MS2 Methods - Hospital Operations Redesign
To successfully turnaround Hospital operational shortcomings and achieve Best-In-Class performance you need two main things: (1) a proven operations and process redesign methodology that identifies the best and most effective changes needed to reach your goals and; (2) an effective change management methodology that can ensure those changes can be implemented successfully within a complex environment with many competing priorities, strong pockets of resistance and significant accountability vacuums.
The MS2 Hospital optimization approach represents a perfect blend between best-in-breed operations redesign methods and change management strategies rolled into one consulting powerhouse…If you are looking to dramatically change your operations and achieve new levels of performance keep reading about the MS2 Operations Redesign and Change Management methodologies to see why you don’t have to look any farther…
Hospital Operations Redesign
Our operations redesign methods are based on process redesign and operations science concepts adapted to the complex Hospital environment. We implement the waste eliminating and process streamlining elements of Lean, the system control elements of Six-Sigma, the demand-supply matching and variability elimination concepts of Queuing Theory and the barrier isolating elements of the Theory of Constraints among others. Nevertheless, our focus is on coaching internal Hospital teams through the practical application of these concepts without complex mathematical or statistical manipulations. We have made our methodology simple to learn and easy to apply by any Hospital team.
At its core, our Hospital operations redesign methodology is designed to promptly and efficiently identify all the core patient flow processes and logistics issues that truly affect performance and change them fundamentally not only within a department, clinical service or unit…but also across all the ancillary interfaces that support their operations. The MS2 operations redesign format involves the following defined steps:
PREPARE (Due Diligence)
- Map-out the entire process to be redesigned, document current metrics performance, and list all Critical Events (the stand-alone steps that cannot be bypassed or omitted without halting progress in the system).
REDESIGN (Process & Asset Utilization)
- Decrease over processing between Critical Events by identifying and eliminating all the intermediary steps that represent overkill or don’t add value. Decrease sequentialism by identifying and rearranging all the processing events that could be performed in parallel. Eliminate system idling by identifying and eliminating all the parts of the system where patients or information become “stuck” without progressing forward in the system. Decrease process waste by identifying and limiting excess distance, excess motion or avoiding redundancy in either documentation or interventions; and finally, decrease process hindrance by identifying and fixing whatever tools and equipment are currently broken or not up-to-date.
- Decrease asset underutilization by identifying all the possible spaces, areas, and staffing resources that might not be used to their potential and/or leveraged capacity. Eliminate patient segregation tactics that prevent allocating patients where capacity is currently available; and prevent resource entrapment by identifying the asset and patient allocation strategies that might impede real-time reallocation of idle staff members to other units or areas in need based on demand fluctuations.
- Identify all inbound, outbound and competitive interfaces. Then, map the ways they interact with each other and redesign them using this same framework above. In addition, consider adding “Buffer-Zones” between a unit and its main outbound interfaces to minimize the effects outflow constraints can have in the primary system or the process being redesigned.
- Identify New Process Staffing Needs.
- Identify New Process Schedule Changes.
- Develop strategic staffing plans aimed towards maintaining proper staffing and peak team performance levels.
- Eliminate outliers in productivity and address lack of homogeneity in the skill sets and capabilities of staff members that perform similar functions. Also look for outliers in the response times of ancillary, clerical or clinical support staff.
- Establish new Standard Operating Procedures and Queue Management Protocols aimed towards decreasing discretionary staff responses to demand spikes and control the quality and consistency of their collective actions.
- Establish acute decompression tactics that protect the system against extreme fluctuations in demand.
- Eliminate institutional Silos by establishing cross-functional metrics, accountability and shared reporting mechanisms. Look for competing priorities between interfaces; and finally, address stakeholder variability within their own internal operations.
Our operations redesign approach represents an iterative process that can be repeated as often as needed to identify where variability lurks anywhere in the system and brainstorm ideas and strategies necessary to eliminate them. Whether it is applied to the operations of an ED, the OR, Critical Care Units, recovery units, the inpatient floors, or any other Hospital unit; this framework consistently engenders innovative ideas and provides a managerial control structure that can be used to obtain, maintain, and protect results over time.
Combined with our Hospital Change Management methods, our operations redesign process has never failed to achieve impressive outcomes in Hospital operations.