Download - Tgi hospital planning

06-11 Aug 2012

CONFIDENTIAL AND PROPRIETARY TO THE PARTIES IN DISCUSSION.

Contact:

[email protected]

[email protected]

Website:

www.taurusglocal.com

mailto:[email protected]



Activity What we do

Services planning –

service mix, facility

configuration

- Service mix – Determination of the breadth and depth of services to

be offered in the facility

- Facility configuration – Determination of the type and

number of clinical facilities in the hospital (beds, ICU’s, OT’s, etc)

Facility planning - Involvement in facility design to drive clinical area layouts, standards

followed (NABH, JCI, LEAN)

- Experience working with specialist healthcare interior designers and

architects

- Involvement in evaluation and identification of specialist healthcare

Interior designers and architect

Technology and

Medical equipment

planning and

Implementation

- Developing a medical equipment plan (number, type and phasing)

- Evaluation and identification of the HIS vendor

- Managing the implementation process

- HIMSS level

- Experience in working with leading national / international vendors

People planning - Workforce planning

- Experience in workforce optimization in running hospitals

- Experience in evaluation and recruitment of key operating leaders

Operations planning - Experience in developing hospital systems and processes

- Experience in operating performance improvement in running hospitals

- Involvement in planning and implementation of support services

(kitchen, laundry, housekeeping, supply chain, bio-medical waste

management, medical gases, chemical drainage, medical fire safety

designing, etc)

Engineering Planning - Engineering planning (HVAC, MEP, PHS, Structural, etc), design

development and engineering vendor management

Pre-commissioning

support

- Managing pre-commissioning activities like dry runs, training, etc

GREEN-FIELD HOSPITAL PLANNING STRATEGY

Green-Field Hospital Planning

EXTENSIVE HOSPITAL

PLANNING SAVES COST

IN THE LONG RUN

TG offers unique combination of

healthcare, management

and IT for hospital planning

TG designs the hospitals from

people, process and

technology perspective

TG has a top down approach; we

start from the vision of the

promoters

TG will work with promoters to

select the architects and

builders

TG will build Governance

structure to monitor the

progress as per Roles and

Responsibilities

TG will offer its force multiplier

framework– holistic

healthcare, medical value

travel, medical education

and research

TECHNOLOGY IN HOSPITAL PLANNING

Technology Action

Software - Select the Hospital software upfront, so that it matches

with hospital design, architecture and workflow. It is very

expensive to change later.

Selection of Medical

Devices

- Select medical devices such as radiology, imaging,

diagnostic, monitors, ventilators etc that can be integrated

with Hospital software, hardware and network. It is very


Hardware - Allocate space for Data centers, Network cabinets, wiring

and ports as per the number of laptops/desktops required

in each Department and ward. It is very expensive to

change later.

Network - Calculate the network load as per OPD/IPD load. Plan

for internal and external network while hospital is being

designed. Engage a network wiring expert and ISP for

network along with hospital electrical wiring. It is very



PROVIDING TECHNOLOGY EVALUATIONS AND

DEPLOYMENT STRATEGIES I T I S A H A N D M A I D E N

O F D I G I T A L H O S P I T A L S

Choosing the right technology platform for a

healthcare organization is a truly

complex decision.

Multivariate environment with cultural

challenges typically cloud and obstruct

implementation and adoption.

TG builds a ‘flexible’, ‘dynamic’, long-term

IT roadmap that is totally aligned to

business needs

TG believes that IT can be a key catalyst for

clinical transformation across healthcare

organizations.

