Designing services to improve hospital performance
Creating a flexible suite of services for hospital departments to enhance operational performance and be cost effective while providing quality patient care.
As hospital technology leader, Philips gathered a team of designers, technology and business experts to design service solutions that would help hospitals maintain quality of care while increasing operational productivity.
The result is Performance Bridge, a suite of services that enables hospitals to continuously improve their operational performance by using data from different hospital equipment - like CT and MRI - as well as leveraging maintenance and support services that are already part of Philips offers.
The project applied different user centred and service design methodologies to understand customers, define the value proposition and design the service offer. Additionally, the service was developed incrementally, where improvements resulted of customer validation as well as identified technology and organisational limitations.
Providing hospitals with a suite of services represented a fundamental change within Philips; the company was moving from selling hospital equipment to offering services around those products (servitization). Given the scope of the project this shift meant that multiple departments would be impacted. Creating an end-to-end customer journey and a detailed service blueprint allowed us to identify those departments - as well as roles and internal activities - that would be crucial to implement and deliver the new service.
Both the customer journey and the blueprint were created hand in hand with the impacted departments; by working together we were able to leverage existing knowledge and capabilities within the organisation. Additionally, involving them through the service design process would reduce resistance to change and facilitate implementation.
The blueprint illustrated a vision for the new servive, but was this vision feasible and under what timeline? To answer these questions, we set out for a week hackathon where different touchpoints were prototyped to fully understand the service limitations and scope a minimum service that could be rolled out for pilot within a short time.
During this week, we build a working prototype of the dashboard - to test the quality and value of equipment data - and roleplayed scenarios for the call centre and personal assistant in order to tune the multichannel experience and understand further organisational changes required.