san | ws | dem | health cost reduction

7/28/2019 SAN | WS | DEM | Health Cost Reduction

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2Copyright 2013 Accenture All Rights Reserved. Confidential Information.

Copyright 2013 Accenture All Rights Reserved. Confidential Information.

Healthcare organisations across Europe are

responding to the economic crisis by improving

internal efficiency

Operating Model Design

Procurement Cost Reduction


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Copyright 2013 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.


1. Patient Flow Optimisation case management model andIntegrated discharge planning Cambridge University Hospital

2. Optimisation of Operation Theatres using Lean -Leicester University Hospital

3. Clinical Standardisation to Reduce Procurement Costs Cambridge University Hospital

Case Examples


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6Copyright 2013 Accenture All Rights Reserved. Confidential Information.


Case Study 1Patient Flow Optimisation at Cambridge University

Hospitals

Client Situation

1100 beds

Multi-specialty,

teachinghospital

550m budget

Challenges

Multiple roles

through the end-to-

end acute stay

Delays in dischargeof patients from

acute into

continuing care

settings

Cancellations of

elective surgeries

Objectives

Identify the root

causes

Define and

implement asustainable

solution

Results

Predictable

discharge date and

time

Improvedexperience

30% reduction in

LOS

5.3 million saving

More time for direct

patient care


7/97Copyright 2013 Accenture All Rights Reserved. Confidential Information.Copyright 2013 Accenture All Rights Reserved. Confidential Information.

Case Study 2Operating Theatre Utilisation Improvement at Leicester

University Hospitals

Client Situation

ENT surgery

costs and

waiting listshigh

Challenges

Frequent late

starts

Low utilisation oftheatre

Reactive,

firefighting prior

to day of

surgery

Objectives

Identify key issues

& root causes

using Lean and SixSigma Analysis

Implement a

sustainable

improvement in

theatre scheduling

Results

Reduced cancellation

Improved throughput

(18% theatre capacity

released for moreprocedures)

Efficient portering service

Protected teaching time

for juniors

Predictable theatre list

(no firefighting)



Program Objectives

Develop strategy for

each category:

Clinical Product

Standardisation Price

equalisation

Supplier

rationalisation

Best price

evaluation

Challenges

Availability of data

and analytical skills

Clinical acceptance

of new products and

processes

Case Study 3Smarter Procurement at Cambridge University Hospitals

Results

Better equipment

Standardisation of

working practices

10-15% reduction in

addressable spend

Client Situation

Save 7% of

budget per

annum whilst

maintaining and

improving clinical

excellence, staff

morale, patient

experience, and

reputation



Engaged and empowered leadership

Engagement with stakeholders (clinical and

operational) at different levels of the project

Enabling change with patient focus and clinicalconsensus

Key Success Factors

Rigorous data collection and analysis

to drive decisions and improvements

Using appropriate technology and IT

to support and enable change

Diligent and metrics driven benefits

realisation tracking

san | ws | dem | health cost reduction

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