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IMPROVING THE FINANCIAL PERFORMANCE OF PUBLIC HOSPITALS

How to improve financial performance
and service availability
without staff reductions?

POPRAWA WYNIKU FINANSOWEGO
SZPITALA PUBLICZNEGO

Jak poprawić wynik finansowy i dostępność świadczeń bez redukcji zatrudnienia?

Where are money and time leaking?

Modern healthcare management is a constant balancing act between budgetary rigor and quality of care. Rising costs, wage pressure, and staffing shortages create a complex web of problems that cannot be solved by simple cost-cutting alone. We present the Operational and Financial Efficiency Program (PPEO) – a solution for Directors looking for hidden capacity within their organization.

Patient flow bottlenecks

Long waiting times despite the staff's hard work.

Staff Burnout

Overburdened by bureaucracy that adds no medical value.

Underutilized Potential

Downtime in operating theaters and diagnostics (logistics).

Firefighting

Reactive management instead of systemic prevention.

Where are money and time leaking?

Współczesne zarządzanie podmiotem leczniczym to ciągłe balansowanie między rygorem budżetowym a jakością opieki. Rosnące koszty, presja płacowa oraz niedobory personelu tworzą węzeł problemów, którego nie da się rozwiązać prostymi cięciami kosztów. Przedstawiamy Program Efektywności Operacyjno-Finansowej (PPEO) – rozwiązanie dla Dyrektorów szukających rezerw wewnątrz organizacji.

Patient flow bottlenecks

Long waiting times despite the staff's hard work.

Staff Burnout

Overburdened by bureaucracy that adds no medical value.

Underutilized Potential

Downtime in operating theaters and diagnostics (logistics).

Firefighting

Reactive management instead of systemic prevention.

"We don’t offer another audit to be filed away. We implement a culture
of Continuous Improvement based on Lean Six Sigma."

,,Nie oferujemy kolejnego audytu do szuflady. Wdrażamy kulturę Ciągłego Doskonalenia w oparciu o Lean Six Sigma. Cel: Bezpieczny pacjent, zadowolony personel, stabilny budżet.”

From Diagnosis to Lasting Change

Diagnosis & Data

1 week

Hard data analysis and identification of "bottlenecks."
Determining savings potential and establishing KPIs.

Security

We understand the public sector
specifics and the role of labor unions.

Team Mobilization

1 week

Workshops for staff. We build understanding for
change and identify Change Ambassadors.

Reinvestment

A portion of the savings is returned
for investments or bonuses.

Optimization Project (DMAIC)

6-10 weeks

Workshop-based work on live processes. Waste
elimination, implementation of "Quick Wins," and
standardization.

Results

Focus on key parameters:
time, money, and quality.

Stabilization

6 months

Building an Operational Excellence Team to ensure
the sustainability of results and continuity of change.

From Diagnosis to Lasting Change

Diagnosis & Data

1 week

Analiza twardych danych i wskazanie “wąskich gardeł”.
Określenie potencjału oszczędności i ustalenie KPI.

Team Mobilization

1 week

Warsztaty dla personelu. Budujemy zrozumienie
dla zmian i wyłaniamy Ambasadorów Zmian.

Optimization Project (DMAIC)

6-10 weeks

Praca warsztatowa na żywym procesie. Eliminacja
marnotrawstwa, wdrożenie “Quick Wins” i standaryzacja.

Stabilization

6 months

Budowa Zespołu ds. Doskonałości Operacyjnej, który
zapewnia trwałość wyników i ciągłość zmian.

IMPROVING THE FINANCIAL PERFORMANCE OF PUBLIC HOSPITALS

How to improve financial performanceand service availabilitywithout staff reductions?

POPRAWA WYNIKU FINANSOWEGOSZPITALA PUBLICZNEGO

Jak poprawić wynik finansowy i dostępność świadczeń bez redukcji zatrudnienia?

Where are money and time leaking?

Patient flow bottlenecks

Long waiting times despite the staff's hard work.

