Insights Series Issue 4: "Achieve twice as much but only work half as hard"

This detailed analysis examines how Zwanger-Pesiri provides radiology services that meet the highest professional standards while also offering superb, personalized customer service.

Siemens Healthineers Insights series Issue 4 Achieve twice as much but only work half as hard A paper on how to ‘Increase workforce productivity’ co-authored with Zwanger-Pesiri SIEMENS Healthineers About Siemens Healthineers Insights series Today, every health system struggles with rising costs and varying quality. Diagnoses and treatments are designed for typical patients. Delivery of care is fragmented and focused on volume. The patient experience journey is in its infancy. And healthcare doesn’t leverage the full potential of data. How can we change that? At Siemens Healthineers, our insights make it possible to turn challenges into opportunities. Our purpose is to enable healthcare providers to increase value by expanding precision medicine, transforming care delivery, improving patient experience, and digitalizing healthcare. As your partner for better outcomes in healthcare, we strive to provide a forum for addressing these issues, and to offer insights and new approaches. By joining the conversation with industry thought leaders and change makers, we are sharing forward-thinking ideas and solutions. We are also establishing a platform for leaders in healthcare to connect and exchange with peers. The Insights series offers actionable ideas on how to tackle challenges and create solutions that work. Be inspired by best practices and engage with experts at the interface of technology and care. Please visit Paper Achieve twice as much but only work half as hard Executive summary Delivering service at this level demands a higher level of engagement and commitment from management Zwanger-Pesiri, an independent radiology and from the entire workforce – everyone from front-line service provider operating in the greater receptionists to radiologists. In order to fulfill this service New York area, differentiate themselves promise, Zwanger-Pesiri (ZP) ensures that each of their locations is equipped with a full suite of all necessary from competitors by offering an excellent technology. They also improved their internal processes, product – sub-specialty imaging with developed innovative training and recruitment methods, best-in-class technology – combined with and devised unique workplace protocols to make their exceptional service. Patients and referring operations more productive and efficient. physicians receive professional and person- Some workplaces cling to the view that the only way to alized service of the highest quality, quickly improve productivity is to push employees to work harder and efficiently. This is the foundation of and do more. ZP embraces a more enlightened manage- Zwanger-Pesiri’s business model. ment philosophy summed up by Chief Operating Officer (COO) Bob Day as “achieve twice as much but only work half as hard.” The results of ZP’s workplace refinements are evident: happier and more productive employees, which directly contributes to greater patient satisfaction. That, in turn, supports the organization’s business aims. Fully independent healthcare chains are an exception in the U.S. system and must compete daily for the loyalty of their stakeholders – both patients and referring physi- cians. This paper consists of a detailed analysis of how ZP succeeded in this effort, with personal insights from their senior management and practical examples of best practices and impactful innovations. © Siemens Healthcare GmbH, 2019 3 About Zwanger-Pesiri Overview of Zwanger-Pesiri services General Services The greater New York area is one of the world’s most competitive markets. Success MRI whether for a restaurant, a retail outlet – CT or an art gallery – requires a thorough X-Ray understanding of customers’ needs and Ultrasound expectations. Those who invest their time Biopsy or money demand good value for their investment. Women’s Imaging Healthcare services are no different. Here too, the 3D Mammography ‘marketplace’ is defined by intense competition. In order to be successful, customers – or in this case patients – Breast Ultrasound must be treated with the same attentiveness and profes- Breast MRI sionalism they expect in a first-class restaurant. In terms Breast Biopsy of healthcare, this means not only medical treatment and services of the highest quality, but also personalized DEXA Bone Density attention, a comfortable and professional environment, and highly efficient processes that respect patients’ time. Nuclear & PET Patients, as well as referring physicians, are in a very real sense ‘consumers’ and must be treated as such. This is PET/ MRI the philosophy embraced by ZP, a radiology service provider with 30 locations throughout the New York area. PET/ CT Their mission for more than 65 years has been to offer a Nuclear Medicine truly patient-centric experience: delivering radiology services of the highest quality, when and where patients Cardiac Stress Test need them, in a comfortable and highly professional Cardiac MUGA Scan environment. Services offered by ZP today include all basic and advanced radiology services including 3-Tesla Magnetic Resonance Imaging, Computerized Tomography scans, and Positron Emission Tomography Imaging scans (see full range of services on the left). 