1 o EGE İkinci SAĞLIK düzey HOSPITAL OPERATING ROOM PRICING POLICY TEAM MEMBERS ÇAĞLA CİHANBEYLERDE ELİF SULTAN GEZİCİ SEREN ÖZEN TUĞÇE KALKAN ADVISORS MURAT FADILOĞLU SENCER YERALAN SUPERVISIOR ÜMİT BOYACIOĞLU
2 About The Company Income &Competitors Input & Output Table Patient & Material Flow Charts Institutional Concerns The Macro System Observations & Data Collection Symptoms Revenue Management Problem Definition Goals & Critical Success Factors CONTENTS
3 INFORMATION ABOUT THE COMPANY Universal Group Established Hospitals 1420 bed capacity 165,000m² area Ege Sağlık Hospital Established ,000m² area 170 bed capacity
4 2011 January February March April May June July August September October November December 2012 January February March April Haz June July August September October November December 2013 January February March April Tem June July August September October EGE SAĞLIK HOSPITAL INCOME 4,000,000 TL 3,500,000 TL 3,000,000 TL 2,500,000 TL 2,000,000 TL 1,500,000 TL 1,000,000 TL 500,000 TL 000 TL COMPETITORS KENT HOSPITAL ŞİFA UNIVERSITY HOSPITAL ÖZEL EGEPOL HOSPITAL ÖZEL GAZİ HOSPITAL
5 INPUT & OUTPUT TABLE Death INPUT Demographics Health Status Insurance Status Perceptions of Quality THROUGHPUT Triage, Registration Processes Care Processes Staffing Specialist Availability IT System Hospital Admission OUTPUT OR/ICU/CCU/ MedSurg capacity Bed Availability/Tracking Transport Services Community Discharge OUTPUT Availability of post- Acute Care, Community Mental Health, Other Services.
6 FLOW CHARTS START Dining hall and cafeteria where the hospitality support services sends requests to materials management. Technical team sends requests to materials management. Materials management department will conduct market research and are contracted with the company that offer the best price and high quality services. Department prepare reports, receive approval. FLOW 1 Material Flow Chart
7 Buying process takes place. FLOW 2 Asıl metin stillerini The bills düzenlemek are checked için tıklatın by the unit. They are sent to materials management department. Department check whether or not in accordance with the agreed price. Material Flow Chart Bills are sent to accounting.
8 FLOW 1 FLOW 2 Materials management department picking up data on all floors, check the amounts of Asıl metin stillerini düzenlemek için tıklatın monthly outgoing, to be transferred and used for patients. Main store min-max levels are determined. Material comes to the main tank. Required materials are sent to a small stores on floors on certain days of the week. The patient's needs are met from these stores. According to this level, creating a list of demands by taking care of safety stock. The materials used by the secretaries of the floor is added to the patient's expense. Material Flow Chart These are added to the billing process.
9 FLOW CHARTS Patient Flow For detailed patient flow chart
10 INSTITUTIONAL CONCERNS Financial Bottleneck Increasing Competition Structural Dördüncü Revision düzey High Costs
11 7 operating rooms>>> THE MACRO SYSTEM The constraints of the operation scheduling: i. Appliance-materials that will be use during surgery ii. Operating room type LAYOUT iii. Suitability of operation room &physician&patient
12 OBSERVATIONS & DATA COLLECTION Classification Appointment Types of Surgery Graph Bed Capacity Insurance Revenue
13 OBSERVATIONS & DATA COLLECTION Classification Asıl metin stillerini düzenlemek Rooms için tıklatın Floors Types of Surgery Graph Operating Number of Operations on the Basis Sectors Appointment Bed Type s of Operating,
14 OBSERVATIONS & DATA COLLECTION Bed Capacity Insurance Floor General Intensive Care Cardiovascular Surgery Intensive Care Substitute Intensive Care Coronary Intensive Care 2 floor 3 floor 4 floor 5 floor Occupancy 36% 81% 0% 93% 75% 54% 39% 47% *Data of November(monthly) RISK!
15 OBSERVATIONS & DATA COLLECTION Revenue The most important difference
16 OBSERVATIONS & DATA COLLECTION Scheduling
17 SYM PTOMS Fishbone Diagram
18 Limited Capacity Seasonal o İkinci Demand düzey REVENUE MANAGEMENT Non-Stocked Product Early Booking Hospital Services Doctor Patients OR.s Aircraft Aircraft Lines Pilot Passengers Seats
19 Low profitability PROBLEM DEFINITION Incorrect scheduling techniques Inefficient use of the operating room Mismatch of operating rooms and bed capacities
20 GOAL & CRITICAL SUCCESS FACTORS Best pricing policy in terms of profitability. Minimize the deflections of time between the operations Keeping the doctors in longterm at hospital. Maximize the quality for patients satisfaction. Developing appropriate price policy to increase potential patients.