Methodology

First, the historical data is statistically analyzed as it is. From this, indicators regarding process performance and profitability can be obtained. The result of the statistical analysis provides an indication of which processes are not profitable with respect to the case under consideration and with respect to the medical facility under consideration. However, it says nothing about whether they could run better. Statistical methods alone are not suitable for this purpose because they cannot generate an alternative situation in addition to the analyzed situation.

View of station utilization, week by week
View of station utilization, week by week

The added value of our methodology over any statistical procedure is that an alternative resource allocation can be simulatively generated by simulating within the same parameters without a change in existing resources (i.e., same staff, same surgery rooms, same shifts). This alternative occupancy can be analyzed using the same metrics and the same statistical methods. The resulting key figures thus provide information on whether an improvement is already possible without a change in the general conditions simply through better organization and process management, and how high this improvement can be.

Strategic analysis
Strategic analysis

If, in the previous step, no improvement could be achieved in loss-making cases through organizational measures alone, it can be analyzed whether key figures can be improved by changing the general conditions. This can be done by adding or reducing capacities. In addition, "what if" scenarios can be simulated in such a strategic analysis, which anticipate future changes in the portfolio (strengthening of certain therapy offerings).