4 © Siemens Healthcare GmbH, 2019 30 locations throughout the New York area “We are constantly striving to make the best imaging puts the patient first. As in any service industry, friendly, easily accessible,” says Zwanger-Pesiri’s CEO Steven attentive service goes a long way toward winning custom- Mendelsohn, MD. “All patients deserve high-quality ers’ respect and loyalty. This, more than anything, is what care and we are eager to provide that care.” allows ZP to stand out from their competitors. Consistently delivering this level of service and care demands that every The independent, family-owned business employs employee, from the first person patients see upon entering more than 1,300 people at its 30 locations throughout to the last person who completes their visit, is always the New York area. Today ZP is present in every New York delivering top performance. borough except Staten Island. They perform more than 850,000 exams annually, including more than half of all Delivering on these promises is an essential to ZP’s MRIs within their geographic region. And the business is business model. It requires a multi-track approach, with generating solid financial results; between 2016 and 2018, state-of-the-art technology ready when and where it’s charges and revenue both grew by more than 20 percent. needed, perfectly aligned internal processes and systems, As COO Bob Day concedes, “radiology itself is pretty and expertly trained teams performing at peak efficiency. straightforward.” The challenge, according to Day, was to find a way to stand out, to differentiate themselves in a crowded marketplace. How did ZP achieve this? The Zwanger-Pesiri Commitment The central element of ZP strategy to differentiate them- selves was a commitment to excellent customer service resting on a set of fundamental promises. Their first goal is to provide an unsurpassed level of quality in their imaging services. This demands the best technology and a full team of certified specialists trained to use this equipment. Second, they are determined to never say no to an incoming patient. As COO Bob Day says, “We always figure out a way to get every patient in.” Third, they aim to eliminate patient wait times. This not only demonstrates respect for patients and their time, it also serves as tangible evidence that internal processes and systems are operating at peak efficiency. CEO Steven Mendelsohn makes this point even more forcefully: “A waiting room full of patients represents complete system failure.” ZP's final goal is to deliver highly personalized service that always © Siemens Healthcare GmbH, 2019 5 "A waiting room full of patients represents complete system failure." Steven Mendelsohn, CEO The challenge A targeted growth strategy was also part of the solution. Increased size would provide more power over referrals Even with their commitment to excellent and permit greater leverage. Centralized training, schedul- customer service, Zwanger-Pesiri faced ing, and administrative functions like billing could all be challenges that required them to think scaled. But expansion wasn’t simply an exercise to increase revenue. It was undertaken in a very strategic way, to carefully about their business model, enhance their accessibility within their target market, re-evaluate their philosophy, and make particularly the New York boroughs. Thereby, it supported ongoing changes to their internal their mission of making life even easier for patients and procedures and operations. offering them greater convenience. In this way, the business was strengthened in a sustainable way. In an increasingly competitive environment defined by “We essentially have two client groups,” says Bob Day. growing industry consolidation and growing ties between “Patients and referring physicians. We must keep both referring physicians and hospitals, ZP was determined to happy. And for us, patients are the key. If we treat them maintain its independence. “We’d invested a lot in this right, we can earn their loyalty and then we know they’ll community over the course of more than fifty years,” come back and tell it to their family and friends.” explains Bob Day. “And we didn’t want to be taken over by someone who would focus only on the bottom line. We wanted to continue to provide outstanding service to our community – better service than what was being offered by our competitors.” Protecting their independence meant an even stronger focus on their core commitment: excellent imaging, excellent service, and a consistently excellent patient experience. But the business fundamentals also had to be in place: they had to increase their volumes and referrals, and they had to become more efficient. “Improving efficiency wasn’t just an abstract goal. The truth is, because of the competitive environment we were in we simply couldn’t afford to be inefficient or wasteful,” says Day. 6 © Siemens Healthcare GmbH, 2019 Zwanger-Pesiri drives workforce productivity by utilizing three solution levers - - Waste Value-added - activities - - - The solution Necessary activities without value 1 The right technology 1. Like every business, ZP aims to operate profitably. But their The right technology commitment to service excellence is embraced so seriously that in some areas it occasionally requires compromising on short-term economic imperatives. “You can’t just look at driving costs down,” says COO Bob Day. “Nor can you 2. just focus on the clinical side. You have to