Katholisches Klinikum Mainz

Efficiency and quality improvement through Integral Capacity Management – experiences at the Katholisches Klinikum Mainz

Hospital of Specialized Care

  • 717 beds
  • Around 45,000 patients annually
  • Overdue renovation / investment backlog
  • Merging two locations
  • Financing from proceeds

Sufficient capacity is a prerequisite for every hospital to provide responsible care. But all hospital capacity comes with a “price tag”. Timely provision of required resources – the greatest challenge of hospital management – is a prerequisite for patient-centered services and clinical quality in the hospital.

With a software solution for dynamic, Integral Capacity Management (ICM) it is possible to reinforce change management and continuous improvement. Tools such as Planners and Capacity Managers for admissions, operations theatres, wards, and nursing staff provide insights into hospital performance at all times, enabling sophisticated analysis and predictions.

Integral Capacity Management at KKM

Mainz (D) – Tim Hauenstein is Head of Organisational Development at the Katholisches Klinikum Mainz (KKM) and responsible for the implementation of integral capacity management.

An integral part of the “KKM 2025” strategy developed in the summer of 2015 is the introduction of Integrated Capacity Management (ICM). ICM and workflow optimisation are essential components at KKM to achieve goals such as greater care effectiveness and structural cost reduction. Together, they lead to optimal coordination and use of the available capacities in the admission center, operating theaters and wards.

“Integral Capacity Management gives us the tools and support we need to plan and execute “KKM 2025”: the joining of two existing sites in one location would not have been achieved without them.”

Simultaneously with the relocation, a renovation is carried out at KKM’s main site, which dates from the seventies. In 6-month cycles whole nursing stations are closed and others reopened. This requires regular adjustments to the capacity allocation to clinical departments.

“The ICM software in combination with Ximius’ consulting has given us dashboards, forecasts and planning, as well as control mechanisms that make it possible to dynamically regulate demand peaks and troughs, and to adapt to the ever-changing capacity situation.”

During the implementation of the “KKM 2025” strategy it was recognised early on, that certain organisational changes were needed to fine-tune and control overall operations. Thus, larger nursing stations were divided into smaller compartments (units) in order to achieve the flexibility desired for ICM. Admission and discharge management were also newly established.

“Despite the ongoing and far-reaching changes, we at KKM were able, thanks to ICM, to provide lasting, human and competent patient care.”

Tactical and operational ICM planning and coordination provide better predictions of medical and nursing activities, and thus help shorten waiting times. In addition, scarce resources, such as care providers, can be freed up for patient-oriented tasks and expanded service to ensure quality, safety and patient satisfaction. As ICM also regulates workloads and promotes the responsibility, independence and therefore the professional development of employees, their satisfaction generally also increases.

Do you recognise yourself?

Do the challenges described above sound familiar? Do you suffer from a lack of nursing capacity, high workloads, or stagnant patient logistics? Then this represents an opportunity to get to know capacity management better. You could, for example, invite us to perform a quick scan and identify your potential for a successful increase in efficiency.