HOSPITAL EXCELLENCE OPERATION MODEL Miguel Angel Moreno, Abraham Mendoza IIE Annual Conference and Expo 2014 Applied Solutions Sessions Montreal, Canada May 31 – June 3, 2014 Certification requirements that guarantee the competence of doctors and hospitals Importance 1993, first effort: Mexico, Canada and United States. 2007, Proposed as national standard of quality in health. 2009, first version approved for certification of hospitals. 2012, latest version which integrates the requirements of the Joint Commission International. Health Sector Supply Chain (HSSC) A supply chain in the Health Sector includes a number of different parties, including manufacturers, distributors, third party logistics (3PL) providers, transportations companies, hospital receiving and materials management departments, nursing, and finally, the patient. Langabeer (2008) Goods and services Equipment, Materials & Medicine Manufacturers Distributors Information / Money Hospitals Patient HCSC in Mexico Medication & TI's New Services & methods Medication & care Safety Methods Manufacturer HOSPITAL Satisfaction Level Operation Management Key Performance Indicators Management Processes Processes Control Focused Improvement Resources Optimization Certification Distributors Resources Scheduling Inventory Level Optimization Inventory Level Optimization Goods & services flow Resources Optimization (materials, personnel, facilities) Opportunities for OM & SCM Health Sector HCSC Key Proceses Inventory Management Procurement Process Purchasing Scheduling Forecast Optimum level definition Economic Order Quantity Warehousing Facilities Management Distribution Route and scheduling Re-abastecimiento System selection Equipment Expedite Network and complexity Localization and number of facilities Size and localization of warehouses Layout design Materials management equipment Sistema de almacenamiento Patient Service personnel Availability of service Service Level perception Response time (lead time) Key Information availability Total cost of service Strategies Minimize unproductive inventories. Increase the perception of value. Ensure the application and delivery of medical services in time and correctly. Build strategic alliances with suppliers. Define the service levels expected for suppliers and service providers. Use of information technologies in the communication of requirements. Constant review of methods and business processes to reduce response times. Great Dilemma CERTIFICATION Hospitals in Mexico How did they do the continuous improvement process? Step by step taking at least 8-12 years to achieve Lean (best hospital in Jalisco) 1st Quality System definition and implementation (2004, started in 2002) LEAN HEALTHCARE 2nd CGS certification (2005) & ISO (2007) 3rd “H” Award (2009) 4th JCI certification (2010) 5th Quality Award & ISO 14001 (2011) 6th Start Lean Healthcare (2012) 6 SIGMA Continuous Improvement Culture Strategies for achieving operational excellence Processes critical sources of variation elimination 6 Sigma Waste sources elimination Processes continuous improvement standardization and auditing Certification / ISO Lean Healthcare Business Process Management (BPM) Patient focus Synergy 1 2 Leadership Strategy CERTIFICACIÓN Continuous Improvement Culture 6 Structure and Organization 3 7 Partnership Structure 4 Capabilities 8 Information Tecnologies Continuous Flow of patients Team Management 5 9 Integration Hospital Excellence Operation Model • Managing the expected outcome • Customer orientation • Individual proces in a systematic manner • Processes interrelationship • Results vs. Capacity and effectiveness • Focus on the resources and methods • Bases for continuous improvement culture • Organization becomes an Industry reference • Improvement as decision-making Process Diagnosis (Phase 1) Lean Introduction (Phase 2) Continuous improvement culture as decisionmaking process (Phase 4) Lean philosophy deployment throughout the organization (Phase 3) •Interrelationship betweenen processes •Impact of processes on the overall result •Reduction on cost operation •Documentation of improvements •Standardization of the efforts •Ready for certification • A systematic process • Standardization and deployment • Customer satisfaction improvement • Cost reduction, service level improvement and processes variability reduction Phase 1 Diagnosis Key Processes Mapping Processes Interrelationship Key Performance Indicators Lean Maturity Phase 1 (Implementation) Current Status Which one (pilot)? Future Status How should be? Identify Training Applicability Data analysis Improvement