Industry: Health Services
Functional Environment: surgical unit, hospital
Methodologies: BPM, As Is Analysis, To Be Analysis, GAP Analysis
Context & Objectives
The surgical unit of the client hospital has a problem related to the planning of its interventions, resulting in a non-optimal use of surgery rooms, material and resources. As an improvement, the hospital has decided to implement a software that helps in the scheduling and communication between several groups of stakeholders.
The objective of the project is two-fold: for the client to adapt to the new software while customizing it to their specific processes. Altran carried out the process improvement audit in order to find the relevant tradeoff. In its quality of external auditor, it was able to facilitate the integration of the new software within the organization at the same time as ways of working were being optimized.
Approach
Audit ‘As Is’ :
- Interviews with doctors, surgeons, nurses, logistics personnel, and more.Description of the current processes and responsibilities.
- Presentation of collected data and documents.
- Identification of dysfunctions.
- Study of potential improvements.
Audit ‘To Be’ :
- Collaboration with the software editor to define ‘To-Be’ solutions.
- Recommendations on improvements.
- Interviews with doctors, surgeons, nurses, logistics personnel, and more, to challenge the ‘To Be’ processes.
- Description of the future processes and responsibilities.
- Fine-tuning of the ‘To Be’ processes with the project team
Results
The ‘As Is’ report was appreciated by the management and by the surgeons as well.
With the ‘As Is’ data accepted, the interviews for the ‘To Be’ processes went smoothly.
Among all the issues identified, 37 improvements were proposed in relation to the management structure of the surgery unit, the optimized use of the surgery rooms, the time, resource & material management and the set up of preadmission anesthesia consultations.
Further solutions were identified as possible opportunities, although requiring more investments.
The implementation of the software started one month after the audit.
