SM Gestão Hospitalar

Assessoria Empresarial e Gestão Hospitalar Ltda.


Management Model Main Topics

The sharing management system is one of the policies adopted by SM that develops a partnership with the contractors. This contract system is based on targets. Attending the contract targets is a condition to execute the Company’s payment. The proposal is to improve the hospital add value and to make the team good enough to operate the hospital before transferring it back to the contractor whenever requested in the contract. The SM revenue is exclusively supported by the value added and it cannot become a fixed cost.

SM Management Model includes a continuously education program of its team and to do that the Company applies its accumulated know-how.

In addition to its own expertise, the Company also receives relevant contribution of important institutions such as IBQN (Brazil) and the Juran Institute (USA).

SM contract operation expertise, the Company’s interaction with The Public Administration that is compulsively determined to solve complex problems and the contractor high expectation levels represent a valuable experience of the Company.

Another singular expertise is the relationship between SM and its employees and suppliers whom produce the necessary quality level to attend the client’s expectation.

Operational Policies and Corporative Policies

Human Resources

Human resources development represents a main topic for SM’s Technology Model and also for its contracts operation because all the other critical success factors depend on it.

SM Quality Policy invests in order to:

  • a) Attend the client’s expectation;
  • b) Innovate to improve the service quality;
  • c) Training and recognizing the value added by its employees;
  • d) Develop “win/win” partnerships to improve social welfare.

The Human Resources Management Program highlights motivation, results sharing, team work, personal coaching to maximize individual abilities, focus on productivity, on quality patterns and on attending the client’s expectation.

Total Quality

All administrative areas, from human resources to supply chain and technology, are engaged to attend client’s expectation.

Besides this basic premise its is mandatory that the physicians and all the patient caring team be committed with the client’s necessities providing an integrated service with an appropriated measured system to control de process and the contract goals.

In this scenario SM adopts the National Accreditation Organization Manual. The Brazilian Ministry of Health adopted the ONA’s manual as a pattern.

SM Management philosophy seeks the following principles:

  • a) Usage of Total Quality Tools specially in critical processes to attend client’s expectation within the least time and respecting the budget;
  • b) The patient health care services are priority and all the other services need to work integrated to fully support them;
  • c) Team work and suppliers satisfaction are also included in the Quality Program;
  • d) The SM know-how is the result of a continuously learning system developed to support society demand and it is also the result of the lessons disseminated by international institutions including the ISO 9000 routines.

Productivity / Production / Costs

SM Technology is based on best practices and in a scientific methodology to continuously improve quality regarding the efficient utilization of the resources to accomplish the contract goals (cost/benefit analysis).

The “quality / productivity” relation is based on some principles:

  • a) Cost optimization;
  • b) Reduction in the number of process phases to reduce bureaucracy;
  • c) Clear information and social service orientation to the patient family for a better understanding of the medical procedures reducing tensions and improving the job environment.
  • d) Reducing process cycle time;
  • e) Reduction of the length of stay;
  • f) Family commitment in following the internal rules and educational campaigns to remove inappropriate habits that can retard the treatment;
  • g) Improvement of the health service not only by reducing the length of stay but also by data integration with the preventive medicine service.
  • h) Improving bottom line results such as revenue or cost per bed;
  • i) Supplier management program regarding quality, commitment, price and payment conditions.
  • j) Implementation of great number of quality tools to improve productivity, quality and cost reduction including benchmark, value add analysis, leadership and motivation incentives and measurement systems to control critical to quality factors.

4.2.4. Administrative and Operational Update of The Hospitals

The technological update is mandatory in the Company business strategy and it is strongly related with the human resources development policies.

The Corporation is permanently aware of its own administrative structure update and it is also aware of new international technological trends regarding management systems, information technology and health care protocols. The research and update process is made by the team of specialized professionals who work in the hospitals.

The update process is a big challenge that requires a great commitment between SM and the contractor because it demands, most of time, the elimination of old habits and great investments.

The procedure update policies and the management update policy must consider the economical viability analysis regarding the short term and the long term.

The short term analysis is more efficient, it is more predictable. The long term analysis is riskier: demand, technology, social problems among others.

In general, the long term investment is a contractor risk but SM makes the necessary analysis, plans and recommendations for those investments.

Reports, valuation models, engineering projects, business plans and targets are the first contributions of the Company in the project phase in order to make all stakeholders conscious about what shall be expected in the future.