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The Use of Operational Excellence Principles in a University Hospital.

Eric R Edelman1, Ankie E W Hamaekers2, Wolfgang F Buhre2

  • 1Faculty of Health, Medicine and Life Sciences, Department of Health Services Research, CAPHRI School for Public Health and Primary Care, Maastricht University, Maastricht, Netherlands.

Frontiers in Medicine
|July 29, 2017
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Summary

Maastricht University Medical Center implemented Operational Excellence, a unique system combining various management philosophies. Initial challenges with project completion led to policy changes, emphasizing continuous improvement and patient value in healthcare delivery.

Keywords:
Toyota Production Systemlean six sigmaoperational excellenceperioperativeprocess optimizationtarget costinguniversity hospital

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Area of Science:

  • Healthcare Management
  • Quality Improvement
  • Hospital Operations

Background:

  • Maastricht University Medical Center (MUMC+) pioneered Operational Excellence (OpEx) in a university hospital setting.
  • MUMC+ integrated diverse business, management, and healthcare frameworks into a unique OpEx model.
  • Reorganization of care processes began in 2009, influenced by regional, national, and international healthcare trends.

Purpose of the Study:

  • To summarize the development and key aspects of MUMC+'s unique Operational Excellence system.
  • To highlight the specific improvements and central role of operating rooms within the OpEx framework.
  • To share lessons learned from implementing a hospital-wide continuous improvement initiative.

Main Methods:

  • Combining elements from Lean Six Sigma, Business Modeling, and international best practices.
  • Developing a unique Operational Excellence framework tailored for a university hospital.
  • Implementing design thinking and OpEx across all hospital departments for care model development.

Main Results:

  • Successful completion of numerous improvement projects across all hospital departments.
  • Operating rooms saw significant improvements due to their central role in hospital workflow.
  • An evaluation revealed that 75% of projects initiated since 2012 were incomplete, prompting policy adjustments.

Conclusions:

  • Operational Excellence principles (patient value, continuous improvement, waste reduction) are highly applicable to university hospitals.
  • System-level improvement approaches involving frontline staff are crucial for success.
  • Intensified project monitoring and line manager responsibility were implemented to address completion challenges.