At a Glance
- A healthcare centre engaged Renoir to help them optimise operations and change staff behaviour for their new, modern facility, aiming to improve patient care and efficiency.
- An initial analysis identified opportunities for standardisation, data-driven performance management, and streamlined processes in surgery, supply chain, and IT.
- Implementing these changes increased operating room capacity, on-time starts, and overall efficiency, leading to the creation of a dedicated improvement role to ensure continued success.
BackgroundÂ
The healthcare landscape is undergoing significant changes, with increasing competition and cost pressures affecting healthcare providers and organisations. These changes require a renewed and improved focus on patient accessibility, cost effectiveness, and innovative care delivery. To effectively deliver on these priorities, a concerted effort is needed to drive internal transformation, behavioural and cultural change within the workforce. Â
Our client operates one of the best healthcare centres in its home country. Their management team engaged Renoir to help them optimise processes and change staff behaviour before moving to a modern “showcase” facility. This initiative aims to improve patient care and operational efficiency in the new environment. Â
AnalysisÂ
A comprehensive initial analysis of the organisations’ current facility identified opportunities for operational excellence: Â
- Standardise supply chain and materials management in the operating room (OR).  Â
- Use data for performance management to drive process accountability.Â
- Improve the performance management system to align with staff and patient needs. Â
- Eliminate workarounds and ensure process compliance. Â
- Optimise the use of IT systems. Â
Addressing these opportunities should optimise efficiency in the operating room, leading to a more seamless experience for patients, doctors, nurses, and administrators. Â
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Project Approach
Renoir worked with the client on a 40-week project dubbed “SCORE”. A task force of four people from the client’s office was led by Renoir’s implementation specialists. This team played a critical role in driving the implementation of the initiative, sustaining improvements, and promoting lasting change.
Management Action Teams (MATs) were established in three core areas, which are operating room, sterilisation, and supply chain. Each MAT is made up of doctors, nurses, other key stakeholders, task force members and Renoir consultants. Through revised processes, robust control systems, and clearly defined expected behaviours, these teams became the catalysts for transformational change.
Implementation
The project unfolded through a strategic three-stage approach:
Stage 1: Focus Process™
Existing processes and controls were mapped with staff in each implementation area to gain understanding, and buy-in, for the changes required.
Stage 2: Development & Installation
Revised processes, system elements agreed and tested.
Stage 3: Implementation & sustainment
Use of detailed dashboard metrics and revised accountabilities.
As the project progressed, a weekly steering committee of the client’s executive team monitored key financial and operational indicators, to ensure alignment with strategic goals. This initiative resulted in process and control changes, including:
- Streamlined admissions process with an express check-in concept.
- Streamlined paperwork and pre-operative document completion, such as Health and Physicals (H&Ps) and consents.
- Introduction of an operating room (OR) ANII Charge Nurse role to streamline on-time starts and room turnover.
- Clearly defined processes and responsibilities for hospital assistants to enable them to excel in their roles.
- Introduced and trained operating room (OR) management in active process management.
Results
Improved operating room (OR) capacity by 15%.
Achieved over 100% increase in first case on-time starts.
Improved case cart completion from 67% to 92%
Reduced room turnover time by 15%
Due to the success of the project, our client decided to continue the taskforce approach by establishing a dedicated improvement position within the operating room (OR) to ensure continuity of the changes implemented.
*We have intentionally omitted client-specific details to maintain strict confidentiality.  
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