Cost Savings

COST SAVINGS

TABLE OF CONTENTS

Automated Floor Stock Management................................................................................................................. 3 Self-Service Kiosks................................................................................................................................................. 4 Mobile Checkout................................................................................................................................................... 5 Capacity Management Suite................................................................................................................................ 6 Commissary Solutions........................................................................................................................................... 7 Labeling System Inventory Control and Grab & Go Packaging........................................................................ 8 Early Recovery After Surgery Protocol ............................................................................................................... 9 On-site Insights.................................................................................................................................................... 10 Food Waste Disposal.......................................................................................................................................... 11 Research and Analytics....................................................................................................................................... 12 Journey Mapping................................................................................................................................................. 13 WasteNot.............................................................................................................................................................. 15 Hospitality Assessment....................................................................................................................................... 16 Candidate Assessment....................................................................................................................................... 17 Onboarding and Training. .................................................................................................................................. 18 Peer Interviewing................................................................................................................................................. 19

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AUTOMATED FLOOR STOCK MANAGEMENT FLOOR STOCK DISPENSING MACHINE BY TOUCHPOINT

Say goodbye to inventory tracking problems

Traditional floor stock systems make it difficult to secure and track inventory. Oftentimes, it’s impossible to track who has access to floor stock items and where items are going, which can be a costly expense. To help solve this problem, we’ve built an automated floor stock dispensing machine to control costs and improve compliance.

Our automated floor stock machine provides computer-controlled storage, dispensing and tracking of floor stocks on patient units. Only individuals with access to the machines can access inventory, reducing the potential for loss. To improve tracking, the user must enter the patient’s room number before the product is dispensed. The machine’s tracking system proactively monitors inventory usage and generates reports to allow our teams to make more informed inventory management decisions. This machine also alerts the right individuals when items need to be restocked, making the overall operation more efficient.

The first floor stock dispensing machine rolled out to St. Agnes Hospital in Baltimore, MD in summer 2018.

From $5,800 | Plus a monthly charge for cellular network connection

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SELF-SERVICE KIOSKS

STREAML INING THE CUSTOMER EXPERIENCE WHILE OFFERING GREATER STAFF FLEXIBIL IT Y For people in a hurry to get back to their day, ordering and paying fast is a priority.

IMPROVE CUSTOMER CONVENIENCE Self-service kiosks give our guests the freedom to leisurely browse menu options or make quick work of short lunch breaks. REDUCE STAFF DEMAND Café guests select menu items, process their credit card payment and even print a receipt, all using a simple interface. No service staff needed. This added efficiency allows the café to serve more guests in less time. FLEXIBILITY FOR ANY CAFÉ No two cafés are alike and our kiosk partners have flexible solutions for all cafés. With self- checkout, order and pay, or order only options, cafés can choose which solution integrates best with their workflow.

Tabletop self-checkout: From $12,000 | Floor self-checkout: From $15,000

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MOBILE CHECKOUT

BUST THROUGH THE LUNCHTIME RUSH

If you have a busy café, line-busting tablets can be the answer to long wait times and kitchen backups. Line busting is a system in which cashiers take orders on mobile tablets faster than the counter staff can work the stationary terminal.

These tablets enable the kitchen to start working on orders faster, which improves throughput and the guest experience.

Line busting brings the hospitality of full-service restaurants to the quick pace of the fast casual experience.

In addition to efficiency, handheld tablets get staffers out from behind the counter! Cashiers can finally break free from the counter and start engaging with guests.

Depending on the model, self-service kiosks can convert into mobile POS systems, maximizing your investment.

8” Tablet: From $18,000 | 10” Tablet: From $15,000

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CAPACITY MANAGEMENT SUITE BY TELETRACKING

TeleTracking’s Capacity Management Suite™ system is an integrated set of solutions that can reduce operational costs by improving patient throughput, better utilizing beds and equipment as well as reducing transport and environmental services staffing needs. The result is reduced length of stay (LOS), decreased emergency department overcrowding, improved use of resources and an opportunity to grow revenue.

