Process mapping and alginment within Cura home nursing service

Curando offers 7 different care formulas. Their services cooperate with each other in order to create the appropriate range of solutions for each caretaker. This integrated approach results in a customised care. With respect to the catholic tradition they have been offering services to sick and aging people since 1688. Faithful to that tradition and simultaneously contemporary and innovative, they want to excel.

Today, Curando offers its care in an integrated way in 5 care zones. In this way the organisation commits itself to a complete care process, ranging from support at home by home nursing, local service centres, adult day care centres, rehabilitation and short-stay care to residential care with care residences and residential care homes.

Project description

A major change in the past year was the ‘Curando HOP’ project coached by hict, with the aim of harmonisation and optimisation of all the processes. In line with this project a second project kicked off for Cura, the home nursing division. During this project, called CuraMAP, the current way of working was mapped as a starting point for optimising these processes.

Approach

hict facilitated 3 intensive workshops with a dynamic, representative and heterogeneous group of employees, to map the current way of working within the home nursing organisation. 3 process clusters formed the guideline for these workshops: 

  • Primary processes: e.g. new application care process, aftercare
  • Supporting processes: e.g. care planning, inventory management, scheduling of employees
  • Management processes: e.g. invoicing, non-conformities

In order to smoothly step through the many processes, the processes were already clearly defined and prepared by hict. The input of the Cura employees transformed these prepared and generic process descriptions into the processes as they are executed within Cura. hict followed the BPMN standard (Business Process Model and Notation) in the best possible way.

Results

The workshops resulted in Business Process Maps, with in addition to the process steps, also the employees, the documents and the systems used. Some of the processes could not be shown in a process map, therefore these processes were described in text.

hict also inventoried the bottlenecks that came up during the workshops, together with the findings from the analysis. For each bottleneck improvements were proposed, divided into three categories (system, process, organisation & structure).

In order to tackle the bottlenecks, hict suggested 5 projects. Each project had a project file in which the purpose, the actions, the required expertise, the need for automation and the quick-wins were defined. As a step towards implementation of these projects, hict proposed a project breakdown and a schedule. Subsequently the customer started with some of these projects.

Your contact person

Henk Vansteenkiste
Chief Operating Officer
Henk Vansteenkiste
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