Evaluate the customer experience of the mother and child hospital, and identify opportunity areas and priorities. Coach internal team with the process so they can replicate and continue the initiatives.
What We Did
This is a fast track 3-weeks immersive process while working closely with the hospital’s core team.
Day 1-2 – Overview and planning
We started with mapping all the different stakeholders, internally and externally, and prioritize target areas to research on. We then continued with grand tour and observation on different interaction areas along the customer journey, from parking, wayfinding, admission, waiting area, emergency unit, delivery room, operation room, check up rooms, intensive units, baby rooms, inpatient rooms, laboratory, radiology, pharmacy, payment process, up to the after service.
Day 3-7 – Interviews, shadowing, and observation
In the following 5 days, we did immersive research starting with stakeholder interviews including the management, shareholders, doctors, nurses, administrative staff in the admission, pharmacy, and cashier. We also interviewed different types of customers, from inpatient, outpatient, pregnant mothers, mothers who just delivered, parents of babies with critical conditions, to patients in emergency unit. In addition, we reached out to people who have used similar service overseas and outside Bali to gain inspirations. Whenever possible, we spent quiet time observing and shadowing the customers or staff to better understand the journey. Halfway through the process, the core team started to moderate the research with our guidance.
At the end of every day, we had debrief session with the extended internal team to share what we’ve discovered that day, get clarification, and start populating ideas that popped into mind.
Day 8-9 – Synthesis
From the stack of stories and data collected, we synthesized the findings into 6 key insight themes that drive specific opportunity areas. Working closely with the internal core team was particularly useful to help prioritize the insights and make sure they are actionable.
Day 10 – Ideation
We invited the extended team representing different divisions and assigned each with specific themes and challenges to ideate on. After mapping and prioritizing the ideas, we picked an idea to prototype for the following 3 days. The team selected the idea of ‘play area’ for children to reduce children’s anxiety coming to the hospital and to entertain them while waiting.
Day 11-13 – Prototyping
We assembled an prototyping team, who would carry out doing the prototyping and testing with our guidance. The prototype was done in day time and tested in the evening. Debrief happened in the next morning, sharing observation and feedback from the customers, and using that to iterate. Towards the end of this process, the internal team took the lead in the activities, and we as consultants stepped back slowly, enabling a smooth handover.
- Key insights and opportunity areas derived from the research helped the hospital to create roadmap and prioritize efforts to improve their customer experience and internal processes to enable that, including key organizational change in KPI, rewards system, and training programs.
- Innovation team built within the hospital, with strong backing from the management, and equipped with know-how from this engagement. This team will spread the design thinking mindset and approaches to the rest of the units.
- Within that few weeks, the core team had already implemented several improvement initiatives back to their units. For instance, modifying ways to greet and communicate with patient’s parents in the intensive unit.
- The prototyping team saved almost 90% of budget and 30% of time by doing quick prototyping versus straight away implementing untested expensive solutions.
From the Client
We all know how important it is to understand customers, yet many companies who even claimed to be “customer focus” tend to design product, services, and solutions based on their own perspective and assumptions of the customers. We are often pragmatic, prefer to “jump to solution”, and researching with customers tend to be viewed as impractical, takes time and costly.
Somia clearly demonstrated to us how to design products, services, and solutions by involving customers / users through the approach of design thinking / design sprint, which resulted in solutions that are quick to implement, cost-efficient, and fit the user needs.
New initiatives derived from this process gained positive responses from patients, such as the playground, radiology service, signage, and interior design of the children ward. Initiatives on management to enhance efficiency and services such as design of birth certificate and cardiotocography result also received positive responses from the doctors. Initiatives on standard performance through design of new uniform and accessories are very well liked by staff and are preferred by patients and visitors.
Somia is a reliable partner for implementing customer experience. It’s worth the investment for customer-oriented companies.
Dr Ida Bagus Semadi Putra, Sp.OG
President Director of Puri Bunda