What are synergy topics

Nameless 1/2018

to do | interview

to do | Interview "Grow and save intelligently" Thorsten Kaatze, Commercial Director, on the symbiosis of top medicine and economy THORSTEN KAATZE sees the Essen University Medical Center on the right track. Mr. Kaatze, how healthy is Essen University Medicine from a financial point of view? Thorsten Kaatze: We have almost achieved the turnaround. Since 2015, when we were on the verge of a financial crash, we have achieved a lot to become a financially sound university medicine again. We assume that we will have a black zero as early as 2019. What is the basic problem with our financial resources? Kaatze: We are a maximum provider. That means that we are the last resort, that is, the one who treats all patients. In addition, we offer top medical treatments that are not or not sufficiently shown in the DRG system. The whole system is generally rather unfair for university hospitals. In addition, there is no doubt that we have continuously hired more staff in recent years without refinancing being secured. How do you get out of this dilemma of the highest standards and limited financial resources? Kaatze: Grow and save intelligently must be the motto. And the Smart Hospital offers many starting points for both. In the future, doctors and nurses will be standing at the patient's bedside with the iPad, they will have all the necessary data at their disposal and be able to show the patients pictures and findings at the bedside. Our communication in the hospital will be faster and more precise, the processes as a whole will be networked, more efficient and therefore less workload. New technological and digital medical devices will help us expand our range of services. And when I speak of “we” I mean all of university medicine. PHOTO: SABINE GROTHUES ... and not just the university clinic. Kaatze: Exactly. There are already examples of how we implement the motto “grow and save intelligently” in university medicine. In the St. Josef Hospital Werden, for example, there is free operating room capacity. If we now centralize the orthopedics of the university medicine at the Werden location, we will not only become more attractive, but also more efficient. Then we will be able to use this free room capacity. Bed management or the central emergency room are other examples. There are many synergy topics where top medicine and economy come together in the best possible sense. How do you go about it specifically? Kaatze: As university medicine, we are committed to progress. That is why we are committed to researching and pursuing solutions at an early stage that we believe will make long-term top medical and economic sense. With this philosophy we were the first to establish a PET CT. And now, for example, we are pioneers in nuclear medicine with our new building. We are sure that we need it and that this facility will pay off. Which is by no means the case for all technological achievements. Kaatze: Innovations are always more expensive at the beginning. They pay off when they establish themselves. The possibilities of the DaVinci system, for example, the OR-supporting robot, are by no means sufficiently well known for our areas of application. Many operations, for example on obese patients, would not be possible without the DaVinci system. Where can we still save intelligently? Kaatze: We currently have around 200 sonography machines. Some of them are rarely used. But they are also serviced, and that costs money. I'm just giving this as an example. There are many such issues where we have duplicate processes, equipment that is not being used well or capacity is underutilized. Take bed management, for example: We will initially start with new concepts at the subsidiaries in order to better utilize beds. If we have good experiences there, we will then use these experiences in the entire university medicine. Can we even afford the Smart Hospital? Isn't that a huge investment? Kaatze: What is the alternative to not investing in the future? We are firmly convinced that Smart Hospital will increase the quality of our services and at the same time increase efficiency and thus also profitability. When we introduced the group hospital information system at the end of the year, it will not only be possible to compare and use the data on all hospitals. The comprehensive data availability increases the quality of treatment. Which in turn has an impact on the deployment of personnel. Kaatze: Many of today's activities will change or maybe even cease to exist. We will review the deployment of staff accordingly. In many cases this will mean that we will have more time for the patients, as documentation and administration will be less due to the elimination of double entries. This closes the circle of efficiency and quality again. What do you see from other clinics? Kaatze: Of course we look closely at what others are doing, but not only in the clinical area. For example, if we want to learn something about how to improve logistics processes, then we have to look at how Amazon, for example, works from order to delivery. What can employees do to help drive development? Kaatze: Be open to new things. We need a willingness to change at all levels. We on the Board of Management are lighting the torch for the path to the Smart Hospital. But all university medicine needs torchbearers to work on it and to get the message across. If you have a good idea, please let us know. 18 19