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Insight Driven Health

UK Health Cost Reduction Case Examples


Osservatorio ICT in Sanit Politecnico di Milano 7 May 2013

Healthcare organisations across Europe are responding to the economic crisis by improving internal efficiency

Operating Model Design Procurement Cost Reduction

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The NHS is facing unprecedented change coupled with financial pressures

Doing more with less Nicholsons Challenge

Increasing concern about patient experience and safety

Technology - a key enabler

Aging population and rising chronic conditions


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Changing healthcare landscapeMergers/Acquisitions

We have worked with clinicians and general managers to implement improvements to a range of care processes
Executive Alignment and Sponsorship Financial Analysis & Benefits Tracking

Patient Journey
Inflow Primary Care Admission Delivery Treatment Discharge Outflow Community and Social care

Clinical Engagement

Efficiency Opportunities

Operational Flow Right scheduling, Right Bed, Waiting List Management etc.
Clinical Flow Decision to treat (DSU/Inpatient) Pre-Op assessment, recovery Administrative Flow Patient notes, Patient appointments etc. Workforce Review Optimise staffing ratio and skills
P e o p l e

Inventory Management Stock item vs. just in time delivery


Procurement Contract review, product line review e.g. sutures

P r o c e s s

T e c h n o l o g y

Project and Change Management


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Case Examples

1. Patient Flow Optimisation case management model and Integrated discharge planning Cambridge University Hospital

2. Optimisation of Operation Theatres using Lean Leicester University Hospital

3. Clinical Standardisation to Reduce Procurement Costs Cambridge University Hospital

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its logo, and High Performance Delivered are trademarks of Accenture.

Case Study 1
Patient Flow Optimisation at Cambridge University Hospitals

Client Situation 1100 beds Multi-specialty, teaching hospital 550m budget

Challenges Multiple roles through the end-toend acute stay Delays in discharge of patients from acute into continuing care settings Cancellations of elective surgeries

Objectives Identify the root causes Define and implement a sustainable solution

Results Predictable discharge date and time Improved experience 30% reduction in LOS 5.3 million saving More time for direct patient care
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Case Study 2
Operating Theatre Utilisation Improvement at Leicester University Hospitals

Client Situation ENT surgery costs and waiting lists high

Challenges Frequent late starts Low utilisation of theatre Reactive, firefighting prior to day of surgery

Objectives Identify key issues & root causes using Lean and Six Sigma Analysis Implement a sustainable improvement in theatre scheduling

Results Reduced cancellation Improved throughput (18% theatre capacity released for more procedures) Efficient portering service Protected teaching time for juniors Predictable theatre list (no firefighting)
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Case Study 3
Smarter Procurement at Cambridge University Hospitals

Client Situation Save 7% of budget per annum whilst maintaining and improving clinical excellence, staff morale, patient experience, and reputation

Challenges Availability of data and analytical skills Clinical acceptance of new products and processes

Program Objectives Develop strategy for each category: Clinical Product Standardisation Price equalisation Supplier rationalisation

Results Better equipment Standardisation of working practices 10-15% reduction in addressable spend

Best price evaluation


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Key Success Factors


Engaged and empowered leadership Engagement with stakeholders (clinical and operational) at different levels of the project Enabling change with patient focus and clinical consensus

Rigorous data collection and analysis to drive decisions and improvements Using appropriate technology and IT to support and enable change Diligent and metrics driven benefits realisation tracking

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