Staff Burnout

Overburdened by bureaucracy that adds no medical value.

Underutilized Potential

Downtime in operating theaters and diagnostics (logistics).

Firefighting

Reactive management instead of systemic prevention.

Where are money and time leaking?

Patient flow bottlenecks

Long waiting times despite the staff's hard work.

Staff Burnout

Overburdened by bureaucracy that adds no medical value.

Underutilized Potential

Downtime in operating theaters and diagnostics (logistics).

Firefighting

Reactive management instead of systemic prevention.

"We don’t offer another audit to be filed away. We implement a cultureof Continuous Improvement based on Lean Six Sigma."

,,Nie oferujemy kolejnego audytu do szuflady. Wdrażamy kulturę Ciągłego Doskonalenia w oparciu o Lean Six Sigma. Cel: Bezpieczny pacjent, zadowolony personel, stabilny budżet.”

From Diagnosis to Lasting Change

Diagnosis & Data

1 week

Hard data analysis and identification of "bottlenecks."Determining savings potential and establishing KPIs.

Security

We understand the public sectorspecifics and the role of labor unions.

Team Mobilization

1 week

Workshops for staff. We build understanding forchange and identify Change Ambassadors.

Reinvestment

A portion of the savings is returnedfor investments or bonuses.

Optimization Project (DMAIC)

6-10 weeks

Workshop-based work on live processes. Wasteelimination, implementation of "Quick Wins," andstandardization.

Results

Focus on key parameters:time, money, and quality.

Stabilization

6 months

Building an Operational Excellence Team to ensurethe sustainability of results and continuity of change.

From Diagnosis to Lasting Change

Diagnosis & Data

1 week

Analiza twardych danych i wskazanie “wąskich gardeł”.Określenie potencjału oszczędności i ustalenie KPI.

Team Mobilization

1 week

Warsztaty dla personelu. Budujemy zrozumieniedla zmian i wyłaniamy Ambasadorów Zmian.

Optimization Project (DMAIC)

6-10 weeks

Praca warsztatowa na żywym procesie. Eliminacjamarnotrawstwa, wdrożenie “Quick Wins” i standaryzacja.

Stabilization

6 months

Budowa Zespołu ds. Doskonałości Operacyjnej, któryzapewnia trwałość wyników i ciągłość zmian.

Security

We understand the public sectorspecifics and the role of labor unions.

Reinvestment

A portion of the savings is returnedfor investments or bonuses.

Results

Focus on key parameters:time, money, and quality.

How to improve financial performance
and service availability
without staff reductions?

POPRAWA WYNIKU FINANSOWEGO
SZPITALA PUBLICZNEGO

"We don’t offer another audit to be filed away. We implement a culture
of Continuous Improvement based on Lean Six Sigma."

Hard data analysis and identification of "bottlenecks."
Determining savings potential and establishing KPIs.

We understand the public sector
specifics and the role of labor unions.

Workshops for staff. We build understanding for
change and identify Change Ambassadors.

A portion of the savings is returned
for investments or bonuses.

Workshop-based work on live processes. Waste
elimination, implementation of "Quick Wins," and
standardization.

Focus on key parameters:
time, money, and quality.

Building an Operational Excellence Team to ensure
the sustainability of results and continuity of change.

Analiza twardych danych i wskazanie “wąskich gardeł”.
Określenie potencjału oszczędności i ustalenie KPI.

Warsztaty dla personelu. Budujemy zrozumienie
dla zmian i wyłaniamy Ambasadorów Zmian.

Praca warsztatowa na żywym procesie. Eliminacja
marnotrawstwa, wdrożenie “Quick Wins” i standaryzacja.

Budowa Zespołu ds. Doskonałości Operacyjnej, który
zapewnia trwałość wyników i ciągłość zmian.

We understand the public sector
specifics and the role of labor unions.

A portion of the savings is returned
for investments or bonuses.

Focus on key parameters:
time, money, and quality.