Development & management of the
entire Tertiary Services section

We impro­ve per­for­mance and effi­ci­en­cy of each func­tio­n­al area wit­hin your com­pa­ny – from cate­ring up to cen­tral sterilisation.

Our main focus

„Hos­pi­tal admi­nis­tra­ti­on is too expen­si­ve!“
Such unspe­ci­fic com­p­laints are fre­quent­ly rai­sed to mana­gers. Without doubt, par­ti­cu­lar­ly medi­cal lea­ders­hip staff has to be given con­fi­dence and trust that tough restric­tions and rules impo­sed on them for the sake of secu­ring com­pe­ti­ti­ve­ness and eco­no­mic suc­cess of the hos­pi­tal are app­lied to all non-medi­cal func­tions in the same manner.

Espe­cial­ly tech­ni­cal ser­vices, own repair work­shop acti­vi­ties, ICT but as well cate­ring and cen­tral ste­ri­li­sa­ti­on are fre­quent­ly func­tions not easi­ly acces­si­ble to and under­stand­a­ble for the hos­pi­tal manage­ment, and hence such struc­tures and old-fashio­ned work­flows are pre­ser­ved over long time.

To safe­guard and suc­cess­ful­ly shape the future, each func­tion of a health­ca­re provider‘s orga­ni­sa­ti­on has to be set up in an high­ly pro­fes­sio­nal fashion.

Antegrad puts main empha­sis on exact­ly tho­se func­tions of health­ca­re pro­vi­ders, is high­ly expe­ri­en­ced and pos­ses­ses exten­si­ve know-how as to how by what means out­put dimen­si­ons are mea­su­red and effi­ci­en­cy levels achieved.

To which extent tech­ni­cal ser­vices have to be deli­ve­r­ed by the hos­pi­tal itself?

Which func­tions can/should be ope­ra­ted by own resour­ces in a cost-effec­ti­ve man­ner – which ones should be cove­r­ed by exter­nal ser­vices providers?

How tasks and cost of tech­ni­cal ser­vices can be made trans­pa­rent and measurable?

How the sec­tion Tech­ni­cal Ser­vices has to be orga­ni­zed in an effec­ti­ve man­ner?
How a tho­rough­ly defi­ned ‚ade­quacy‘ of tech­ni­cal mea­su­res (in terms of scope and and cost) can be ensured?

Hos­pi­tal manage­ment is usual­ly not deeply invol­ved in and know­led­ge­ab­le of the Tech­ni­cal ser­vices sec­tion – busi­ness ope­ra­ti­ons remain wide­ly self-orga­ni­zed, i. e. ful­ly depen­dent on the qua­li­ty of staff and lea­ders­hip wit­hin the sec­tion. The hos­pi­tal mana­ger is only awa­re of the total cost, selec­ted pro­ject cost, staff cost and their com­po­si­ti­on, down times, par­ti­al­ly cost of mate­ri­al and sup­plies as well as order volu­mes for maintenance/repair and repla­ce­ment purchases.

Hos­pi­tal tech­no­lo­gy is a very deman­ding field. Antegrad attains full trans­pa­ren­cy of this func­tio­n­al area. We ensu­re com­pa­ra­bi­li­ty to exter­nal ser­vice pro­vi­ders in the mar­ket. We assess the exis­ting make-or-buy decisi­on gate and deri­ve a more effi­ci­ent inter­face based on the spe­ci­fic sta­tus of the hos­pi­tal, the know­ledge level of staff and the pre­sent staff structrure.

We deve­lop a sytem of trace­ab­le and right-sized inhouse order ticket manage­ment sys­tem and the set­up of own ser­vices. Rea­son being, many com­p­laints issued about tech­ni­cal ser­vices section’s per­for­mance are based on (over-)long respon­se times after noti­fi­ca­ti­on of a fault occu­red in the respec­ti­ve depart­ments. We assist in the deve­lo­p­ment of the tech­ni­cal ser­vices sec­tion, inclu­ding taking over of ope­ra­tio­nal manage­ment and assuming full responsibility.

