QUALITY FOR OUTCOMES. DOMINIK RETERSKI VICE PRESIDENT, QUALITY AND REGULATORY AFFAIRS ASIA PACIFIC 27 September 2016

Transcription

1 OPTIMIZING QUALITY FOR BETTER PATIENT OUTCOMES DOMINIK RETERSKI VICE PRESIDENT, QUALITY AND REGULATORY AFFAIRS ASIA PACIFIC 27 September 2016

2 WHY ARE WE HERE?

3 A LEGACY OF A LEGACY OF PARTNERSHIP S

4 BROKEN EQUIPMENT WAS SLOWING DOWN HOSPITALS UNTIL WE OFFERED FAST REPAIRS

5 WHEN A DOCTOR WANTED TO SAVE MORE LIVES, WE COLLABORATED TO DEVELOP A LIFESAVING THERAPY

6 OUR MISSION 6

7 OUR MISSION TENET 3 To strive without reserve for the greatest possible reliability and quality in our products; to be the unsurpassed standard of comparison and to be recognized as a company of dedication, honesty, integrity, and service. 7

8 SO WHAT DO WE DO ABOUT QUALITY?

9 MEDTRONIC S FOCUS ON QUALITY MEDTRONIC STRATEGIES Therapy Innovation QUALITY IMPERATIVES Globalization Economic Value PRODUCT SUPERIORITY Providing products of highest quality and reliability EFFECTIVE AND EFFICIENT COMPLIANCE Complying with applicable regulations efficiently MINDSET OF EXCELLENCE Ingraining a proactive and patient-centric quality culture and quality talent management Be known as a trusted partner by living up to stakeholders expectations, continuously improving our quality culture, and upholding our commitment to the Mission. 9

10 GLOBAL QUALITY 5 STRATEGIC PILLARS PRODUCT SUPERIORITY EFFECTIVE & EFFICIENT COMPLIANCE MINDSET OF EXCELLENCE ORG CAPABILITY & CULTURE DESIGN MANUFACTURE SUPPLIER VIGILANCE & COMPLIANCE Quality Begins with Me Efficiency & Quality cost reduction Design, Reliability, Manufacturability (DRM) Operations in Product Development Design for Cell Operating System (DFCOS) Medtronic Operating System (MOS) Workflow maturity (WFM) Cell Operating System (COS) First Time Quality (FTQ) Supplier Quality improvement CM/OEM Quality Improvement Strategy Acquisition Excellence MCARE Global QMS Simplification & Standardization 10

11 QUALITY BEGINS WITH ME

12 QUALITY BEGINS WITH ME OUR EMPLOYEES PLEDGE TO BE. COURAGEOUS PREVENTIVE ACCOUNTABL E We all speak up when we notice We all share and implement ideas to We all are something wrong continuously accountable to and have a blame improve processes deliver on our free environment. and procedures. commitments. t PATIENT- FOCUSED We all understand how our actions affect patients. 12

13 MITG QUALITY AND OPERATIONAL PERFORMANCE QIP Score vs. DPM - MITG Sites QIP Score vs. FPY - MITG Sites QIP Total DPM Total QIP Total FPY Total % Assess sment Score Assess sment Score % 98.80% 98.75% 98.70% 98.65% 98.60% 98.55% 98.50% % QIP Quality Improvement Program DPM Defects Per Million FPY First Pass Yield 13

14 HOSPITAL SOLUTIONS IMPACT ON QUALITY AND SAFETY

15 QUALITY CHARACTERISTICS LINKED TO QUALITY REQUIREMENTS IN HEALTHCARE* Appropriate; correct care Availability Continuity of Care Effectiveness Efficiency Equity Evidence / Knowledge Based Patient Centered Care Patient involvement Patient Safety Timeliness/ Accessibility EN 15224:

16 INTEGRATED HEALTH SOLUTIONS DESIGNED FOR HIGH QUALITY CARE Provide affordable access to state-of-the-art infrastructure and technologies TURNKEY SET-UP MANAGE Manage non-clinical operations to enable focus on patient care Accelerate patient access to care; develop services and enhance reputation DEVELOP OPTIMISE Deliver best-in-class cost efficiency and patient outcomes 16

17 CUSTOMIZED OFFERINGS TO MEET INDIVIDUAL NEEDS Infrastructure Design and Room Fitting Material Management Capital Equipment Financing, Purchasing and Installation TURNKEY SET-UP MANAGE Equipment Management and Repair Planning and Scheduling HR Enablement Demand Generation Patient Experience Operational Excellence Ongoing Physician Training DEVELOP OPTIMISE IT Enablement Clinical Service Setup and Expansion Clinical Pathways 17

18 IHS SOLUTIONS AND IMPACT ON QUALITY & SAFETY REQUIREMENTS 18 BEST POSSIBLE OUTCOMES Tailored solutions which help clients optimize their outcomes enabling them to : Improve quality of care Enhance operational performance Boost financial returns BEST POSSIBLE SHARED RISK & REWARD Support hospitals, physicians, payers and health systems to deliver high-quality care in a cost-effective way. The business model is therefore based on taking an active role with long-term partnerships that hinge on risk- and value sharing scheme.

