What we did
To identify challenges and new possibilities, we modeled the current state of ten selected service processes, covering a wide range of operations, from equipment maintenance (CSSD) and ward services for patients to HR services and employees’ continuous learning.
The modeling proceeded in co-working sprints, with each process separately modeled and clearly visualized into a blueprint, and lessons learned carried over to the next sprint. The Tays employees who participated in modeling the processes were asked to think in advance about who the customer is and who are involved in the service process. In most processes, the customer is a healthcare professional using the service.
We started by defining the goals and strengths of each service process as well as identifying assumptions about the causes of any problems. Next, we identified the roles and people involved in the selected areas of work, as well as their practical needs and goals, after which we focused on the customers by describing their tasks along the journeys as chronologically as possible. Then we described the other roles related to the customers’ journeys and drew links between their actions. After the service process draft was done, we validated it by deepening our understanding of the customer perspective. We then finalized and rechecked the service blueprint and identified various measurement methods for the processes, including efficiency and work satisfaction.
Equipment maintenance (CSSD) was selected as the first process to undergo renewal, with five recognized development and testing areas. A two-month piloting stage ensured the right decisions were made. Afterwards, we analyzed the results and updated the best ones into the service process blueprint. All of this was successfully done remotely, using robust tools like Miro Whiteboard.