Con­struc­tion pro­jects of hos­pi­tals in most of the cases are high­ly com­plex, very expen­si­ve and run­ning over long time. In Ger­ma­ny, the­re is a high num­ber of archi­tects and tech­ni­cal plan­ners who are focus­sing par­ti­cu­lar­ly on hos­pi­tal. Hos­pi­tals usual­ly main­tain minor con­struc­tion depart­ments which are expo­sed to mul­ti­ple chal­len­ges once the con­struc­tion of a new (par­ti­al) buil­ding has been approved.

Our Antegrad team mem­bers are neit­her archi­tects nor tech­ni­cal plan­ners – rather , we are mana­gers. Wit­hin the real esta­te func­tion, we mana­ge con­struc­tion pro­jects and assu­me full respon­si­bi­li­ty for their suc­cess­ful imple­men­ta­ti­on, on behalf of the princi­pal by pro­tec­tion of his inte­rests. Antegrad’s pro­fes­sio­nal approach is based on mul­ti­ple expe­ri­en­ces from con­struc­tion pro­jects exe­cu­t­ed and obser­va­tions how other pro­jects have deve­lo­ped over time: against the expres­sed wis­hes and excee­ding defi­ned bud­gets of the principal.

Any con­struc­tion pro­ject requi­res a very con­se­quent manage­ment and hands-on grip by all par­ti­ci­pants as well as strong gui­d­ance of inter­nal and exter­nal sta­keho­ders, in terms of time and cost. Antegrad com­mits achie­ve­ment of goals and adhe­rence to defi­ned key cri­te­ria, i. e. dead­lines and cost.

A high share of pati­ents‘ com­plants is rela­tad to hos­pi­tal food. Such focus is not real­ly sur­pri­sing sin­ce qua­li­ty of food can be jud­ged by any pati­ent and the usu­al „clas­si­cal“ cat­reing sys­tem (dis­tri­bu­ti­on on trays, cook & chill con­cept) offers ple­nty of grounds to cri­ti­cism. A care­ful look on the pla­te pro­ves that what is being ser­ved to pati­ents is not con­vin­cing inde­ed.
Thed good news is: The­re are alter­na­ti­ve, advan­ced con­cepts – working well in several hospitals.

Antegrad has deve­lo­ped tailorma­de con­cepts in nume­rous pro­jects and imple­men­ted in the client’s faci­li­ties. We app­ly the fol­lowing struc­tu­ral approach:

• Ana­ly­sis of the exis­ting sys­tem inclu­ding iden­ti­fi­ca­ti­on of total cost (e.g. kit­chen and kit­chen logisticss­tiocs, ent­z­re pro­cess of cate­ring)
• Exami­na­ti­on of con­di­ti­ons how to achie­ve impro­ve­ments of pro­ces­ses and sys­tem
• Pro­ject plan­ning and cal­cu­la­ti­on of cho­sen approach agreed with the cli­ent
• Com­pa­ri­son of poten­ti­al alter­na­ti­ve opti­ons in terms of scope, orga­ni­sa­ti­on and finan­cial impact
• Pro­ject plan­ning and cal­cu­la­ti­on of pro­ject cost (sup­ply, con­struc­tion, staff)
• Ela­bo­ra­ti­on of sce­n­a­ri­os for pre­sen­ta­ti­on and decisi­on making to boards
• Imple­men­ta­ti­on plan­ning
• Pro­ject manage­ment and assuming respon­si­bil­ty for implementation

We are glad to make yous­elf fami­li­ar to such sta­te-of-the art con­cepts and pro­vi­de ulti­ma­te sup­port to imple­ment them wit­hin your organisation.

Clea­ning ser­vices are a wide­ly unde­re­sti­ma­ted, howe­ver very important fun­cr­ti­on wit­hin the hos­pi­tal not only as pati­ents are able to assess and eva­lua­te clea­ning pro­cess and clean­li­ness achie­ved – as part of the hos­pi­tal hygie­ne, secu­ring high qua­li­ty on a dai­ly basis is ine­vi­ta­ble and crucial.

