Process optimisation in hospitals: From process to business organisation

Apart from a multidimensional quality definition and the understanding of quality as a company-wide challenge, a third essential element of quality management is prevention. Thus, company quality policy has to be prevention-oriented and requires both customer and process orientation as important prerequisites. Process orientation especially focuses on the critical analyses of work flows as a condition for identifying early intervention options which, in turn, may influence the result. Developing a business organisation requires the definition of criteria for space planning, room assignment and room integration in consideration of both medical and economic aspects and the architectural concept. Specific experiences will be demonstrated as a case study using the example of a new building in the midst of the Carl Gustav Carus University Hospital in Dresden, the Diagnostic Centre for Internal Medicine and Neurology. The hospital management placed an order to develop a sustainable as well as feasible business organisation for all the different departments. The idea was to create a medical centre where maximum use was made of all planned spaces and resources on the basis of target processes which had to be defined and agreed upon with all the persons concerned. In a next step all the personal, space and operational resources required were assigned. The success of management in all industries, including the health care sector, crucially depends on the translation of ideas into practice, among them the critical factor of sustainability. In this context, the support by the management as a role model, a formal frame for the respective project group and the definition of controlling via defined indicators have special importance. The example of the Diagnostic Centre for Internal Medicine and Neurology demonstrates that the result of changed processes may release a cultural change where competition can be replaced by cooperation step by step.