Business consulting – Clínica Montefiori S.A.C.
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Date
2023-03-30
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
La Clínica Montefiori es una institución privada fundada el 6 de mayo de 1983 por
profesionales de gran trayectoria, con experiencia previa en la formación y dirección de
clínicas de primer nivel. Inicialmente, la idea fue tener un hospital privado que brindara
servicios integrales de consulta ambulatoria, emergencias y hospitalizaciones con altos
estándares de calidad y con una preocupación permanente por el cuidado de la salud de sus
pacientes. Sin embargo, a raíz del crecimiento y la demanda de los servicios de salud en los
últimos 5 años, ha hecho que la Clínica haya estado en permanente expansión, incorporando
año a año nueva infraestructura, tecnología y profesionales. Es así que, en 2012 se ampliaron
las áreas de Sala de Operaciones, Sala de Partos y Nutrición; y en 2013 se inauguró la nueva
área de Emergencias, ampliando la capacidad de atención especializada en Emergencias
Pediátricas y Emergencias para Adultos.
Para la identificación del problema principal se realizaron entrevistas con la gerencia
general, la dirección médica y los jefes de área, determinándose que, el problema principal es
que el ciclo de conversión de efectivo es mayor a 30 días. Para tal efecto, se observó que las
dos causas primarias fueron: la falta de estructura de control de saldos financieros, y la falta
de calendario de vencimiento de las compañías aseguradoras. Por otro lado, se realizó el
análisis externo e interno, así como la revisión de literatura que, sirvió como base para
proponer cuatro alternativas de mejora, como: la implementación de un software Expediente
Electrónico, la implementación de herramientas de orientación gestión estratégica y
marketing, la implementación del Tablero de Mando Integral, y la estandarización de los
procesos.
En ese sentido, se elaboró un cronograma de implementación para cada alternativa de
mejora, asignándose presupuesto, plazo y responsables. La estandarización de cada mejora se
presentó a través de entregables, en el cual se detalle el beneficio cualitativo. Con respecto al
beneficio cuantitativo, se realizó la evaluación económica y financiera demostrándose la
viabilidad del proyecto, revisando dos escenarios. En el escenario optimista, el valor actual
neto es S/. 143,666.14 la tasa de retorno de 40.88%, y el periodo de recuperación es partir del
segundo año. Por su parte, en el moderado, el valor actual neto es S/. 37,952.78, la tasa de
retorno de 26.12%, y el periodo de recuperación es partir del quinto año. Finalmente, en el
escenario pesimista, el valor actual neto es S/. -110,023.68, la tasa de retorno de 1.04%, y se
estima que, el periodo de recuperación, sea del sexto año en adelante.
The Montefiori Clinic is a private institution founded on May 6, 1983 by professionals with great experience in the training and management of first- class clinics. Initially, the idea was to have a private hospital that would provide comprehensive outpatient, emergency and hospitalization service with high quality standards and with a permanent concern for the health services in the last 5 years, the Clinic has been constantly expanding, incorporating new infrastructure, technology and professionals year after year. Thus, in 2012, the areas of the Operating Room, Delivery Room, and Nutrition were expanded; and 2013 the new Emergency area was inagurated, expanding the capacity of especialized attention in Pedriatic Emergencies and Emergencies for Adults. To identify the main problems, interviews were conducted the general management, the medical direction and the heads of the area, determining that the main problem is that the cash conversion cycle is greater than 30 days. For this purpose, it was observed that the two primary causes were: The lack of control structure of financial balances, and the lack of expiration Schedule of the insurance companies. On the other hand, the external and internal analysis was carried out, as well as the literature review, which serve as the basis for proposing four improvement alternatives, such as: the implementation of an Electronic File software, the implemantion of guidance tools, strategic management and marketing, the implementation of the Integral Dashboard, and the standardization of processes. In this way, an implementation Schedule was developed for each improvement alternative, assigning a Budget, deadline and responsable parties. The standardization of each improvement was presented through deliverables, in which the qualitative benefit is detailed. Regarding the quantitive benefit, the economic and financial evaluation was carried out, demonstrating the viability of the Project, reviewing two scenarios. In the optimistic scenario, the net present value is S/ 143,666.14, the return date of 40.88%, and the recovery period is rom the second year. For its part, in the moderate, the net present value is S/ 37,952.78, the rate of the return of 26.12%, and recovery period is from the fifth year. Finally, in the pesimistic scenario, the net present value is S/-110,023.68, the return rate of 1.04% and it is estimated that the recovery period will be from the sixth year onwards.
The Montefiori Clinic is a private institution founded on May 6, 1983 by professionals with great experience in the training and management of first- class clinics. Initially, the idea was to have a private hospital that would provide comprehensive outpatient, emergency and hospitalization service with high quality standards and with a permanent concern for the health services in the last 5 years, the Clinic has been constantly expanding, incorporating new infrastructure, technology and professionals year after year. Thus, in 2012, the areas of the Operating Room, Delivery Room, and Nutrition were expanded; and 2013 the new Emergency area was inagurated, expanding the capacity of especialized attention in Pedriatic Emergencies and Emergencies for Adults. To identify the main problems, interviews were conducted the general management, the medical direction and the heads of the area, determining that the main problem is that the cash conversion cycle is greater than 30 days. For this purpose, it was observed that the two primary causes were: The lack of control structure of financial balances, and the lack of expiration Schedule of the insurance companies. On the other hand, the external and internal analysis was carried out, as well as the literature review, which serve as the basis for proposing four improvement alternatives, such as: the implementation of an Electronic File software, the implemantion of guidance tools, strategic management and marketing, the implementation of the Integral Dashboard, and the standardization of processes. In this way, an implementation Schedule was developed for each improvement alternative, assigning a Budget, deadline and responsable parties. The standardization of each improvement was presented through deliverables, in which the qualitative benefit is detailed. Regarding the quantitive benefit, the economic and financial evaluation was carried out, demonstrating the viability of the Project, reviewing two scenarios. In the optimistic scenario, the net present value is S/ 143,666.14, the return date of 40.88%, and the recovery period is rom the second year. For its part, in the moderate, the net present value is S/ 37,952.78, the rate of the return of 26.12%, and recovery period is from the fifth year. Finally, in the pesimistic scenario, the net present value is S/-110,023.68, the return rate of 1.04% and it is estimated that the recovery period will be from the sixth year onwards.
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Keywords
Consultores de empresas--Planificación estratégica, Clínicas--Perú, Sector salud--Perú, Control de procesos--Mejoramiento
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