Fol­lowing sub-func­tions are sum­ma­ri­zed under hos­pi­tal clea­ning func­tion:
• Clea­ning in OR and medi­cal func­tio­n­al are­as
• Dis­in­fec­tion ser­vice
• Clea­ning of are­as (floo­rs and walls)
• Clea­ning of pati­ent rooms inclu­ding fur­ni­tu­re
• Clea­ning of beds and bed pre­pa­ra­ti­on
• Clea­ning of out­side are­as and facilities

Con­cepts, goals, mea­sura­bi­li­ty as well as qua­li­ty con­trol are some of the terms tru­ly rele­vant to the hos­pi­tal manage­ment. Antegrad sup­ports you in estab­li­shing the con­nec­tion bet­ween dai­ly ope­ra­ti­ons and set­up of manage­ment and super­vi­si­on tasks by the hos­pi­tal lea­ders­hip. We assess exis­ting con­cepts as well as working orga­ni­sa­ti­on on the ground, qua­li­ty and relia­bi­li­ty and deve­lop ide­as and mea­su­res to achie­ve impro­ve­ments of qua­li­ty and effi­ci­en­cy. Antegrad per­forms com­pa­ri­sons of sys­tems as well as ana­ly­ses and opti­mi­ses the sub­s­tance of con­tracts with ser­vice providers.

A well mana­ged hos­pi­tal logistics is a pre­con­di­ti­on for effec­ti­ve operations.

Due to the strong influ­ence by logistics ser­vice pro­vi­ders, many hos­pi­tals focus on pro­jects and con­tracts of logistics from/to the hos­pi­tal only. All respec­ti­ve con­si­de­ra­ti­ons as well as expen­si­ve con­cepts and part­ner­hips reach only to the deli­very ramp of the hos­pi­tal – that’s exact­ly whe­re our approach starts. Hos­pi­tal inhouse logistics – or bet­ter: Hos­pi­tal inhouse sup­ply chain is a field of acti­vi­ty Antegrad dedi­ca­tes high atten­ti­on to.

In a nuts­hell: We iden­ti­fy and imple­ment huge poten­ti­als by opti­mi­sing hos­pi­tal sup­ply chains.

Do you have questions or want to obtain further information?

Plea­se get in touch with us.
Your con­ta­ct part­ner: Gerhard Becker

Antegrade optimizes the
hospital performance

We sup­port your health­ca­re com­pa­ny on all levels to achie­ve a bet­ter stra­te­gy and orga­niz­a­ti­on.
We cover the fol­lowing key aspects:

Organizational development

We help you deve­lop a sui­ta­ble struc­tu­re and orga­ni­sa­ti­on for your health company

Portfolio
development

We exami­ne your depart­ments in detail and deve­lop the ide­al port­fo­lio for your indi­vi­du­al tar­get market.

Development & control of the entire tertiary area

We impro­ve per­for­mance and effi­ci­en­cy across all parts of your busi­ness — from cate­ring ser­vices to cen­tral sterilization.

Corporate management systems

With a cus­to­mi­zed cor­po­ra­te manage­ment sys­tem, your hos­pi­tal will be more trans­pa­rent, and visi­ons will be more easi­ly implemented.

Interim
Management

As an inte­rim mana­ger, we help you to impro­ve your manage­ment, imple­ment chan­ges and sup­port you on all levels.

Cooperation Development & Merger

We help you to coope­ra­te with other com­pa­nies, deve­lop the allo­ca­ti­on of tasks and crea­te a win-win situation.

Digitalization & IT development

We accom­pa­ny you com­pet­ent­ly on the path of digi­ta­liz­a­ti­on — from the pro­cess con­cept to digi­tal stra­te­gy deve­lo­p­ment and implementation.

Business Management & Training

Antegrad deve­lo­ps effi­ci­ent manage­ment sys­tems, hel­ps with its imple­men­ta­ti­on and trains the managers.

Distressed Health Care

We sup­port you with all necessa­ry mea­su­res for your hos­pi­tal and help you to opti­mi­ze
your stra­te­gic positioning.