optimizing quality for better patient outcomes · 2016-10-13 · operational excellence operational...
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OPTIMIZINGOPTIMIZING QUALITY FOR BETTERBETTER PATIENTPATIENT OUTCOMES
DOMINIK RETERSKIVICE PRESIDENT, QUALITY AND REGULATORY AFFAIRS
27 September 2016
AFFAIRSASIA PACIFIC
WHYWHYAREARE WE HERE?WE HERE?
A LEGACY OFA LEGACY OFPARTNERSHIPSS
BROKEN EQUIPMENT WASEQUIPMENT WAS SLOWING DOWN HOSPITALSHOSPITALSUNTIL WE OFFEREDOFFERED FAST REPAIRS
WHEN A DOCTOR WANTEDWANTED TO SAVE MORE LIVESMORE LIVES,WE COLLABORATEDCOLLABORATED TO DEVELOP ALIFESAVINGLIFESAVING THERAPY
OUR MISSION
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OUR MISSIONTENET 3TENET 3
“To strive without reserveTo strive without reserve for the greatest possible reliability and quality in our products; to be theour products; to be the unsurpassed standard of comparison and to be
i drecognized as a company of dedication, honesty, integrity, and service.”
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SO WHATSO WHATDO WE DODO WE DO ABOUTABOUT QUALITY?
MEDTRONIC’S FOCUS ON QUALITY
MEDTRONICQUALITY IMPERATIVES
MEDTRONIC STRATEGIESTherapy
Innovation
GlobalizationPRODUCT SUPERIORITY
EFFECTIVE AND
MINDSET OF EXCELLENCEGlobalization SUPERIORITY
Providing products of highest quality
AND EFFICIENT COMPLIANCEComplying with applicable
EXCELLENCEIngraining a proactive and patient-centric quality culture
Economic Value
quality and reliability
applicable regulations efficiently
quality culture and quality talent management
Be known as a trusted partner by living up to stakeholders’Be known as a trusted partner by living up to stakeholders expectations, continuously improving our quality culture, and upholding our commitment to the Mission.
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GLOBAL QUALITY5 STRATEGIC PILLARS5 STRATEGIC PILLARS
PRODUCT EFFECTIVE & MINDSET OFPRODUCT SUPERIORITY EFFICIENT
COMPLIANCE
MINDSET OF EXCELLENCE
2 3 4 51 2 3 4 51
DESIGN MANUFACTURE SUPPLIER VIGILANCE & COMPLIANCE
ORG CAPABILITY& CULTURE
Design, Reliability, Manufacturability (DRM) Operations in Product
Development
Medtronic Operating System (MOS) Workflow maturity
(WFM)
Supplier Quality improvement CM/OEM Quality
Improvement Strategy
Acquisition Excellence MCARE Global QMS
Simplification &
Quality Begins with Me Efficiency & Quality cost
reductionDevelopment Design for Cell
Operating System (DFCOS)
(WFM) Cell Operating System
(COS) First Time Quality (FTQ)
Improvement Strategy Simplification & Standardization
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QUALITYQUALITYBEGINSBEGINSWITH MEWITH ME
QUALITY BEGINS WITH MEOUR EMPLOYEES PLEDGE TO BEOUR EMPLOYEES PLEDGE TO BE….
PATIENTCOURAGEOUSWe all speak up when we notice
PREVENTIVEWe all share and implement ideas to
PATIENT-FOCUSEDWe all understand
ACCOUNTABLEW llwhen we notice
something wrong and have a blame free environment
implement ideas to continuously improve processes and procedures
We all understand how our actions affect patients.
We all are accountable to deliver on our
it tfree environment. and procedures. commitments.
