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Results two years after

Lean Management in the Jura Hospital Schelitz

Te Jura Hospital has been managedunder the sponsorship o the non-proft hospital organization o thecounty o Bamberg mbH accordingto private enterprise principle since1995. Te hospital has a capacity oabout 120 beds and is equipped with

modern medical inrastructure.Qualifed care combined withexcellent accommodation andcatering perormance standardsprovide a riendly atmosphere andease the patients hospital stay.

Although the hospital took internalmeasures to maintain and urtherimprove the standard, the centraloutpatient department and the ORturned out to be bottlenecks and theJura Hospitals main concern by theend o 2007, states Brigitte Anger-mann, Assistant General Manager oJura Hospital Schelitz. Whereas theperormance o the central outpatientdepartment suered in particularrom unplanned overtime withdecreasing employee motivation,there were also above-averagechange-over times, major deviationsin the scheduling o the OR as well asdelays in perormance due to instru-ment and material supplies.

Lean Managementwith a Strong Partner

Striving or solutions, the JuraHospital Schelitz decided to imple-ment the small and ast optimizationsteps o Lean Management. Lean

Management, developed by oyota inthe middle o the 20th century tooptimize processes in the automotiveindustry, oers various advantages.A major advantage: Te employeesinitiate and support the changes inthe hospital. In addition value-addedprocess steps are encouraged rom thepatients point o view as non-value-added activities are reduced. In otherwords: Lean Management creates thescope or the stakeholders within ahospital to increase the quality andquantity o treatment.

It was necessary to decide on asuitable partner or the implementati-on. Te Stryker eam HealthcareServices was selected due to its LeanManagement and knowledge transerexpertise.Stryker, in cooperation with theUniversity o ennessee, trained 8Jura Hospital Schelitz employees asproject leaders In Lean Managementin the autumn o 2007. Subsequently,process optimization or the central

outpatient department and in the ORwas implemented with the approacheso Lean Management.

The development of internal process optimization competencehas really paid off for us. In cooperation with Stryker HealthcareServices our Lean Management team has realized significantprimary projects since 2007 which enabled us to identify additi-onal revenue potential of about $ 1,5 million. We already mana-ged to realize 70 % in the first two years. This exceeded ourexpectations by far. Now our next step is the optimization of ouroccupational health and safety processes by using the Stryker

ViMotion Software.

Brigitte Angermann, Assistant General Manager, Jura Hospital SchelitzBrigitte Angermann

Customer Benefits at a Glance

every single US$ invested in Leanmade more than a US$ 5 yield

realized additional earnings ofabout US$ 1,1m within two years

increase of over 12 % more cases

cost savings of about US$ 300,000annually

increase of case mix by 7 %

reduction of inventory from17,000 to 1,000 parts

reduction o labor utilization andovertime

considerable optimization o abilityto plan human and fnancialresources

implementing internal Leanprojects reduces cost-intensiveexternal consultancy

superior results as competition

long-term steady patient ow

decreased patient ow times

increased patient and stasatisaction

shorter response and waiting times

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