This document contains a summary of a McKinsey case study on improving service operations at a large academic health care system. McKinsey launched a 3-month effort focused on the end-to-end care process. This resulted in an immediate reduction in delayed and cancelled cases. McKinsey also evaluated scheduling processes and capacity utilization, liberating 23% additional capacity. Overall the work eliminated delays, reduced length of stay, and improved clinical outcomes and satisfaction while establishing a foundation for strategic growth.

1. by Jakub Šafránek

2. Teachers open the
door. You enter by
yourself.
師傅領進門，修行在個人。

3. We have
a problem

4. Not only the
telephone
tapping

5. Obsah
Základní informace o SASu
Porovnání SASu a Excelu
Návaznost SASu a Excelu
Shrnutí
Zdroje
3.2.2013 3MA381 5

7. m-Commerce
• m-Commerce lze chápat jako každé
využití mobilních technologií pro styk s
obchodními partnery
• Klíčovou technologií pro m-Commerce je
GSM (Global system for Mobile
Communications)
3.2.2013

8. Client case example – service operations excellence
Situation McKinsey’s role Impact
System description • Launched 3-month service • Immediate reduction in
• $1.6 billion non-profit operations effort targeted on number of delayed cases
academic health care the end-to-end care process from 21% to 5%
system (ER, OR, ICU, impatient
• Network of 35 member units) • Immediate reduction in
hospitals • Detailed impact of variability number of cancelled
• Over 6,000 physicians and and mix of demand on cases from 8% to <1%
2,200 available beds system capacity
• Evaluated ability to alter • Liberated 23% capacity
Challenges scheduling processes to: for strategic growth
• High capacity utilization – Minimize demand and – Reduced length of stay
levels (ICU utilization was variability by day of week while improving clinical
>90%) – Maximize capacity across outcomes and
• 21% of surgery cases the entire end to end satisfaction
delayed process
• 8% of surgeries cancelled • Instituted evidence based • Eliminated delays for
• Growth aspirations likely to treatment plans for common radiology and ancillary
cause additional pressure diseases testing by staffing
– “Ensure that the right according to demand
Objectives patient is in the right bed
• Liberate effective capacity receiving the right care at • Developed foundation to
• Reduce delays and the right time” leverage new skills in
cancelled surgeries payor negotiations
8

9. Key focus areas by workstream
Workstream 1 Workstream 2 Workstream 3 Workstream 4
Design and facilitate Implement targeted Define and launch new Build up KFSH&RC‟s
strategic planning operational services/ businesses change management
process improvements capabilities
• Internal diagnostic of • Launch • Evaluate • On-the-job training of
KFSH&RC‟s implementation of attractiveness and KFSH&RC staff
clinical, administrativ selected „quick win‟ feasibility of new
e, and reputation services/businesses
• Training workshops
– Operational on healthcare and
performance that can generate
performance functional topics
additional income for
• External diagnostic assessment
that assesses key
KFSH&RC • Outline of the key
– Identification of – Clinical requirements to
local, regional, and
improvement – Research establish an internal
international market
areas – Ancillary healthcare
trends and
– Other consultancy and an
KFSH&RC current – Definition of
positioning performance
• Provide a framework implementation plan
for assessing future
targets
• Definition of business ideas
mission, vision, and – Action plan for
KPIs implementation
• Focus areas and
priorities for KFSH
&RC moving forward
• Implementation
roadmap 9

10. 3.2.2013
Profil společnosti a základní fakta
• Dlouhodobě napjaté vztahy s akcionáři
– Žaloba akcionářů pro porušení zákona, ke kterému mělo dojít v roce 1996
při navýšení základního jmění společností Bass, která měla mít povinnost
navrhnout odkup ostatních, veřejně obch. akcií.
– V roce 1999 představenstvo nesplnilo povinnosti stanovené v § 193 (1)
zákona č. 513/1991 Sb. ČR, Obchodní zákoník
• Představenstvo svolá valnou hromadu bez zbytečného odkladu poté, co
zjistí, že celková ztráta společnosti na základě jakékoliv účetní závěrky dosáhla
takové výše, že při jejím uhrazení z disponibilních zdrojů společnosti by
neuhrazená ztráta dosáhla poloviny základního kapitálu nebo to lze s ohledem
na všechny okolnosti předpokládat
• Zatajování negativního trendu vývoje hospodaření společnosti…
10

11. Disengaged
from the
audience

12. Notebooks, cellphones and Facebook –
they are simply closer.

13. One more bullet
point and I‟ll
shoot…
13

14. The Process
a road to be taken

15. Vision trumps all
other
senses.

16. Rule of thumb
Primary Oral 10%
3,5x
Primary Visual 35% 6,5x
Primary Oral
and Visual 65%

17. #1 Brainstorm

18. #2 Identify
the Core

19. #3 Build Structure

20. #4 Sketch visuals

21. #5 Storyboard on the
computer

22. Content is
the King

23. remember
SUCCESs

24. Simple

25. unexpected

26. Concrete

27. Credible

28. Emotional

30. Technical
Goodies

31. Always use
a presenter.

32. Always

33. Use the “B” key

34. “B” for black

35. For your next
presentation pack
three things.

36. Presentatio Notes Handout
n

37. Presentatio Notes Handout
n

38. Presentatio Notes Handout
n

40. Free Handout
http://tinyurl.com/persuadeppt

41. Make a change
Start a revolution
GO

42. Photos by
www.compfight.com
www.flickr.com
www.sxc.hu
3MA381 – Archiv prezentací, http://lorenc.info/3MA381/archiv-
prezentaci-3MA381.htm
Credit to:
. byy j
neuberger, http://www.flickr.com/photos/54943750@N00/36516
78437/
.just let me iN by
27147, http://www.flickr.com/photos/33645693@N08/38017231
03/