A few of the applications that we use are:

BEDTRACKING®

BedTracking® optimizes patient flow by reducing time lags in the bed turnover process and automating the communication of bed status to all patient flow stakeholders. Improving communication helps to reduce the number of stat cleanings and can reduce the LOS through faster bed availability. Rich reporting features show employee performance and volume trends, simplifying staffing decisions. TransportTracking® is a proven transport management application that streamlines patient flow throughout the duration of care. By using intelligent and configurable dispatching logic to assign transport requests to employees, transport staff is used most efficiently. When used as part of theCapacityManagement Suite™ system, transports for discharges or transfers automatically trigger dirty bed notifications to environmental services so that the bed can be turned without the need for a request from nursing. This keeps department schedules running on-time by allowing staff to pre- schedule transport requests and see progress of these requests in real-time. TransportTracking is complimented by easy-to-use reports on productivity, request volume and response time to measure and optimize performance. TRANSPORTTRACKING®

The Capacity Management Suite allows us to: —

Automate work between patient flow stakeholders — Improve timely patient access to the right level of care — Improve discharge process & bed turnover — Remove patient flow bottlenecks — Reduce LOS, delays and hold time

Varies depending on Teletracking module and hospital bed size

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COMMISSARY SOLUTIONS

GRAB AND GO PRODUCTION

In a market with increasing job growth and decreasing unemployment, we’re continuously looking for solutions that allow us to provide quality service with less staff.

That’s why we’re partnering with centralized production kitchens to produce our grab-and-go products.

Using a production kitchen in Texas has

What’s great about this kind of partnership is the level of control and customization we have. Production kitchens use our own Webtrition recipes to prepare and package fresh grab-and-go offerings. They work within the pricing we set and have the ability to produce both cost- effective and premium offerings. By moving grab-and- go production to them, we get a more consistent product across all of our units.

allowed us to reduce 9.5 FTEs from the cold-prep production line and move them to an area where we really need them...in front of our patients and guests.

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LABELING SYSTEM INVENTORY CONTROL AND GRAB & GO PACKAGING FRESHDATE BY MEDVANTAGE

FreshDate is a fully automated food labeling system that encompasses all aspects of foodservice labeling accuracy, eliminating human error and ensuring regulatory compliance. It’s easy to implement and cost effective. FreshDate’s automated dating feature is based on shelf-life standards, which ensure all labels are dated correctly with prep and expiration dates/times. This minimizes the chance of health code violations by improving labeling legibility, accuracy and completeness. The FreshDate system updates via standard Ethernet and USB and a WIFI option allows for remote updates without having to rewire the kitchen. • Custom grab-and-go labeling with ingredients and nutritionals  • Prep/production labeling with Use First, Received On, Opened On and Pulled to Thaw options  • Print barcode labels for point-of-sale and inventory scanning  • Over 1,100 programmable food options support the most complex food operations 

• Easy-to-use touchscreen that allows you to print labels in seconds • Simplifies coming FDA requirements for nutrition labeling of all foods

“We are able to reduce waste due to our ability to date and label anything. It saves us tons of time, especially when labeling the salad bar.” - Kelvin Oluoha Associate Director St. Francis Medical Center, Lynwood, CA

$1,775 per machine

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EARLY RECOVERY AFTER SURGERY PROTOCOL

Enhanced recovery after surgery (ERAS) protocols are designed to improve clinical outcomes by optimizing nutrition before surgery. Research suggests that maintaining preoperative organ function can reduce the profound stress response many patients experience following surgery. The benefit? Shorter length of stay and fewer readmissions due to reduced infection rates and improved response to treatment. Recently, the medical team at AMITA Health Alexian Brothers Medical Center in Elk Grove Village, IL ,worked with the TouchPoint nutrition team to implement ERAS protocols for joint replacement and GI surgery patients. With physician oversight, our dietitians have been working to put the following nutritional aspects of perioperative care into place: • Establishing preoperative nutrition of 15+ grams of protein per day two weeks prior to surgery • Replacing NPO with a high-carbohydrate liquid two hours prior to surgery • Encouraging post-discharge continuation of a high-protein diet • Educating patients and administering nutritional supplements

TouchPoint ’s clinical team is building protocols to support ERAS programming. ERAS protocols must be jointly planned and

implemented with your Ministry’s medical team.

The implementation of ERAS protocols at ABMC has led to reduced length of stay by 1.2 days for elective joint replacement surgery.

