I was recruited to Doctors Hospital to bring about a turnaround to improve the institution's long term viability. The hospital was generating a deficit of $ 500,000 per month. The turnaround involved a complete audited analysis of the hospital's operation and competitive forces. The main competitor was a larger hospital four blocks away.
It was obvious that to compete the facility had to set itself apart form its local competition.
A process engineering study generated efficiency challenge areas of the hospital's operation.
Physician specialty resources were recruited to dilute the impact of service movement between the two facilities. An image agency was engaged to develop a theme for the new, more efficient, patient friendly Doctor's Hospital. After two years the hospital was producing a $ 500,000 annual margin. Two years later this had increased to $ 1,000,000 annually and the turnaround was deemed a success.