Standardization Deployment Key Processes Diagnosis What tools? How we propose to solve it? Creating Synergies BPM INTERNATIONAL PATIENT SAFETY GOALS (MISP.1). Identify Patients Correctly (MISP.2). Improve effective communication (MISP.3). Improve the Safety of High-Alert Medications (MISP.4). Ensure Correct-Site, Correct-Procedure, CorrectPatient Surgery (MISP.5). Reduce the Risk of Health Care–Associated Infections (MISP.6). Reduce the Risk of Patient Harm Resulting from Falls COP PFE SAD AOP PRF ACC SQE PCI MCI FMS QPS GLD MISP.6 MISP.2 MISP.4 MISP.1 MMU CGS & JCI Standard vs HEOM ASC MISP.3 LEAN HEALTHCARE 6 SIGMA MISP.5 How we propose to solve it? Creating Synergies BPM PATIENT CENTERED STANDARS (ACC). Access to care and continuity of care (PRF). Patient and family rights (AOP). Assessment of patients (SAD). Diagnosis Services (COP). Care of patients (ASC). Anesthesia and surgical care (MMU). Medication management and use (PFE). Patient and family education COP PFE SAD AOP PRF ACC SQE PCI MCI FMS QPS GLD MISP.6 MISP.2 MISP.4 MISP.1 MMU CGS & JCI Standard vs HEOM ASC MISP.3 LEAN HEALTHCARE 6 SIGMA MISP.5 How we propose to solve it? Creating Synergies BPM MANAGEMENT CENTERED STANDARS (QPS). Quality Improvement and patient safety (PCI). Prevention and control of infections (GLD). Governance, leadership and direction (FMS). Facility management and safety (SQE). Staff qualification and education (MCI). Management of communication and information COP PFE SAD AOP PRF ACC SQE PCI MCI FMS QPS GLD MISP.6 MISP.2 MISP.4 MISP.1 MMU CGS & JCI Standard vs HEOM ASC MISP.3 LEAN HEALTHCARE 6 SIGMA MISP.5 Regreso a casa Implementation Egreso Caja Valoración Referida (Public Hospital) Medico Admisión Decisión Información egreso Valoración Comite S I Decisión Administración Alta? NO Mantenimiento Labor Trabajo Social Quirófano Abastecimientos Proceso de atención Hospitalaria Seguridad Estudios Tecnologías Información Decisión Tratamiento Médico UCIN Medicación Implementation (Public Hospital) Objetivo: Supervisar el área. Trabajo Social Objetivo: Mantener funcional las áreas. Objetivo: Mantener limpias las áreas. Mantenimiento Limpieza TRIAGE Voluntaria Archivo clínico Decision Admisión Objetivo: Controlar el acceso a las áreas. Seguridad Objetivo: Proveer información y registros. Trabajo Social Implementation (Public Hospital) Mantenimiento Limpieza TRIAGE Voluntaria INDICADORES DE DESEMPEÑO Registro de pacientes Todos los pacientes serán registrados para determinar: - Tiempo de espera - Número de pacientes atendidos por periodo Archivo clínico Decision Admisión Seguridad Diagrama de Flujo Interacción de procesos Lista de responsabilidades Indicadores de desempeño Registro de Incidencias Registro de situaciones fuera de control y que implican fallas en la seguridad o salud de los pacientes: - Indice de incidencias por periodo ADMISION Implementation (Public Hospital) Diagrama Flujo TRIAGE Diagrama Interacción AMBULATORIO EGRESO Listado de Responsabilidades Indicadores de Desempeño Procedimientos específicos Regreso a casa Valora ción Medico Admisión POLÍTICAS GENERALES Egreso Caja Referida Deci sión Com ite Administr ación Mantenim iento Trabajo Social HOSPITALARIO SI Deci sión Alta? Quirófano Proceso de atención Hospitala ria Abastecimie ntos ías Informac ión NO Labor Espir itual Segurid ad Tecnolog Información egreso Valoración Tratamiento Médico Estudios Deci sión UCIN Medicación Implementation (Public Hospital) After 3 months with the hospital Quality System designed Key and support procceses defined Key proceses mapping (2 of 5) Basic documents ready Pending documents Key proceses mapping (3 of 5) Support proceses Mapping General policies (care and Safety) Validate compliance with the standard Conclusions 1. Key business processes (PCN) are similar in any hospital: admission, triage, outpatient treatment, hospital treatment and discharge. 2. The Support process (PS) are similar in any hospital: financial, supply, maintenance and safety, social work and technology information. 3. The HEOM proposed shows clear, simple and flexible methodology to be developed in a short time. 4. By integrating the BPM, Leanhealthcare and Six Sigma it is possible to establish in a same effort everything you need for certification and process improvement. Conclusions 5. Identify key business processes that give value to the patient. 6. Minimizing the number of documents needed to comply with the certification standard. 7. You can set the levels of service expected for suppliers and service providers. 8. Automation or information technology implementation processes are identified.