A T R U L Y D I G I T A L H O S P I T A L R E Q U I R E S T O T A L C L I N I C A L T R A N S F O R M A T I O N

Hospital Information

System

Clinical

Lab

Radiology

Pharmacy

MIS

ERP

Key Services

THE TEAM WILL IDENTIFY A MINIMUM SET OF COMPONENTS OF THE IT

SOLUTION, THAT WILL BE REQUIRED TO RUN THE CLINIC NETWORK

Solution Framework

User

Interface

Database

Interface

Output

Reports

ERP

Integrated Healthcare Enterprise (IHE)

Evidence

Based

MedicineRadiology

ManagementSystem

EMR

Centralized

Healthcare

Records

Database

Laboratory

Management

System

Admin

Portal

Reports

Physician

Portal

Third Party

Apps

and Plug-ins

Supply

Chain

Management

Patient

Portal

Prescribed

Medicines

Lab

Results

In-Patient

Records

Out- Patient

Records

Single

Sign-On

Database

IHE

Reports

EMR

Patient

Portal

Physician

Portal

View

EMR

Single

Sign-On

Schedule

Visit

Drug

Information

Lab

Results

CPOE

Phase I Phase II

High ROI on

Low Complexity Left

Moderate ROI and

High Complexity Right

Solution Framework

PHASING OF THE COMPONENTS OF THE IT SOLUTION WILL BE DONE BASED

UPON ROI AND COMPLEXITY

Phase I

Phase II

Solution Framework

A PHASED IT ROADMAP WILL LOOK LIKE THIS FROM A HIGH-LEVEL, WHERE

DRILL-DOWN INTO DETAILS OF EACH COMPONENT WILL BE POSSIBLE.

BOOT-STRAPPING HEALTHCARE ORGANISATION

CHANGE MANAGEMENT

C A U S E M E T H O D O L O G Y

TG will implement it’s proprietary

CAUSE methodology for

managing change in people,

process and technology.

• Consciousness of need to change

• Aspiration to support change

• Understanding how to change

• Strength to over come hurdles

and implement change

• Ecosystem to support, sustain

and adopt change

S M O O T H T R A N S I T I O N F R O M C U R R E N T T O O P T I M A L S T A T E

Key Services

OPERATIONS PLANNING IN HOSPITAL

Protocol/ SOP Action

Protocol/SOP Design - Each step will be documented in the clinical and support

services, to reduce waiting time and remove wastage.

Protocol/SOP

Implementation

- Implement the designed workflow into the hospital

practice i.e. make sure the processes are actually

consistently practiced according to the design, when

managing patients on an individual basis

Accreditation – NABH,

JCI

- Plan for NABH and JCI – Create Project Plan to get

Accreditation

- Implement Accreditation Plan (Make sure that the project

plan above is strictly carried out and followed in practice)

Hospital Operations - Run hospital once commissioned. Operate the hospital as

per plans above.


BUILDING NEXT GENERATION PRACTICES

A C C R E D I T E D H O S P I T A L

E N S U R E S S A F E T Y

TG has expertise in implementing the

NABH standard for hospital process

accreditation - First step

TG will lead the organization to acquiring

JCI accreditation - Second maturity level

TG can then move the organization up

the value chain of quality and outcomes

management through methodologies

such as ‘lean healthcare’, six sigma

implementations and the Malcolm

Baldridge model for organizational

excellence – Global Quality Benchmarks

N A B H / J C I S T A N D A R D

Patient Centred Standards

1 Access, Assessment and Continuity of Care (AAC)

2 Care of Patients (COP)

3 Management of Medication (MOM)

4 Patient Rights and Education (PRE)

5 Hospital Infection Control (HIC)

Organization Centred Standards

6 Continuous Quality Improvement (CQI)

7 Responsibilities of Management (ROM)

8 Facility Management and Safety (FMS)

9 Human Resource Management (HRM)

10 Information Management System (IMS)

Key Services

STREAMLINING HEALTHCARE PROCESSES

THROUGH OPTIMIZATION METHODOLOGIES P R O C E S S

O P T I M I Z A T I O N

Healthcare processes are fraught with

inefficiencies and waste. Usually this

is an optimization problem.

Healthcare process optimization

requires unique and industry specific

approaches.

TG has developed individually

customizable, healthcare specific,

optimization frameworks.

