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Restructuring Project for Healthcare Client in The Netherlands

healthcare

The situation

A major clinical center in The Netherlands was experiencing performance issues resulting from a lack of management skills, weak information systems and an ad hoc approach rather than a goal orientated business strategy. As a consequence of these issues, there was a lack of synergy across the healthcare organization and poor co-operation between departments.

The solution

IXPA’s partner in The Netherlands, Edelenbos Executive Solutions, appointed an experienced interim manager who was chosen specifically for her ability to change the culture and the whole look and feel of the organization. During her career she had been a top manager in health and in both the public and private sector for over 24 years. She was selected for her energy, passion and focus on goals, solutions and empowerment.

She was able to create a healthy financial position and strong business model. The restructuring process focused on putting the right people and resources in place for patient-orientated thinking and working. Internal and external collaboration was optimized to develop a healthy working atmosphere and positive culture.

The outcome

  • Clear processes are now in place, developed together with the doctors and staff.
  • Patient-oriented thinking and working has greatly reduced the number of complaints.
  • Processes are patient-friendly, resulting in the right care and preparation for every Most patients arrive and are able to go straight to theatre or for treatment, something unique to Holland. Waiting time between arrival and operation is now 1.5 hours or less.
  • At the end of 2018 the financial position is healthy.
  • Because of a healthier working environment, absenteeism has dropped from 7,8 % to 3,7 %.
  • Knowledge and expertise is shared internally and externally with other hospitals.
  • Information is up to date and used to manage in the right direction.
  • Management uses Plan-Do-Check-Act (PDCA) quality improvement methodologies.
  • Software implementation allows analysis of information on costs per patient, per doctor and per intervention. This makes managing costs easier.
  • Material management. By standardizing the use of materials and instruments by specialty and intervention, the right equipment and items are made available in the right place at the right time.