Annual Report 2017 ┃ Operational Excellence
Embedding operational excellence True to its vision of excellence in the surgical management of trauma and disorders of the musculoskeletal system, the AO began an ambitious Operational Excellence (OE) program aimed at aligning and streamlining processes throughout the organization. A baseline structure was established to guarantee sustainable OE, and processes were identified and defined. In the first phase of the AO’s OE activities, the team tackled the Global Education Process (GEP), examining all the processes involved in education across the organization’s four clinical divisions and two initiatives. Due to the decentralization of the clinical divisions and the complexity of the organization, operations were carried out differently. The OE team focused on aligning processes by identifying best practices and integrating them into the GEP. By eliminating non-value added activities, these processes ensure that employees can work efficiently, creating value, and contributing to the AO’s vision of excellence. Process mapping That’s why program leaders and those involved in the GEP set about aligning and mapping GEP processes. OE also took a close look at the finance flows related to the GEP: how educational events are funded and how income is generated. With redefined and more transparent finance flows rolled out, the improved GEP will be implemented in 2018, including training, asset development, and reporting and monitoring. Every idea counts Another OE project was evaluating and implementing a process management tool that makes it possible for every employee to take ownership of the topic of OE and make suggestions for improving AO processes. Every idea is considered by the OE team and the contributor receives a feedback, regardless of whether the idea is implemented. On the information technology (IT) side, a new, common membership management platform was introduced to streamline processes related to membership and community management across the clinical divisions. Additionally, a centralized faculty database was introduced for all clinical divisions. Ultimately, alignment and streamlining of AO processes is expected to result in greater efficiency throughout the organization, empowering every employee to use his or her competence to add value and make a greater contribution to advancing patient care.
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