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ON-SITE INSIGHTS BY COMPASS GROUP

The objectives of the On-site Insight (OSI) model can be to find a solution to an existing problem, assess guest preferences, uncover opportunities, and gain an understanding of priorities and habits related to the dining and patient experience. What better way to do this than to ask our associates, customers and nursing partners for input and feedback? On-site Insights is a focus-group research model designed by Compass Group to discern the voice of the customer. In preparing for anOSI, wemine data on the operation andwe design questions to accommodate the account’s specific needs, creating a customized data-driven approach for each engagement. These engagements are followed by milestone hurdles to ensure outcomes are achieved and measured. On-Site Insights have captured the voice of customers in more than 20 Ascension accounts. OSIs are known to drive: • Increased sales • Increased customer and client satisfaction • Increased associate engagement

The On-site Insights report offers a valuable roadmap to TouchPoint and Ministry leaders for program improvement.

Across Compass, On-site

Insights have taken place at more than300 accounts, engaging more than 10,000 retail customers. The results in the retail setting have been quite impressive with a 7 – 11 percent increase in sales.

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FOOD WASTE DISPOSAL

ORCA BY TOTALLY GREEN, INC.

For our facilities that generate a high volume of food waste, ORCA is an environmentally friendly alternative to the food-waste disposal issue.

This system works on site to “digest” up to one ton of food waste per day, turning it into environmentally safe water that flows straight into the municipal sewage system.

With no bags or garbage bins of food waste to dispose of, there’s no need to pay for trucks to haul the waste to landfills or remote composting facilities. Along with this sustainable technology, ORCA offers a comprehensive waste management service plan to support our other food-waste disposal efforts. ORCA’s food-waste disposal solution also solves the problem of pests such as fruit flies and unpleasant odors associated with food waste storage. It also reduces the burden on associates, who otherwise risk injury from carrying heavy garbage bags of waste to loading docks, sometimes up and down flights of stairs.

This waste disposal management system represents great savings by eliminating the cost of having your food waste trucked to landfill sites.

Benefits of ORCA include: Lower hauling costs —

Lower environmental, health and safety costs — Elimination of methane pollution

and significantly reduces greenhouse gas emissions — Reduced janitorial supply costs such as garbage bags, bins

Monthly rental $425- $1,175 | Purchase $13,725 - $37,250

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RESEARCH & ANALYTICS Data and analytics are powerful tools to shape our operations. Within TouchPoint we can use analytics to solve the unique problems our clients may face or spur change. It’s about using the data that we generate as a company to guide our decisions going forward. Instead of data being the “exhaust” or byproduct of doing business, it can be the fuel that facilitates change.

Analytics engagements are scoped following an assessment of the need and can take many shapes, including:

PATIENT SATISFACTION A deep dive on patient satisfaction can help you quickly react and align services related to patient feedback. By identifying the “root cause” of low satisfaction, we can isolate an effective action plan. Are there specific patient segments that you aren’t connecting with? What targeted actions can you take to curb declining scores? STAFFING OPTIMIZATION This type of analysis helps us ensure that we staff to actual demand and thereby align our structures for maximum efficiency. Properly staffing to meet demand will help us improve the bottom line and satisfaction. ASSOCIATE ENGAGEMENT A deeper analysis on your operation’s associate engagement data will help us identify specific action plans for your team. We mine survey data, conduct sentiment analysis and factor analysis to identify local or national “people strategies” that will improve engagement. SAFETY Keeping our associates safe is core to who we are. When a pattern of safety challenges are evident, we analyze the root causes to guide our support teams to hot spots. This allows us to provide additional training exactly where it is needed.

MENU ENGINEERING BASED ON CONSUMER DEMOGRAPHICS If retail sales are lagging, it might be valuable to assess local demographics and menu trends. We want to understand what options are available outside the hospital and where customers might choose to dine in the community. Customizing menus to local food favorites and forecasting future trends can help you better align your offerings to the preferences of your hospital’s associates and visitors. POS MINING In addition to consumer demographics, POS data can shed light on your visitors’ preferences and willingness to spend. Letting buying patterns dictate our retail offerings allows us to drive efficiencies and make customers happier in the process.

