Operational Excellence


Cost-effective operations stem from creating and implementing innovative service models, processes and operations management principles. We help our clients thrive through the adoption of world-class operational excellence practices, made possible by our passion for continuous improvement, our deep understanding of the social and healthcare sector, as well as extensive experience of diverse operational environments.

NHG is a pioneer in designing value-based and customer-oriented care models as well as in improving productivity of operations. By developing customer guidance and case management models, we can ensure that people receive the right kind of tailored support in the right place, at the right time. This in combination with the adoption of the latest preventive and rehabilitative care models allows for the control of demand, as well as for achieving the best possible care results.


Johan Groop D.Sc. (Tech.)

Senior Partner
johan.groop@nhg.fi / +358 50 358 1610

Tampere University Hospital (TAYS) has about 10 million support service events per year. Hospital staff often order support services on paper and using order systems designed by different providers, which is not expedient in a busy hospital environment.

Kaufmann designed and delivered a mobile application named Paketti (“Package”) to TAYS, enabling staff to place orders using a single application. Support staff have more time available when nurses can manage routine orders on the spot. A user-centred development model guarantees that the service meets users’ needs.

The service was created in two-week sprints, supervised by a steering group that meets monthly and a strategy team that meets twice a year. Today, the application is used in the TAYS Central Hospital, Coxa and Heart Hospital.

The project involved the planning and implementation of an incentive bonus model for the Central Uusimaa service voucher trial. The aim of the model was to encourage outpatient service providers to optimise their operations from the perspective of customers and care chains as well as to support investments in preventative care.

The project initiated by calculating the municipal, age group and service need capitations to encourage the treatment and activation of challenging population groups. Following this, an incentive bonus model was created where service quality, efficacy and cost-efficiency were measured according to the so-called triple aim model.

The model was adopted in the freedom of choice trial and proved to steer providers in the right direction. The model also encourages the continuous development of providers and their cooperation with others.

The aim of the project was to make the division of duties between different occupational groups in the city’s health centres more reasonable and thereby make service more efficient and customer-oriented.

The project involved the development and implementation of a so-called acute team for urgent care where six nurses and three doctors work as a team. The model enabled the more effective utilization of the skills of both nurses and doctors and productivity increased by 30–40%.

The model created during the project has been further developed and adopted at other health centres in the city.