Inventory Management

Capacity Constraints

Resource Utilization

Scheduling

Solving the staffing and logistic issues for the Medical Industry

Evaluate. Assess the needs of the organization.

Simulate.

Model activity to determine the best course of action.

Deliver.Maximize process efficiency to improve cost and patient satisfaction.

Expert Analytics

• Process assessment and design improvements

• Solution strategy implementation

• Software training

Long-Term Value

• Reduce total operating costs

• Shorten total process time

• Maximize floor space utilization

• Save on capital investments

Customization

• Tailored to meet the needs of your organization

• Optimize system performance to meet specific goals

Capacity Planning

• Capital expenditure project ROI

• Process congestion modeling

• Bottleneck identification

• Total patient care delivery timing

Resource Utilization

• Value stream optimization

• Capital equipment utilization

• Time and action simulation

Inventory Management

• Establish effective workflows

• Inventory planning

• Supply chain management

Typical Customer Results

Reduce Operating

Costs 22% – 38%

Capital Investme

nt Savings18% – 30%

Floor Space

Reduction25% – 35%

Process Time

Reduction23% – 46%

Valley Baptist Health in Texas reduced surgery time, increasing capacity, which resulted in $1.3 million of additional revenue.

Providence Health in Seattle implemented Six Sigma in operational and clinic settings, resulting in $40 million savings.

Yale-Newhaven Center reduced blood infection rates by 75%, resulting in $1.2 million in annual savings.

Boston Medical Center improved throughput of diagnostic imaging, resulting in savings of $2.2 million annually.

STC Advantage

Process Time

Optimize the check in process to streamline the production schedule necessary to satisfy the stated demand. Simulates the entire process

○ The cycle time by job number and process○ Delivery systems○ The in-process inventory○ The number of shifts per day, and hours per

shift

Framing The Issue

• A key aspect of the patient's encounter at a hospital or clinic is how long he or she has to wait.

Minimizing Actual Wait Times

LISTENIdentify and measure the actual wait times, from arrival to discharge in the ED, or check-in to the doctor's entrance in the clinic.

LEARNSelect which of the problem processes to target.Implement solutions.Evaluate the effectiveness of those solutions.

LEADModify the solutions as necessary.Repeat "listen" and "learn" to further refine your approach.

Improving Perceptions of Wait Time

Refer to the waiting room as "reception area"

or "lobby."

Furnish the area with comfortable and clean

seating.

Adjust the room temperature.

Create décor to make the room more

homelike, including glare-free lighting, soft

music, and snacks and beverages.

Supply current magazines, family

friendly TV, wireless Internet access and

clean toys.

Optimize the production capability (in terms of equipment and personnel) necessary to satisfy the stated demand

o Mean time between check in and mean time to seeing a Physician

o Financial data—material cost, material usage, department cost, sales, business center fixed cost

o Yield rate for each case

Lean Planning System

Pinpointing The Bottlenecks

• Segment space to cater to different customers• Using technology to better track patients

Three Ingredients for Better Throughput1. Process: It involves deploying techniques to assess an

organization's current condition and find opportunities for improvement. Strategies include beginning to plan discharge as soon as patients are admitted, avoiding duplicate labs, or utilizing a "war room," bringing key leaders together to talk about a particular situation.

2. Technology: IT encompasses bed-tracking systems, online patient registration and kiosks to speed up the intake of emergency department patients.

3. Staffing: On the staffing front, hospitals are adding new positions, such as admit-discharge nurses and bed czars to see immediately when a bed opens so that maintenance staff can rush in to prepare it for the next patient.

Flexible Simulation System

Optimize the use of clinical data, personnel, to schedule and monitor patients next visit and tests.

o Identifies bottlenecks and coding errorso Patient utilization, which includes wait time,

blocked time, idle time and busy time for all clinical staff

o Controls inventory planningo Track ROI on a new EMR (electronic medical

record system), Practice Management System, Surgical Device

Matthew RobinsonAutomation Team Leader

“STC delivered value: product cost reduction of near 30%, inventory reduction of 15%, reduction in order to delivery of 40%. STC delivered detail results and evaluations of our value streams that realized value and exceeded expectations. The internal customer that we worked with had such success with this in-sourcing project that they have since repeated this process on 2 additional product lines.”

Job RichardsTEMA-PE-Internal Logistics Engineering

“Using STC gives us an opportunity to see how different layouts and delivery methods will impact traffic congestion during Concept and Planning phases of our projects, identifying issues early in the project saves us rework time during Trial and Confirmation phases and ensures a smooth startup.”

Joe KraemerCybertec Product Manager

“Over the years STC has continually upgraded software and has been able to meet any requests we have made in regards to changes, improvements etc. We have always found the company to be very knowledgeable with Simulation Software which frankly can be quite complicated.”

Jay YangTEMA Logistics Engineering

“There are many benefits of using SIM Tech’s simulation software:1. It helps us to see if there are any congestions (planned or actual) on a

specific aisle.

2. It helps us to decide options for process layout to determine least congestion to the delivery process.

3. It helps us to verify our manpower requirement.

4. It helps us to understand and verify our planning accuracy to avoid major problems after start up.

5. It can be used as a tool for visualization of the process design to management.”