“Open Heart Surgery”

Reorganization of purchasing and logistics at the Rostock University Medical Center

ROSTOCK 03/18/2019
The University Medical Center Rostock (UMR) is a facility in transition as a maximum provider in Mecklenburg-Western Pomerania. In this region, on the one hand, the demographic and economic signs for the future point to growth. On the other hand, the historically grown structure of the house means that several locations are operated in the city. The processes and structures in logistics and purchasing were also organized decentrally and characterized by an inadequate, not coordinated, logistical infrastructure. The new systems of the existing supply and disposal center were not yet in operation at the start of the project. For three years, intensive work was carried out to streamline the organizational structure and modernize the processes.


The modern understanding of care …

… as a guarantee of success for sustainable change

BERLIN 02/14/2019
The implementation of future concepts often shows traditional values ​​and views that conflict with contemporary processes / structures and regularly prevent their successful establishment. In nursing, too, there are employees with an understanding of nursing that is mostly based on the content of the training period, which has been outdated for many years. This understanding forms the framework of the value system and thus also a yardstick that distinguishes good care. Today’s work in nursing is patient and process-oriented and is based on tried and tested expert standards. The joint development of a modern nursing strategy creates orientation, clarity in the goals and is the guideline for a modern understanding of management and work in nursing with a resulting employee satisfaction.


Material costs can be reduced sustainably

Dr. Bernhard Schwilk (MBA, Medical Director Märkische Kliniken), Tim Schröder (Authorized Officer Märkische Kliniken), Andreas Dobrowolski (Head of Purchasing Department Märkische Kliniken) and Wolfgang Foest (Board Member GÖK Consulting)


Supply chain controlling in healthcare

Dr.-Ing. Jörg Risse 

“If you can’t measure it, you can’t manage it.” This quote from Kaplan and Norton is at the heart of practical supply chain controlling. In this article, a balanced scorecard is adapted to the specific requirements of a supply chain between supplier and hospital, in the middle of which is a medical service center (Medical Warehouse MW). The MW symbolizes the paradigm shift in the supply of healthcare facilities by breaking up double supply structures as a bridge between supplier and hospital. The focus of the newly developed Balanced Scorecard is on selective key figures, all of which are related to the common supply chain strategy of the MW partners and at the same time are linked to one another via cause and effect relationships.