Post on 12-Apr-2017
transcript
05/03/2023 1
Linking value stream map with balanced scorecard for
strategy execution at HEPA Medical Center
MBQPM5Pham Thanh Phong
05/03/2023 2
2004
400,000 visits/year
6 Centers150 doctors
05/03/2023 3
Quality of healthcare service
Operational excellence
sa-VSM Model
05/03/2023 4
sa-VSM Model
8. Respect for People
1.Define Value2.Map Current-State VSM3.Map Future-State VSM4. Think5. Break the GAP6. Evaluate Results7. Seek Perfection
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HEPA sa-VSM
PIsCPIs: WT, PEME, UPN, CE, NPSPPIs: IDD, SOR, UDE, HISI, SILPIs: CoC, OT, TOR, EEFPIs: EVA, ROI, ROA, PSMS
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Service family ACurrent-state VSM I (patient’s viewpoint)
PEME, UPN, NPS, CE, WT, SI
1st Clinical Cell
2nd Clinical Cell
3rd Clinical Cell
X46 46 1.2
LT 174WT 108NVA 120.15VAR 31%
05/03/2023 7Service family A
orchestration enrichment redesign
Future-state VSM I (patient’s viewpoint)
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Two-bin Kanban
Reliable HIS
Future-state VSM II (organization’s viewpoint)
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ThinkRedesign HEPA Center (The Gemba)
Orchestration activities along value chainImplementation two-kanban systemEnrichment patient experience in buffer
Build reliable HIS
05/03/2023 10Service family A
1st Clinical Cell & 3
2nd Clinical Cell
Assess & Treat
Assess & Treat
“Servicescape”
“Servicescape”
05/03/2023 11Morning shift From
7:00 to
12:00
Before orchestration After orchestration
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VSM I (the patient viewpoint) (service family A)
Current Future
LT 174 99WT 108 40VAR 31% 56%VSM II (the organization viewpoint)
Current Future
SOR 1.5% 0%IDD 192,500
dollar-days9,200 dollar-days
HISI N/A* 0*: many employees complained about the number of incidents of
HIS
Calculated Results
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sa-VSM Modelgeneration initiatives based on strategic objectives & fact from the field
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Thank you!