strike the right The right processes balance.” Fulfilling their pledge to make patients’ lives easier means taking extra steps to ensure that technologi- cal capacity is in place to meet peak load, when and where 3. it’s needed. For ZP, this means investing in new or addi- The right tional technology when existing equipment is utilized at people about 80%. The more common industry practice is to invest in new capacity only when equipment is utilized at 100% or greater. This additional capacity permits waiting times for patients to be minimized and allows peak loads to be spread more broadly. It also supports the organization’s business strategy, making it easier for ZP to grow and expand without straining existing resources. - - What also sets ZP apart from competitors is their commit- Eliminate Ensure ment to provide all high-end imaging services at every waste - individual one of their locations. Having all machines – including for growth instance 3-Tesla Magnetic Resonance Imaging – in place at - - every location is a significantly more expensive operational principle than the conventional hub-and-spoke model, yet - it is essential to ensure that all patients have access to the - same quality and breadth of service. Reduce necessary activities without value © Siemens Healthcare GmbH, 2019 7 "Every internal process should be re-evaluated and adapted every few years." Steven Mendelsohn, CEO 2 The right processes Keep patients moving In addition to high-end equipment, delivering the quality In order to make the best use of the time patients spend of customer service that ZP strives for also requires that at a clinic, as much information as possible is gathered overall processes and systems are fine-tuned for elite per- from them before they arrive. This makes the time they formance. Processes that contribute to peak performance actually spend at the clinic shorter and more result-orient- are not something that can be put in place once, then sim- ed. Almost immediately after patients arrive at reception, ply taken for granted. Continually offering excellent service clinic staff and technicians can proceed with the appropri- requires ongoing review and continual adjustment of all ate procedures rather than spending time on routine intake internal systems and procedures. This constant review tasks like information gathering. Another innovation was a and search for greater efficiency is a personal priority for system to ensure that patients are constantly moving, not CEO Steven Mendelsohn, who argues that every internal sitting and waiting. After arrival, they proceed through a process must be re-evaluated every few years. series of sub-waiting rooms, where the necessary support staff and technicians are already expecting them. This results in a more streamlined process and gives patients Optimizing scan times the feeling that they are being actively treated during their entire visit instead of just passing time. Reducing scan times was the starting point for ZP's efforts to streamline their internal processes. Through a series of marginal improvements, ZP is now able to provide three ‘Remove the thinking’ MRI scans per hour as opposed to the industry norm of two scans per hour. This reduction makes a significant More professional processes to optimize equipment difference to patients as well as to professionals, providing usage were also part of this effort to streamline systems patients with quicker, more flexible service and allowing and enhance standardization. The objective, according ZP to manage their diagnostic caseload more efficiently. to CEO Steven Mendelsohn, was to make all processes Further improvements required ZP to look beyond the simpler and more predictable; to remove as much of the ‘low hanging fruit’. With scan times close to optimized, any ‘thinking’ as possible. With this approach, employees could further marginal improvements in this realm would offer devote their full attention to the ‘how’, rather than only negligible results. Further improvements, therefore, grappling with questions about ‘what’ to do. For more required a deeper and more comprehensive approach. complex questions, employees always have access to Consequently, those processes occurring before and Command Central, a centralized hub of experts who are after actual ‘machine time’ were reviewed and optimized. available with advice or hands-on support. Approximately ZP rigorously analyzed their entire internal workflow 30-40% of the calls received by Command Central are followed by the removal of waste and the elimination of questions about machines, questions that in most cases processes that add little or no actual value. A correspond- can be answered quickly. For more difficult inquiries, ing measure: those services that did add real value – Command Central can manipulate and control all machines to patients and to the organization – were enhanced. remotely through a virtual network computing (VNC) tool. 8 © Siemens Healthcare GmbH, 2019 The goal is to never leave an employee alone with a Full staffing problem he or she cannot solve. The Zwanger-Pesiri commitment to patient service is also evident in the company’s approach to human resources. Flexible hours to be accessible In keeping with Bob Day’s philosophy of not focusing exclusively on driving costs down, ZP operate their facilities The ‘Never say No’ promise presents unique challenges in a with more on-site staff than are strictly necessary. