Operational Process Improvement

 

SERVICES   |   PROCESS   |   CLIENTS   |   WORK   |   CONTACT

Our Services

Delivering Patient-Focused Care While Streamlining Operations

In an always challenging industry climate, healthcare providers must engage in a relentless quest to deliver exemplary customer service, quality care and financial performance. Delivering Lean design takes highly trained expertise, the right tools, a dedication to putting people first, and the discipline to follow through. At NBBJ, we partner closely with our clients to deliver strategic, sustainable, patient-centered solutions that transform care delivery. Our Lean experts provide solutions that streamline and improve operational efficiency while at the same time delivering exceptional patient and family experience.

 

We partner closely with our clients to create better processes that deliver sustained, outstanding results. Many clients hire us for process improvement independent of any design project. We are classically trained in Toyota Production System, Lean, Production Preparation Process, and Six Sigma, but we work within the preferred improvement framework of our clients.

Hover over the boxes below to read more about our Six Principles of Operational Process Improvement.

 

“Respect for people” and “continuous improvement” are linked. When we trust and empower people to generate their own solutions, continuous improvement occurs.

Put People First

Put People First

Efficiency is not a hindrance to patient centered care—it is essential to it. Optimized workflows lead to cost savings, reduced errors, more satisfied clinicians and, most importantly, improvements in patient outcomes.

Focus on Patient & Family

Focus on Patient & Family

Many healthcare institutions suffer from physical, ideological or operational barriers between care, research and education. To realize an organization’s full potential—and to attract the best and brightest minds—those divisions must be dissolved.

Break Down Barriers

Break Down Barriers

Continuous flow provides just the right service or product at the right time in the right amount. It requires integration of all elements of the system. The goal is an optimally balanced service or production line with no waste, no delays—and delighted customers.

Create Continuous Flows

Population Health Planning

High-performing care providers have become so adept at workarounds that they may no longer notice how much time they take, how much frustration they create, and how costly they are to quality and patient relationships. By eliminating bottlenecks in order create a more robust value stream, we can enable staff to perform at the top of their licenses.

Maximize Speed & Efficiency

Maximize Speed & Efficiency

Buildings exist for future generations. What we understand about our current processes and the demands of our current patients is subject to dynamic change. That is why buildings and operations must be flexible and anticipate the need to learn and evolve into the future.

Enable Future Flexibility

Enable Future Flexibility

Our Process

NBBJ uses a customized Lean project delivery method—which we call Process Design—to optimize resource deployment and ensure sound project management.

 

We engage key representatives from all disciplines to create a culture of empowerment for decision-making, based on data, deliberate analysis and streamlined systems for sharing
information. This process enables us to design for flexibility and adaptability, and to limit downstream waste related to costly renovations and rework.

 

The result is heightened collaboration, innovative changes in workflow and, ultimately, new approaches to space efficiencies, cost savings and improvements in patient outcomes.

 
Operational Process Improvement
Operational Process Improvement

By addressing and virtually removing the waste inherent in their current-state operations, the future-state flow map records the team’s collective ideas for improving their processes.

Operational Process Improvement
Operational Process Improvement

As the spaces required to support future-state flow are identified, key adjacencies are established using “bubble” diagrams.This exercise prepares the teams for the creation of two-dimensional scaled layouts using standard room templates.

Operational Process Improvement
Operational Process Improvement

For multiple story applications, flow and key adjacencies are also explored in three dimensions using “stacking” models.

Operational Process Improvement
Operational Process Improvement

By addressing and virtually removing the waste inherent in their current-state operations, the future-state flow map records the team’s collective ideas for improving their processes.

1/4

Our Clients

 

Our teams have partnered with some of the leading healthcare institutions worldwide, including nine of the top 14 U.S. News & World Report Honor Roll Hospitals.

 

Senior Estimator, Turner Construction Company

CRAIG P. PRESTON

​“The team was as sensitive to costs as I had to be, and together we worked to find the best and least expensive way to build this project. They kept to the schedule as best they could and never seemed to lose their cool or their sense of humor. They did a great job and should be congratulated.”

President, Massachusetts General Hospital

PETER SLAVIN, M.D.

“This building is symbolic of everything the MGH stands for today—namely, ongoing excellence in patient care … and it aptly represents the progression of the MGH into the next century of medicine.”

System Vice President, Neurosciences, OhioHealth Riverside Methodist Hospital

CONNIE L. GALLAHER

"I’ve given an awful lot of tours, and there is a resounding theme: peaceful, serene, inspiring, a real sense of healing. From a staff standpoint, the standardization—everything has a place down to how we have provided access to hearing the television, how we did the lighting—we kept the patient and the family in the center of everything we thought and did.”

CHASE BREXTON HEALTH SERVICES

Baltimore, MD

LEGACY EMMANUEL MEDICAL CENTER

Portland, OR

MOUNT CARMEL EAST HOSPITAL

Columbus, OH

OHIOHEALTH RIVERSIDE METHODIST HOSPITAL

Columbus, OH

SEATTLE CHILDREN’S HOSPITAL

Bellevue, WA

UNIVERSITY OF WASHINGTON MEDICAL CENTER

Seattle, WA

CHI FRANCISCAN HEALTH: HARRISON MEDICAL CENTER

Bremerton, WA

MASSACHUSETTS GENERAL HOSPITAL

Boston, MA

NATIONWIDE CHILDREN'S HOSPITAL

Columbus, OH

PROVIDENCE EVERETT MEDICAL CENTER

Everett, WA

ST. JOHN PROVIDENCE PARK

Novi, MI

CLEVELAND CLINIC FOUNDATION

Cleveland, OH

MIAMI VALLEY HOSPITAL

Dayton, OH

NICKLAUS CHILDREN'S HOSPITAL

Miami, FL

PROVIDENCE LITTLE COMPANY OF MARY

San Pedro & Torrance, CA

SWEDISH MEDICAL CENTER

Seattle, WA

Our Work

Click the case studies below to learn more about our work.

 
 

Contact

 

Please contact us to discuss your upcoming Operational Process Improvement project.