Angewandte Betriebswirtschaftslehre im Gesundheitswesen – Mastering the medical mindshift
Data, facts and instruments on the German health system
Patients judge poor organisation as incompetence of the practice team, because well-functioning processes are expected to the same extent as good medicine. But in reality, the expectation is disappointed.
One positive aspect that is always expected in the context of digitalisation is the reduction of workload for doctors and medical assistants. But in the overall work balance, the activities that are eliminated by automation are offset by new work that is added.
Weiterlesen „Digitisation of the medical practice: there will be no reduction in workload“
Facts and figures on the German health care system.
If one compares the statements of practice owners and medical assistants in company comparison studies, one notices a high discrepancy with regard to the self-initiative and independent completion of tasks. Among the weaknesses of the work, the doctors cite that the assistants constantly need detailed instructions on what to do. The assistants, on the other hand, complain that they are constantly being told what to do and that there is no room for initiative and self-direction.
Weiterlesen „Medical assistants and initiative: the motivation exists“
Facts and figures on the German health care system.
Routines are working methods within the practice management that help doctors and medical assistants to manage their tasks in a targeted and adequate way with the least possible effort in view of scarce resources. But in most practices they are more of a danger.
Weiterlesen „Helpful and dangerous at the same time: Routines in everyday practice“
Facts and Figures from the German Health Care System
Teamwork offers practice owners, staff and patients a multitude of advantages. However, only very few GP and specialist practices have „real“ teams. This article describes which problems of everyday practice lead to this from the perspective of medical assistants and which implications can be derived for practice management.
Weiterlesen „Teamwork in the medical practice: The stumbling blocks“
Facts and figures on the German health care system.
The Best Practice Standard defines all instruments, regulations and behavioural patterns that guarantee smoothly functioning practice work in every work situation and even under changing stresses. On the basis of comparisons of practice management operations and depending on the degree of implementation of this standard, a typology can be derived for doctors and their implementation of practice management.
Weiterlesen „General practitioners and specialists: restructuring case of practice management“
Seminare sind eine der Optionen für Haus- und Fachärzte, die ihr Praxismanagement verbessern und zukunftsfähig gestalten möchten. Doch trotz hoher Zufriedenheit mit dem Medium sind Teilnehmer mit den Effekten für ihre Projekte unzufrieden.
Weiterlesen „Praxismanagement: Warum Seminare für Verbesserungen nur bedingt geeignet sind“
Facts and figures on the German health care system.
Conducting walkway analysis is standard practice in many industries to increase work efficiency and productivity. In medical practices, it is not widely used. So far, for example, barely ten per cent of ophthalmologists have conducted such an analysis.
Walking distances are hardly taken into account in GP and specialist practices because the daily walking workload is not even actively perceived in view of the tasks and work involved. However, the spatial arrangement of the contact points and the coordination of work and the resulting walking distances have a significant influence on the time available and the workload that can be handled.
The distance between the material room of a practice and the reception is 36 metres. Each of the five medical assistants covers this distance 30 times a day and needs 45 seconds to do so. Calculated over all employees, the practice team spends 1.8 hours per day travelling between the two points of the practice. If, for example, the materials room is moved directly next to the reception area – if a corresponding option exists – this time is available for other work every day.
The implementation is uncomplicated and can be carried out quickly:
Each team member first creates a table with the following information:
In addition, it can be helpful to draw the routes as lines on a floor plan of the practice („spaghetti diagram“).
The aim of the walking route table is to become aware of the established walking routes and to look for possibilities to shorten routes and times. First, each staff member can conduct a personal analysis:
Afterwards, the walking route tables of all team members are placed next to each other and together they check which routes could be eliminated or shortened by reorganisation.
The facts described in this series of articles come from cross-sectional and longitudinal analyses with the results from practice management company comparisons.
This is a validated analysis system that GPs and specialists can use to examine their entire operations – from planning, patient care, leadership, marketing and organisation to time and financial management – in terms of strengths, weaknesses, threats and opportunities.
The survey, which can be implemented without an on-site consultant, compares the individual working framework of a practice operation with the best practice standard. It includes all the instruments, regulations and behaviours necessary for a practice to function smoothly even under changing demands.
The use of this survey over the years shows that practice owners can identify and implement an average of forty previously unused performance reserves with its help and using only thirty minutes of working time. The system is available via the IFABS shop:
or via employees in the medical or pharmaceutical field service who offer the system in cooperation with us.
UP: Unlocking Potentials 