- Topic:Presentation #1. Enhancing the performance of public healthcare systems: achieving more with existing resources | Presentation #2. Justice in Time: applying TOC to the law courts system in Israel
- Speaker:Shimeon Pass, Israel
- Occupation:expert in Value Enhancement and implementation of advanced management concepts in service, manufacturing and the public sector
- About speaker:Mr. Shimeon Pass is an expert in Value Enhancement and implementation of advanced management concepts in service, manufacturing and the public sector. He has been leading numerous Value Enhancement projects in R&D, telecommunication, financial services, retail, insurance, public and private hospitals, the Israeli Health Ministry, and in the Israeli Judicial Authority.
He holds a M.Sc. in Chemistry from Weizmann Institute of Science and an MBA from Tel-Aviv University. Mr. Pass published dozens of management papers in leading journals and co-authored three books on advanced management methods and tools.
Shimeon Pass is a co-author of popular books:
Focused Operations Management
The book shows how to do much more with existing resources in terms of throughput, response time and quality. It provides a system view and will touch upon performance measures, operations management, quality, cost-accounting, pricing, and above all, value creation and value enhancement.
Focused Operations Management for Health Services Organizations
The book offers the practical knowledge and tools to accomplish much more within existing resources. It focuses on the critical issues and processes faced by managers in the health care field. It provides tools to significantly enhance quality and customer satisfaction without increasing the use of resources.
Topic of the presentation #1
Enhancing the performance of public healthcare systems: achieving more with existing resources
Public healthcare systems experience difficulties in dealing with ever increasing demand, higher life expectancy and the shrinking budgets.
Increased the throughput (20-40%) with concurrent reduction in lead times (30-50%) were achieved in Israeli hospitals and clinics by focused implementation of effective managerial concepts and tools. Our experience shows that the performance of Emergency Rooms (ERs), Operating Rooms (ORs), laboratories and imaging clinics as well as the synchronization of ERs and Internal Medicine wards can be significantly enhanced, using the existing resources.
It became evident that reduction of lead times (e.g. the length of stay in the internal medicine wards) and the reduction of direct expenses do not endanger the quality of medical care – it is actually improved. This is especially true since the reduction in lead times and expenses is achieved by cutting wasted times as well as unnecessary hospitalizations, consultations and tests.
The implementation aspect is obvious very important and it will be deliberated along with means for assuring the long-range sustainability of the improvement steps.
Dealing with the complexity of the full scale hospital.
How can we better synchronize the in-coming stream of patients (from the ER to the internal medicine wards) with the release of patients from wards?
How do we eliminate the wasted time of physicians and nurses?
The complete kit concept in ORs, imaging clinics, admission processes and requests for expert opinion.
Time-based control over the progress of the treatment plan.
How do we eliminate unnecessary (and risky) waiting times of patients?
Topic of the presentation #2
Justice in Time: applying TOC to the law courts system in Israel
Like most judicial systems worldwide, the Israeli law court system experiences continual increase in demand. This leads to unacceptably long lead times and hence to dissatisfaction of the public.
The presentation will describe the implementation of concepts and tools which led to over 40% increase of Throughput in the judicial system with reduction of cases’ lead times by about 50%. Contrary to common perception, the reduction of lead times did not jeopardize the judicial quality; it actually improved quality and enhanced public satisfaction and trust.
The judicial system is a unique managerial environment because of its high complexity, the conflicting interests of the players and the full autonomy of judges. Also, some of the managerial concepts and tools that were introduced shattered existing policies and traditions. Hence, a meticulous implementation process was required in order to achieve the cooperation and commitment of judges, administration, lawyers and the law courts authority.
This implementation issues will be included in the presentation along with methods for assuring the sustainability of the improvement steps.
Eliminating judges' wasted time and the complete kit concept.
Continuous hearing of evidence sessions.
Can a case be approached as a project?
Is 'fair' distribution of dossiers among judges really effective?
Written or oral summations?
How 'long' should the verdict document be?
The role of legal aides.
Controlled release of dossiers to the judges by the double Drum-Buffer-Rope (dDBR) mechanism.