2. Real solutions
‘We believe that for change to be effective it must come from within’ for the
M O R E C H A N G E . G R E AT E R D E M A N D S . industry
INCREASED PRESSURE. WHY IT WORKS
The changes in our healthcare industry continue - more complexity in A Renoir project works for a number of reasons:
technology and available treatment, changes to funding, reimbursement, 1. Our experiences are not confined to the healthcare industry, giving us
mergers and takeovers. Increased patient, physician, customer, regula- a broader perspective and access to diverse industry solutions, as
tory and revenue demands. And added pressures from increased supply well as a critical objectivity.
chain costs, staff shortages, and competition. Prescriptions for failure or 2. We believe that in order for change to be effective and sustainable,
opportunities for a healthier tomorrow and competitive advantage? it must come from within, and we work with staff at all levels to get
buy-in and ownership of change program elements.
ENGAGING YOUR MOST POTENT ASSETS 3. We always work toward specific, well-defined project objectives
A significant strength we have at our disposal in ‘Truman Medical and we commit to delivering them in full at the fee quoted.
addressing the issues and challenges that we all Centers was most 4. Our people are selected for their ability to lead your people to desired
face today, is the dedicated, committed and pro- pleased with outcomes.
fessional workforces that typify the healthcare Renoir’s Assessment 5. We are practical:
sector. Paradoxically, these same people are of our Supply Chain • IT enhancements are developed to resolve specific
often poorly prepared to deal with the commer- Function. By issues, not for the sake of IT.
cial requirements that govern the day to day implementing your • If there are labor issues, we have the expertise (and the
operational success or failure of today’s health- findings, we are common sense) to prepare the workforce before trying
care providers and suppliers. projecting savings to embark on a change program.
of $300,000 (one • We believe an organization should improve with
A DIFFERENT APPROACH. what they have, before buying in new technology.
time) and $645,000
Given the pace and pressure, the need for man- (annually). Renoir • We never promise what we can’t deliver.
agement assistance has never been greater and was also one of the HOW IT WORKS
yet the traditional management consulting catalysts for a
approach of delivering blueprints or prescribed major culture It all begins with a low cost Assessment that allows us to define the
solutions derived from benchmarks and inter- change within the opportunities, develop an implementation plan and proposal, and allows
views often fails to deliver. organization.’ you to see us in action with your people, to demonstrate how the rela-
At Renoir, we understand and appreciate the tionship during a project will work.
John W. Bluford, A Project brings into play our powerful Focus Process™. This employee
time constraints and
‘I am very impressed President & CEO, engaging technique not only ensures buy-in and ownership, but also
sensitivities that define
with what we have Truman Medical examines and enhances the connectivity between strategy, vision mis-
been able to Centers sion and goals with day to day execution. Positive changes begin very
industry. We also under-
accomplish with the stand the need for financially sound decisions early, bringing not only confidence, but financial improvements, as well.
dedicated assistance involving consultants and the requirement for Finally there is an extended AfterCare period to ensure that the improve-
of Renoir. They have predictability and success. Gone, therefore are ments achieved are not only sustainable, but actually improve with con-
delivered on all of the the endless interviews, questionable bench- tinued proactive efforts from your people.
commitments they marks and wish list blue prints. Gone, too, are
made in developing the financial risks resulting from consulting ‘Renoir’s experience in change management was
the project schedule – assignments that more often than not, fail to clearly evident. They displayed keen perceptual
often ahead of deliver tangible results. skills that allowed them to understand the
schedule – and turned complexities of our organization. Renoir was
around even this most ‘One of the greatest attributes that Renoir committed to delivering tangible, sustainable results
skeptical about the brought to the table, was that they taught in a timely manner. In their time in our institution,
ability of consultants the skills and behaviors required to be Renoir helped put into |place processes and
to provide successful, so that their client can take behaviors that have led to dramatic supply chain
added value.’ what they learned and apply it to other improvements. The Renoir Group exceeded our
supply chain opportunity initiatives.’ expectations in every way.’
Thomas J. Lewis,
President & CEO, Pat Krier, Director, Anne Madden-Rice, Associate Director & Chief
Thomas Jefferson Supply Chain Optimization, University Operating Officer, University of Iowa Hospitals
University Hospital HealthSystem Consortium, Chicago and Clinics