19 EXAMPLES OF ENHANCEMENTS INCREASE AWARENESS QUALITY & SAFETY Raised awareness of Quality & Safety standards among clinical personnel Assigned Quality & Safety responsibilities in the clinical team Included Quality & Safety topics in team meetings HOSPITAL PROTOCOLS / GUIDELINES Support the hospital with the creation, improvement and implementation of hospital protocols and guidelines Improve adoption of Radiation Protection protocols; raise awareness Ensure that protocols are followed with the hospital s Point of Care and implement training and allocation of responsibilities and dtasks DOUBLE CHECK Implementation of a double check procedure to track compliance PROCEDURE with protocols and guidelines 19

20 EXAMPLES OF ENHANCEMENTS EXTERNAL ASSESSMENT Q&S FRAMEWORK Use of external expertise to assess the Hospital s Q&S framework from the external accreditation point of view Implementation of internal audits AUDITS Implementation of a protocol for external audits / inspections Support the hospital with the execution of external audits / inspections TRAINING / EDUCATION Creation of a training curriculum Implementation of a training matrix for the hospital staff 20

21 EXAMPLES OF ENHANCEMENTS CLINICAL INCIDENTS Raise awareness on the better capturing of clinical incidents Improve reporting on failed products PATIENT SATISFACTION Pilot Patient Satisfaction Survey and presentation of results to the hospital for improvement purposes 21

22 OPERATIONAL EXCELLENCE Operational excellence consulting services are offered to boost operational and cost efficiencies while maintaining or improving quality of care. Typical solutions components offered are: Lean Sigma Academy: to build strong Lean Six Sigma skills and competencies in the hospital and embed continuous improvement capabilities; Benchmarking services assessing performance against national and international peers and defining best-in-class level targets; Optimization of operational processes, workflows, patient pathways and information systems, incorporating international best-practices; Develop performance management systems, measuring costs and performance against outcomes and patient satisfaction during the contract period. 22

23 OPERATIONAL EXCELLENCE MAKES AN IMPACT ACROSS THE CARE CONTINUUM 23

24 LEAN ACADEMY CREATING ENGAGEMENT AND CHANGE CULTURE TRAINING in Lean Thinking for all levels from work floor to C-suite PRACTICE from daily improvement to cross departmental projects REFLECTION AND COACHING by experienced Medtronic Master Black Belts 24

25 DEVELOP PATIENT EXPERIENCE Equip clinical staff with tools and advisory services to embed patient experience best-practices into current daily practice ONGOING PHYSICIAN TRAINING Ensure all personnel are up to date on clinical knowledge in a context of time and resource constraints 25

26 TURNKEY SET-UP STATE -OF -THE ART FACILITIES QUALITY Access to and guidance on best design and technology to support clinical needs and workflow Continuous R&D and implementation of state-of-the-art techniques (e.g., pre-fabricated panels, anti-bacterial t i surfaces) RELIABILITY Experienced local project managers oversee and manage entire turnkey project to ensure on-time and on-budget execution Regional expertise to ensure adherence to local codes and regulations 26

27 END-TO-END MANAGEMENT OF CONSTRUCTION AN EXAMPLE: HYBRID OR AT CASA DI CURA COLUMBUS MILANO 27

28 CASE STUDIES

29 CASE STUDY: IMPERIAL COLLEGE HEALTHCARE NHS TRUST, UK IMPACT Cardiology transformation program 5 CathLabs refurbished and under maintenance contract Vendor-independent material management 4 experienced CathLab & inventory managers on-site Operational Excellence programs Lean Academy training: change management and knowledge transfer program to embed continuous improvement capabilities 29

30 CASE STUDY: SACCO HOSPITAL, MILAN, ITALY IMPACT Efficiency and cost savings through consolidation of multiple supplier contracts into a simple service arrangement Reduced risk and maximising uptime and availability of high-value equipment and devices CAPITAL INVESTMENT. EFFICIENCY GAINS. FOCUS ON FRONTLINE CARE. Reduced procedure costs through access to higher buying power Efficient operations management, experienced staff and uncompromising professionalism Reduced waste level and obsolescence rate Responsive and convenient single point of contact for all maintenance issues 30

31 CASE STUDY: MAASTRICHT UNIVERSITY MEDICAL CENTER, THE NETHERLANDS IMPACT Heart + Vascular Center: Five-year partnership started in 2014 including: Operational excellence programs Optimization of clinical pathways - Heart Failure and Cardiac Resynchronization Therapy (CRT) - Bypass Surgery (CABG) Onsite management of CathLab operations - Managing daily operations - Optimized planning and scheduling Hospital-wide: Lean Academy training to embed continuous improvement capabilities 31

32 LET S TAKE HEALTHCARE FURTHER, TOGETHER

33 THANK YOU