Herlev Hospital I
Logistics is the Lifeblood of the Hospital
4 min read
Important Knowledge and Involvement lead to Successful Relocation
January 2022
Service & Logistics at Herlev Hospital, in close collaboration with Langebæk, has developed a model for the design and implementation of a bin system (a two-bin Kanban solution), ensuring that depots and cabinets were successfully and timely stocked before the relocation to the newly built Common Emergency Reception at Herlev Hospital in June 2021.
From Project to Operations
In the newly built Common Emergency Reception, where things move quickly and with the expectation of receiving up to 100,000 patients annually, it is crucial for healthcare staff from day one to provide rapid patient care. A key condition for this is a clear layout of depots and cabinets with the right items on the shelves, ensuring that all necessary equipment can be accessed efficiently.
During the transition from project to operations in new hospitals, there can be instances where there isn’t immediately enough space for goods and equipment. According to Managing Consultant at Langebæk, Peter Lamp Sørensen, this can make the moving process overwhelming.
At Herlev Hospital, the challenges became clear in connection with the planning for the relocation of the Common Emergency Reception. Langebæk was therefore involved in this process as advisory consultants in an operational collaboration with Service and Logistics as well as healthcare staff.
Involvement of Staff
Langebæk facilitated the process using a workshop-based approach, where challenges, opportunities, and final solutions were highlighted through several inspiring workshops.
Peter Lamp Sørensen points to the staff's professional knowledge as a decisive factor for the success of the project and explains the process:
‘Key employees from Service and Logistics, along with the Common Emergency Reception, worked together to create an overview and clarity regarding the department's layout, storage space, and supply security. At the same time, they worked on a concrete, operational level to set up cabinets and depots so that preparations could be made for the final relocation.’
Regarding the workshops conducted and the inclusive approach, Henrik Als, Head of the Logistics Unit at Herlev Hospital, says:
‘Langebæk brought in their extensive process experience from similar projects in the hospital sector, acting as a professional project manager for our joint meetings. Their experience in leading workshop processes was crucial to ensure that all parties were activated, engaged, and involved.’
A Shared Project Based on Facts
From the start of the project, as the workshop sessions were initiated, it was clear that this was a joint project with a mutual desire for a productive relocation plan.
Henrik Als explains:
‘The project was divided into two parts: One focused on placing clinical instruments in the physical layout, and the other involved the first filling of cabinets, as well as the implementation of the bin system. We worked with a shared strategy. When the facts are in place, and you can document processes, time, and resources, you have a very strong foundation that fosters constructive, fact-based dialogue.’
He further reflects:
‘We had constructive discussions based on facts. This must be one of the most important aspects of a relocation process. It gave great support from the management to Service and Logistics, as we were able to present well-documented, fact-based arguments thanks to Langebæk’s calculations and the summaries from the workshops.’
Peter Lamp Sørensen agrees, recognising that the project had a clear common goal. For Langebæk’s project team, the operational work was particularly meaningful.
‘When we are hands-on in the process, as we were in the project at Herlev Hospital, being physically present is very rewarding. We can make decisions and adjust along the way, while the staff’s expertise becomes evident during the facilitation. From our perspective and experience, which includes a wide range of tasks, particularly at the strategic level, the workshop-based approach grounded in facts is the ideal model,’ says the project leader.
With the Pieces in Place in New Surroundings
Kanban is not new to Herlev Hospital, as the bin system was already in use within the hospital. However, it was crucial to develop a detailed model for the system’s layout in the Common Emergency Reception at Herlev Hospital. Before the bin system was rolled out, a plan had been prepared to ensure capacity, resources, and the security of restocking.
‘An important part of the success of implementing the bin system is understanding and anchoring the solution with the employees who will use it,’ explains Peter Lamp Sørensen, who, with over 15 years of experience in implementing bin systems in Danish hospitals, provided the knowledge that formed the basis for a clear and user-friendly introduction to the bin system.
The experiences and process can now be applied across other departments in the hospital, benefiting colleagues in different areas. Similarly, the process will create value for other hospitals facing similar challenges to those Herlev Hospital encountered, such as the need for facilitation of workshops and optimisation of the relocation process.
Successful Project
After the very successful relocation of the Common Emergency Reception, Henrik Als is pleased that the process proceeded without major issues:
‘For such a large project, as moving an entire emergency department to new premises, the most important success criterion was the sense of security and calm that the process provided to the healthcare staff. This meant that, even though many changes occurred during the relocation process, there was a plan in place for how it would unfold. There was also a belief that the move would succeed.’
From Langebæk’s perspective, the success of the project was largely reflected in the involvement of staff.
‘During our joint workshops, it was essential to bring the staff’s knowledge into play using facilitation techniques and experience. Understanding the staff’s needs was key, as they are the daily users. Once this was achieved and integrated into the planning for restocking and preparation for the move, the plan was ready for implementation,’ concludes Peter Lamp Sørensen.
From Herlev Hospital’s side, the project is also viewed as a success.
‘Having Langebæk as an impartial party in the communication between Service and Logistics, healthcare staff, and management was a significant part of the project’s success,’ Henrik Als concludes, satisfied.