Analytics is about solving problems, spurring solutions and impacting results

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JOURNEY MAPPING

POWERED BY COMPASS GROUP

At TouchPoint we leverage the power of Compass to blend our analytics driven insights with revolutionary technology, all geared to drive an advanced hospitality experience

Jessica & Anna’s experience journey ARCHETYPE: Short-term patient AGE: 26 ROLE: patient DAYS HOSPITALIZED: 4 (3 nights)

MOTIVATIONS: • Go back home

Morning

The nurse brings Anna for her milk

Michael orders food for both

Feeds Anna

Breakfast comes in

Anna doesn’t stop cyring after her meal

Jessica’s husband is back for lunch

Orders breakfast

Tries to take a quick nap while Anna is sleeping

Has lunch with him

Bath time

Wakes up around 5am to feed Anna

n

Michael has to leave her alone fo a couple of hours

Once Anna is

The nurses come to her room to do bedside report

c

Nurses wake her up to take blood pressure

quiet, she (Jessica) takes a nap

UPDATES

MORNING CHECKUP

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One important research method we deploy to identify pain points and opportunities to improve service is called Journey mapping. It is one way to study the user experience (UX) and is done at a client site, using observation, interviews with patients and staff and activity analysis. Journey mapping will enable us to understand your Ministry’s patients or associates, their journeys and interactions. The assessment brings to light both positive and negative elements that may be affecting their experience and identifies possible solutions to bring about improvement. The observations are presented as personas representing the core types of users; journey maps mapping out a day-in-life for each persona, and social activity maps demonstrating the interactions between these personas at different points of their day. Each persona faces positive and negative experiences throughout a day (what we refer to highlights and pain points). As part of this research, a set of solutions are proposed that allow us to respond to pain points and highlights unique to a type of user. In other words, similar solutions improving or enhancing unique experiences.

Afternoon

Night

The floor gets cleaned

Feeds Anna

Feeds Anna

Spills juice on the floor

The call center reminds her to order dinner before the service is closed

Night nurses

Both fall asleep

Her doctor comes to see how she and Anna are doing

o take k nap Anna ping

come into the room

Anna is back to the

Anna needs to be changed

Falls asleep

room for her milk

Anna is taken for some tests

Anna needs to be changed

QUIET TIME

AFTERNOON CHECKUPS

WRAPPING UP

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WASTENOT BY COMPASS GROUP

“Recycling” seems to be the banner of many green initiatives, but it’s actually one of the later steps to be taken in efforts to stabilize our environment through better waste management. There is much more we can do to reduce waste in the first place. The Environmental Protection Agency (EPA) hierarchy suggests that we must first focus on reducing food waste at the source.

WasteNot was developed by Compass to track, measure and reduce food waste at the unit level to save on hauling costs, production costs and food waste. It focuses on three key categories:

1

2

3

UNUSED/OUT-OF- DATE INVENTORY

PRODUCTION WASTE

OVER PRODUCTION

The program can be used with other product cost-containment initiatives and is uniquely designed for front line associates. It gives them the tools, perspective and ownership they need to track and report on food waste by station.

By reducing this waste, we reduce the costs and carbon footprint of disposal, and on the front end, the energy of processing, packaging and delivery of the food in the first place.

In the U.S., we send 40 percent of all of the food we produce to landfills. Some people might dismiss this as naturally biodegradable. But in a landfill, the food degradation process forms methane, a greenhouse gas that’s around 30 times more potent than carbon dioxide!

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HOSPITALITY ASSESSMENT BY TOUCHPOINT SUPPORT SERVICES AND BRACE HOSPITAL IT Y

One of the most important decisions our unit leaders can make is who they select to be part of their teams. Using very targeted but nuanced questions during the interviewprocess canhelphiring managers clearly see which candidates possess the compassion and hospitality ethic so essential to our success. To aid our managers in hiring the right candidate, we’ve worked with our company’s most talented associates and Brace Hospitality to develop the Hospitality Assessment. With an understanding of what puts our best associates at the top of their respective fields, Brace Hospitality has crafted training and interview questions that will help interviewers find those very attributes. The Hospitality Assessment equips managers with the tools needed to approach candidate selection strategically. By using TouchPoint-specific behavioral interview questions, managers can better define knowledge, skills and talent needed when interviewing associates to join their teams. To accompany the assessment, managers go through extensive training centered on how to interview and make the best selections.

As of spring 2018, the Hospitality Assessment is the standard interviewing process for all hourly positions.

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CANDIDATE ASSESSMENT BY THE JUDGMENT INDEX™

A number of measurements have been used over the years to help interviewers identify the ideal candidate for jobs, teams, board membership, and relationships. These instruments typically fall into one of the following categories: intelligence (IQ), emotional balance and personality. TouchPoint has taken a different approach. We place a high priority on measuring our candidates’ value systems and their penchant for hospitality. We believe that in so doing we’re able to better predict the candidate’s ability to make critical decisions and deliver hospitality with positive attitudes, motivations and behaviors. TouchPoint’s assessment gives us predictive analytics that help us evaluate elements that are key to a purpose-driven culture as we look at the candidates’ values, world view, steadiness and emotional balance.

