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

05/03/2023 5

HEPA sa-VSM

PIsCPIs: WT, PEME, UPN, CE, NPSPPIs: IDD, SOR, UDE, HISI, SILPIs: CoC, OT, TOR, EEFPIs: EVA, ROI, ROA, PSMS

05/03/2023 6

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)

05/03/2023 8

Two-bin Kanban

Reliable HIS

Future-state VSM II (organization’s viewpoint)

05/03/2023 9

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

05/03/2023 12

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

05/03/2023 13

sa-VSM Modelgeneration initiatives based on strategic objectives & fact from the field

05/03/2023 14

Thank you!