Plan de mejora clínica laureles - psiquiatras asociados IPS

Abstract

The present work consists of two parts. The first one is a strategic diagnostic report from the Laureles Clinic - IPS SAS associated psychiatrists, where the MMGO model is used to evaluate the company in a first level in different components, such as finance, environmental management, logistics, responsibility social, etc. The study showed that the three areas with the greatest deficiencies, according to the model, are Financial Management, Logistics and Analysis of the Economic Environment, and that the vast majority of the analyzed components present significant standard deviations, among the variables that they make up each one. In the second part a proposal of solution to the diagnoses carried out in the first one is developed, a proposal that is chosen with an objective selection instrument, it is explained how it is integrated to the organization, goals and indicators are established and a plan of action is determined to develop the proposal. This action plan involves the structuring of a set of correlated activities, along with those responsible, time, resources, monitoring, etc., and acts as a guide to improve a specific area (s) of the organization. The first point was to select an area to be improved, which was done based on the strategic diagnosis and considering the ease of working -in terms of prior knowledge and availability-. From this step, the Logistics area came out as selected, which presented problems mainly in terms of competitiveness, control, indicators, inventory management, logistic functions, etc. With this information a Spine-Fish Diagram was made to more easily visualize the main causes of the problem, and to elaborate the solution proposals. The proposal was chosen with a selection matrix that considered some factors of interest, and after that stage, the actions to be carried out based on the proposal were determined and consequently they were included in the action plan, covering other aspects as responsible, resources , time, etc. and establishing the monitoring of activities; that is, which action must go first (the general order) and which needs the termination of another so that it can begin. This process resulted in an action plan with a duration of 14 months and 4 days and an associated cost of approximately $ 10,200,000. The general objective behind this action plan was to improve the logistics area in the clinic, in order to be more competitive and improve its position in the market.