The use of this assessment is a standard procedure for all hourly TouchPoint new hires. THIS IS HOW IT WORKS • The assessment is built into the application workflow and takes about 15 minutes to complete • It is easy to take and hard to “trick” • Candidates rank 18 statements based on what they value – most to least • The results are available almost immediately and are easy for the hiring manager to interpret

When companies hire for values and cultural fit, they consistently see: time saved in the process — money saved in the operations — better employees hired

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ONBOARDING & TRAINING

With a strong employer brand, people want to work for us – because of what we do and how we do it. Building and communicating a strong employer brand is a great way we can attract and retain top talent.

We select by design, onboard with intent and enthusiastically develop our associates. The result is associates who love coming to work every day. We believe in hiring for heart and training for skills. Our sourcing and selection processes are unique in that we look first for the right fit for our culture. STARTING MANAGERS RIGHT Literally on day one, manager training starts with our approach to hospitality. Then every manager we hire attends a week-long cultural experience where they meet Scott MacLellan, our CEO, and other senior leaders. They connect with their career by working with functional experts. Skills training provides practical knowledge, advice, coaching and networking with other managers. Creating mentor relationships and communities of learners lets the new manager feel the power of the family. Our managers are never alone. Regional and national teams always have their back with best practices, advice and innovations. HOURLY ASSOCIATES GET A GREAT START We train all associates about our purpose, their roles and resources with My Great Start. It highlights what is important to our shared success: • Operating philosophy, purpose, culture and guiding principles • The associates’ role in fulfilling our shared purpose through hospitality and service • Becoming part of the team For hourly associates, My Great Start builds throughout the first 90 days – a critical time for engagement and retention. In 30, 60 and 90 day meetings, we help associates gain knowledge and understanding of what’s important to them and to us.

Then daily, we conduct a pre-service meeting before each shift to talk with the entire team as they prepare to greet our guests and patients. We cover current activities, focus on specific goals and inspire.

A CAREER OF SUPPORT, TRAINING AND ENCOURAGEMENT We want long-term relationships with our associates. To help associates continue growing throughout their career, we provide training and development opportunities that nourish their mind, body and spirit. We have hundreds of courses – from Food Management Professional certification to self-paced computer skills – all available to help associates serve you better.

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PEER INTERVIEWING To improve our selection of the best talent for every open position, TouchPoint has included peer interviews in the hiring process for all positions.

Peer interviewing builds cohesive teams by allowing our own associates to determine if a candidate is the “best fit.” When we empower our staff in this way, we have a better chance at identifying the best talent to enhance the organization and function as a true team player. After all, nobody knows the job or culture better than existing associates. VALUE FOR THE ORGANIZATION Peer interviewing improves retention and reduces avoidable turnover, enabling us to invest dollars into other important initiatives. Because a well-orchestrated interviewing experience leaves candidates with a positive impression, they are more likely to select us as their employer of choice. VALUE FOR ASSOCIATES When coworkers have a voice in the selection process, they are more inclined to take responsibility for a hiring decision. Since they have a vested interest in their co-worker’s success—after all, it is their own decision at stake—the team will work to ensure that the new person receives the necessary training and support. More importantly, by valuing the group’s perceptions and knowledge, the process builds community, strengthens employee commitment and facilitates optimal performance. VALUE FOR CANDIDATES Candidates can assess the job realistically by meeting the people who actually perform it daily. They can ask questions and express concerns that they may hesitate to voice in a more formal one-to-one interview. By becoming familiar with the specifics of the job and culture, they can make more informed decisions about moving ahead or opting out of consideration.

OUR PEER INTERVIEW PROCESS 1. Director selects TouchPoint peer interview team. The peer interviewers must be in good standing and employed for at least a year. The interviewers need to be people who will take the role seriously and represent TouchPoint well. 2. The peer interview team is trained on our interviewing procedures and the Hospitality Assessment. 3. Peer interviewers and the hiring manager conduct an interview together. 4. Peer interviewers and the hiring manager evaluate the candidate.

As of spring 2018, all TouchPoint units are expected to conduct peer interviews for every vacant position.

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