnel costs in the surgery department, while keeping the workforce on duty to operate as recommended by DPR 128/1969.
• the management of drugs and medical-surgical devices
• stock in pharmacy and wards: -50%;
• space being occupied: -25%
• workforce: -30%
• stock run outs: 0%

Given the specific nature of the healthcare sector, in June 2010 we established with our partner company ASSIST a nonprofit consortium company named Healthcare Management Scarl (HCM). To read more about that, please refer to the HCM website.

A pamphlet and a few explanation sheets about methodologies are available to download from the same website.

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