TG has unlocked extraordinary value

through process optimization while

retaining the unique culture of each

organization

R E D U C E W A S T E I N T H E S Y S T E M A N D I M P R O V E T H E B O T T O M - L I N E

Key Services

PEOPLE PLANNING IN HOSPITAL PLANNING

People Action

Governance Structure

Definition

- Create a document that describes responsibilities and structure of all

people in the organization.

- Common skills- e.g. nurses, OPD receptionist, OPD Manager, Ward

Boys etc

- Specialist skills- e.g. Heads of various departments, Consultants

and staff specific for each Department.

- Management skills- e.g. Board members, Senior Management

(CEO, CFO), Middle Management.

- Define who does what job; and who manages whom; and who

reports to whom.

C level hiring - Hire Top management - CEO, COO, CIO, CFO and Head of

Marketing etc.

Complete Hiring of all hospital

employees needed

- Engage all the consultants and hospital staff

Customer Service - Define the customer service standards - Patient spends only 10 min

with the doctor whereas spends the rest of the day with the staff. All

the hospital staff has to be trained for giving same experience to the

patient.

Training - Train the staff to provide good quality service.

Career Path - Provide rewards, promotion and growth for the staff to prevent them

from leaving the hospital


DEPLOYING HEALTHCARE SERVICE INNOVATION

STRATEGIES I N N O V A T I O N I S A C U L T U R E N O T A S T R A T E G Y

Organization culture follows the 5-monkey

theory.

Organizations not designed ‘ground up’ for

innovation will not be creative.

Innovation strategies can be

extraordinarily disruptive.

Culture of innovation has to be nurtured in

the organization.

TG works with clients to select and deploy

innovative improvements that

measurably improve service quality

and provides truly ‘out of the box’

thinking to the organization.

D E P L O Y I N N O V A T I O N S A N D M E A S U R E O U T C O M E S

Transformative

Leadership

Next

Practices

Process

Innovation

Incremental

Improvements

Existing

Operational

Models Obsolete

Resilience

Business as

Usual

Short Term

Gains Long Term

Success

Healthcare Process Optimization

Focused Engagement for assessment, planning, and design

Follow-up every month to monitor and mentor the implementation of recommendations

Review quarterly and yearly to ensure value is delivered

Engagement Framework

Sign the

contract

with TG

TG will mobilize

the team

TG will visit the

site for initial

assessment

Onsite engagement for

detailed assessment,

planning and design

Full blue-print of the hospital

Need approvals on blue-print and

timelines to execute the plan

GREEN-FIELD HOSPITAL PLANNING

Holistic Healthcare

Clinical Research

Medical Education

Hospitality

AYUSH for Prevention and

Rehab

Medical Value Travel and Logistics

Direct Connectivity

to Airport

Strategic Alliance

with global Insurance

and legal entities

Strategic Alliance

with global Pharma,

Biotech and CRO

Strategic Alliance

with leading medical

education brands

Managed by an elite

hospitality and

entertainment brand

Strategic Alliance

with local spas

and resorts

Recognition/Approvals

from Accreditation body,

Govt, Municipal, Travel

and Security Agencies

TG FORCE MULTIPLIER FRAMEWORK: VISION TO

EXECUTION

QUOTE FROM MOTHER OF NURSING

“The effect on sickness of beautiful objects, on variety of objects

and especially brilliancy of colours, is hardly to be appreciated.

Such cravings are usually called the “fancies” of patients but

these “fancies” are the most valuable indication of that which is

necessary for their recovery. People say that the effect is only on

the mind. It is no such thing. The effect is on the body too. Little

as we know about the way in which we are affected by form and

colour and light, we do know this: that they have an actual and

physical effect. Variety of form and brilliance of colour in the

objects presented to patients are an actual means of recovery”

- Florence Nightingale

Contact:

[email protected]

[email protected]

Website:

www.taurusglocal.com


