15% reduction in payroll costs
Department productivity improves 30%.
Strategy
Implement a goal-driven management process that fuels continuous performance improvements, while satisfying patient and physician requirements at the lowest possible cost
Situation
- 200-bed acute-care hospital
- Part of a large healthcare corporation
- Earlier attempt to implement continuous improvement process was unsuccessful.
- COO familiar with Brooks International’s accomplishments in sister hospital and is committed to putting change in place.
Issues and Barriers
- No measurable goals for patient satisfaction or service
- Deeply flawed productivity measurement system
- Significantly underutilized information technology
- Equipment and personnel capacities consistently out of balance with patient workloads
Key Implementations
- Reengineer and streamline primary core processes
- Redesign management structure to improve spans of control and reduce cost to manage
- Develop associate training program to allow cross-departmental movement to meet workload demands
- Design and install goal-driven management process
- Eliminate nonproductive management titles and positions
Results
300% Return on Investment
At the conclusion of the six-month initiative, the client hospital had significant and measurable improvements in patient care and physician service, while realizing these financial benefits:
- 15% reduction in payroll costs
- Department productivity improved 30%
- Total project payback exceeded goal by 25%
- More than 300% ROI on project
Client Perspective
In summary, I am pleased with both the results of this engagement and the Brooks organization. Accordingly, I recommend Brooks to anyone interested in accelerating the payoffs from change – in terms of customer satisfaction and profitability.
— Chief Operating Officer