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MITG QUALITY AND OPERATIONAL PERFORMANCE
7000.04.3
QIP Score vs. DPM - MITG Sites QIP Total DPM Total
98.90%4.3
QIP Score vs. FPY - MITG Sites QIP Total FPY Total
4.03.9
4.0
5000 0
6000.04.0
4.03.9
4.098.80%
98.85%
4.0
3.7 4000.0
5000.0
3.8
smen
t Sco
re
3.7
98 65%
98.70%
98.75%3.8
smen
t Sco
re
3.32000.0
3000.0
3.3
3.5
Ass
ess
3.3
98.55%
98.60%
98.65%
3.3
3.5
Ass
ess
0.0
1000.0
3.0
3.3
2 3 4 5 798.45%
98.50%
3.0
3.3
2 3 4 5 7
QIP – Quality Improvement ProgramDPM – Defects Per Million FPY – First Pass Yield
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FPY First Pass Yield
HOSPITALHOSPITAL SOLUTIONSSOLUTIONSIMPACT ONIMPACT ON QUALITY AND SAFETY
QUALITY CHARACTERISTICSLINKED TO QUALITY REQUIREMENTS IN HEALTHCARE*LINKED TO QUALITY REQUIREMENTS IN HEALTHCARE
Appropriate; correct care Availability Continuity of
Care
Effectiveness Efficiency EquityEffectiveness Efficiency Equity
Evidence / PatientEvidence / Knowledge
Based
Patient –Centered
CarePatient
involvement
Patient Safety
Timeliness/ Accessibilityy y
EN 15224:2012
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INTEGRATED HEALTH SOLUTIONSDESIGNED FOR HIGH QUALITY CAREDESIGNED FOR HIGH QUALITY CARE
Provide Manage
TURNKEY SET-UP MANAGE
affordable access to state-of-the-artinfrastructure and
technologies
non-clinical operations to enable focus on patient care
DeliverAccelerate Deliver best-in-class cost efficiency and patient
Accelerate patient access
to care; develop
services and and patient outcomes
services and enhance
reputation
OPTIMISEDEVELOP OPTIMISEDEVELOP
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CUSTOMIZED OFFERINGSTO MEET INDIVIDUAL NEEDSTO MEET INDIVIDUAL NEEDS
Infrastructure Design and R Fitti
Material ManagementRoom Fitting g
Equipment Management and RepairTURNKEY
Capital Equipment Financing, Purchasing and
Installation
Planning and Scheduling
SET-UP MANAGE
Demand
HR Enablement
Generation
Patient Experience
Operational Excellence
Ongoing Physician Training
IT EnablementOPTIMISEDEVELOP
Clinical Pathways
Clinical Service Setup and Expansion
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IHS SOLUTIONS AND IMPACTON QUALITY & SAFETY REQUIREMENTSON QUALITY & SAFETY REQUIREMENTS
BEST BEST POSSIBLEBEST POSSIBLE
BEST POSSIBLE SHARED RISK &
REWARDOUTCOMES REWARDSupport hospitals,
physicians payers and health
Tailored solutions which help clients optimize their
physicians, payers and healthsystems to deliver high-qualitycare in a cost-effective way.
help clients optimize their outcomes enabling them
to :
The business model is thereforebased on taking an active role
with long-term partnerships
Improve quality of care
that hinge on risk- and value sharingscheme.
Enhance operational
performance
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p
Boost financial returns
EXAMPLES OF ENHANCEMENTS
Raised awareness of Quality & Safety standards among clinical personnel
Assigned Quality & Safety responsibilities in the clinical team
INCREASE AWARENESS QUALITY &SAFETY
Support the hospital with the creation improvement and
g y y p
Included Quality & Safety topics in team meetingsSAFETY
Support the hospital with the creation, improvement and implementation of hospital protocols and guidelines
Improve adoption of Radiation Protection protocols; i
HOSPITAL PROTOCOLS / raise awareness
Ensure that protocols are followed with the hospital’s Point of Care and implement training and allocation of responsibilities
d t k
PROTOCOLS / GUIDELINES
and tasks
DOUBLE CHECK Implementation of a double check procedure to track complianceDOUBLE CHECK PROCEDURE
Implementation of a double check procedure to track compliance with protocols and guidelines
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EXAMPLES OF ENHANCEMENTS
EXTERNAL ASSESSMENT Use of external expertise to assess the Hospital’s Q&S framework from the external accreditation point of viewQ&S FRAMEWORK from the external accreditation point of view
Implementation of internal audits
Implementation of a protocol for external audits / inspectionsAUDITS Implementation of a protocol for external audits / inspections
Support the hospital with the execution of external audits / inspections
AUDITS
TRAINING / EDUCATION
Creation of a training curriculumEDUCATION
Implementation of a training matrix for the hospital staff
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EXAMPLES OF ENHANCEMENTS
CLINICAL INCIDENTS Raise awareness on the better capturing of clinical
incidents
Improve reporting on failed products Improve reporting on failed products
PATIENT SATISFACTION Pilot Patient Satisfaction Survey and presentation of results to the hospital for improvement purposes
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OPERATIONAL EXCELLENCE
Operational excellence consulting services are offered to boost operationalOperational excellence consulting services are offered to boost operational and cost efficiencies while maintaining or improving quality of care.Typical solutions components offered are:
Lean Sigma Academy: to build strong Lean Six Sigma skills and competencies in the hospital and embed continuous improvement capabilities;
Benchmarking services assessing performance against national and international peers and defining best-in-class level targets;p g g ;
Optimization of operational processes, workflows, patient pathways and information systems, incorporating international best-practices;
Develop performance management systems measuring costs andDevelop performance management systems, measuring costs and performance against outcomes and patient satisfaction during the contract period.
