Sca Vs3bis

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Optimization of the supply chain within AZ Jan Portaels AZ Jan Portaels

Transcript of Sca Vs3bis

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Optimization of the

supply chain within

AZ Jan PortaelsAZ Jan Portaels

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Agenda

• Frank Deckmyn: Director Facility Services AZ Jan Portaels

• Gunter Fonteyne: Partner Xeleos Health Care Solutions

Introduction AZ Jan Portaels1Scope and Objectives of the project2Situation before the project3Supply Chain Concepts Used4Methodology/Change Mgt/Planning5Results of the project6Situation after the project7

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1.Introduction AZ Jan Portaels

Total yearly

purchase

430 beds

565 FTE +

112

Specialists

Total annual

turnover :

81.411.848 €

purchase

cost including

medicines:

18.247.741

Specialists

Employees

business unit

Facility Dept:

109 FTE

Employees

Supply Chain

within Facility

17 FTE

3311 SKU’s

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2.Scope and Objectives of the project

• Objectives: Reduction supply chain cost, optimization all

resources and improve service levels

• Scope: Flows between central warehouse and internal

departments in both directions excluding drugs and

medicines

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3.Situation before the project

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3.Situation before the project

• Causes of these bottlenecks:

– Missing clear lean processes, procedures and working

instructions

– Defragmented supply chain organization

– No optimal supply chain infrastructure

– No efficient supporting information technology

• Impact bottlenecks:

– High stock levels/High working capital

– High total cost of ownership within purchasing

– Negative perception service level

– No recall management

– No focus on core activities by nursing

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4.Supply Chain Concepts Used

• Lean Business Process Management

• Introduction 5S in central warehouse and wards

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4.Supply Chain Concepts Used

• Introduction of inventory management with ABC analysis

• Introduction of KANBAN on the wards

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5.Change Mgt/Methodology/Planning

•Change Mgt important: focus on key user management

•Pragmatic approach

•Methodology SAP WMS:ASAP

•Methodology Project Mgt: Prince II

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Q2 2009

Start BPM,

Organization

Q3 2009

Start

optimization

existing

technology ,

infrastructure

warehouse

Q1 2010

Go live optimised

technology, start

infrastructure wards

2009

5.Change Mgt/Methodology/Planning

Q2/

2009

Q2 2010

Introduction

Kanban, start

WMS project

Q4 2010

Start roll out

other dept.

Q3 2010

Go live WMS

with scanning

Q4

2011

Q4 2011

Completion roll

out

2009

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6.Results of the project

• Estimated Cost of the project:

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6.Results of the project

• Soft benefits of the project:

– Improved service levels and positive perception

services

– Focus on core activities nursing staff

– Better management information

– Risk management (contingency with procedures )– Risk management (contingency with procedures )

– Recall management

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6.Results of the project

• Hard benefits of the project:

Q1 2010

Optimisation technology:

210.000€

Q2 2010

Q4 2011

Total Benefits:

831.100€

Total

831.100€

Q2 2010

Introduction KANBAN:

17.382€

Q3 2010-Q4 2011

Estimation optimization inventory

wards after roll out :

491.345€

Q3 2010-Q4 2011

Estimation

optimazation reduction

expired stock:

112.373€

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7.Situation after the project

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7.Situation after the project

Quote from Head Nurse Surgery:“Eindelijk is er een overzicht over onze produkten.

We vinden de produkten redelijk snel omdat de schuiven

doorzichtig zijn. De verzorgingskarren zijn snel aangevuld en

bevinden zich centraal in de berging.

De voorraden zijn kleiner op onze dienst.

Wij hebben een beter overzicht wat voldoende in

voorraad is en wat er moet bijbesteld worden”voorraad is en wat er moet bijbesteld worden”