Project 1
Project 2
Project 3
Integrated Breast Care Center (Internationally renowned Hospital in Boston)
Business Objective:
Develop an Comprehensive Breast Care Center that provides integrated care for patients with possible or diagnosed breast cancer including imaging, clinical evaluation, diagnosis, and treatment through a coordinated team of Breast Specialists in a compassionate, patient centered environment
Goals of the project:
Develop a process to eliminate/reduce waits before, during, and in between visits
Approach:
Use a Lean integrated design approach (see image below) to create a facility that supports the process designed to reflect what patients need and value.
Actions:
Value stream mapping & analysis with cross-functional team including MD’s, NP’s, Administrative Directors, Technologists, and front line staff
Mapped the ideal state by focusing “on the possible” and the desire to create the ideal patient experience
Patient Volume Analysis and Time Studies
Incorporated patient feedback, Referral PCP feedback, and PFAC: Patient Focus Group research into future state
Developed current value add vs. non-value add work content for each care step all areas.
Identified future state processes we could implement immediately vs. after the new Integrated Breast Center was built
Results
Reduced the number of functional rooms required by 20% on equal volume
Overall Patient Lead Time Reduction 66%
Overall Productivity Gain estimated 20% (improved output and required less staff)
Patient Access and Adoption and Quality of Care ($8B Medical Device Company)
Business Objective
Improve patient access and adoption to critical life-health management medical devices.
Program Objective
Introduce a multiple initiative program of business, process, and systems improvement to synchronize and integrate payor, provider, patient support and processing services.
Approach/Actions
Improve patient access through improved speed of information processing for prescriber, patient, payor qualification
Improve reliability and speed of qualifying document processing through document intake technology
Introduce APIs for managed care services verification for insurance pre-approvals
Improve fulfilment of product delivery through production and inventory management improvements - S&OP, Forecasting
Improve technical support performance for patients in call center, support inquiry management
Improve post-market surveillance reporting through introduction of QMS
Improve RMA analysis throughput for design feedback improvements
Results
Increased patient qualification and payor pre-approval processing lead time by 25-40%
Eliminated 1 week document intake backlog
Reduce stockouts by 50%
Improved FDA reporting information integration from tech support to post-market surveillance
Reduced RMA analysis backlog by 30 days
Improved Tech Support availability by 10%, call handling volume by 5%
Medical Device Product Development ($8B Medical Device Company)
Business Objective
Improve speed-to-market performance for invasive and critical care medical devices under full design control and 510K filing requirements.
Approach/Actions
Reconfigure team structure and leadership for product development to include Marketing, R&D, Operations, Design Control, QA/QC, Regulatory, and support teams throughout the development process
Implement improved business case and project proposal rigor
Creation of full phase gate product development process and decision criteria including Concept-Feasibility-Technical Development-Ops Ramp- Launch- Post Launch
Create functional development throughout product development process for each functional team - Marketing, R&D, Ops, Design Control, QA/QC, Regulatory
Document and introduce risk management practices - including decisions at risk criteria
Create portfolio management and complexity stratification based on project proposal complexity including new therapies, product updates, and minor changes
Results
Improved rigor for project proposals, phase gates, portfolio governance
Demonstrated phase gate lead time reduction of 25%