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OPERATIONAL EXCELLENCEMAKES AN IMPACT ACROSS THE CARE CONTINUUMMAKES AN IMPACT ACROSS THE CARE CONTINUUM
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LEAN ACADEMYCREATING ENGAGEMENT AND CHANGE CULTURECREATING ENGAGEMENT AND CHANGE CULTURE
TRAINING in Lean Thinking for all levels
PRACTICE from daily improvementThinking for all levels
from work floor to C-suite
from daily improvement to cross departmental projects
REFLECTION AND COACHINGREFLECTION AND COACHING by experienced Medtronic Master Black Belts
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DEVELOP
PATIENT EXPERIENCE Equip clinical staff with tools and advisory services to embed patient
experience best-practices into current daily practice
ONGOING PHYSICIAN TRAINING Ensure all personnel are up to date on clinical knowledge in a context of time
and resource constraintsand resource constraints
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TURNKEY SET-UPSTATE -OF -THE ART FACILITIESSTATE OF THE ART FACILITIES
Access to and guidance on best design and technology to support clinical needs and workflow
Continuous R&D and implementation of state-of-the-art techniques( f b i t d l ti b t i l f )
QUALITY
(e.g., pre-fabricated panels, anti-bacterial surfaces)
Experienced local project managers oversee and manage entireRELIABILITY Experienced local project managers oversee and manage entire turnkey project to ensure on-time and on-budget execution
Regional expertise to ensure adherence to local codes and regulations
RELIABILITY
g
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END-TO-END MANAGEMENT OF CONSTRUCTIONAN EXAMPLE: HYBRID OR AT CASA DI CURA COLUMBUSAN EXAMPLE: HYBRID OR AT CASA DI CURA COLUMBUS MILANO
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CASECASE STUDIESSTUDIES
CASE STUDY: IMPERIAL COLLEGE
C S SHEALTHCARE NHS TRUST, UKIMPACT
Cardiology transformation program
5 CathLabs refurbished and under maintenance contract
Vendor-independent material management
4 experienced CathLab & inventory managers on-site
Operational Excellence programs
Lean Academy training: change management and knowledge transfer program to embed continuous improvement capabilities
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CASE STUDY: SACCO HOSPITALSACCO HOSPITAL, MILAN, ITALY
IMPACT
Efficiency and cost savings through consolidation of multiple supplier contracts into a simple service arrangementsupplier contracts into a simple service arrangement
Reduced risk and maximising uptime and availability of high-value equipment and devices
CAPITAL INVESTMENT.
Reduced procedure costs through access to higher buying power
Efficient operations management experienced staff andEFFICIENCY GAINS.FOCUS ONFRONTLINE CARE.
Efficient operations management, experienced staff and uncompromising professionalism
Reduced waste level and obsolescence rate
Responsive and convenient single point of contact for all maintenance issues
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CASE STUDY: MAASTRICHT UNIVERSITY MEDICAL CENTER, THE NETHERLANDSIMPACT
Heart + Vascular Center: Five-year partnership started in 2014 including:including:
Operational excellence programs
Optimization of clinical pathways Optimization of clinical pathways
- Heart Failure and Cardiac Resynchronization Therapy (CRT)
- Bypass Surgery (CABG)
Onsite management of CathLab operations
- Managing daily operations
- Optimized planning and scheduling
Hospital-wide:
Lean Academy training to embed continuous improvement capabilities
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LET’S TAKELET S TAKE HEALTHCAREHEALTHCARE FURTHERFURTHER, TOGETHERTOGETHER
THANK YOUOU