Katholisches Klinikum Mainz, Germany

The “kkm 2025” strategic plan aimed to improve operations and infrastructure at a 717-bed hospital, which at the time served about 50,000 patients yearly with specialised care. With an overdue renovation and a merger pending, the hospital planned to boost productivity and decrease bed demand by using its own revenues for financing.

The project plan established a Patient Flow Centre that included continuous maintenance, a patient flow manager, and an organisation developer. The renovation and extension needed to be completed over 24 months. The project used advanced MedTech and IT to improve operations, data handling, and patient care. Expected results included a 20% reduction in bed demand through master planning, an 8% reduction through tactical planning, and a 5% reduction through better operational management.

Katholisches Klinikum Mainz (kkm) is a major hospital and healthcare provider in Mainz, Germany. It is one of the largest hospitals in the region and is operated under Catholic sponsorship.

Key points:

Key points:

• Healthcare Services – Offers a broad spectrum of medical specialties, including internal medicine, surgery, cardiology, oncology, neurology, and emergency care.
• Academic Role – Functions as a teaching hospital, cooperating with universities and nursing schools to provide medical education and training.
• Catholic Background – Guided by Christian and ethical values, emphasizing patient-centered care and social responsibility.
• Facilities – Provides both inpatient and outpatient treatment, rehabilitation, and modern diagnostic services.
• It is recognized as an important medical center for Mainz and the wider Rhineland-Palatinate region.

The project plan used Lean methodologies to improve processes and reduce waste, with a focus on optimising patient flow from admission to discharge. This involved analyzing bottlenecks and implementing solutions like better scheduling and communication. Stakeholder engagement, including medical staff, administrative personnel, and patients, was crucial for effective change management and fostering continuous improvement.

Care IQ services included:

• Integral capacity management and planning – including software – to minimise operating costs
• Optimisation of patient pathways to minimise length of stay and staff workload
• Streamlining of admissions to reduce waiting times and improve patient satisfaction
• Reorganisation of nursing wards to enhance staff satisfaction and patient service levels
• Capacity- and renovation plans to fit budget restrictions
• Follow-up work envisioned: adoption of business controls, creation of dashboards, implementation of tactical and operational capacity management, staff training

Tim Hauenstein – Head of Organisational Development at Katholisches Klinikum Mainz (Germany)

“Integral capacity management offers us the tools and support we need to plan and implement the consolidation of two existing locations into one, while ensuring quality, service, and cost-effectiveness for our hospital.”

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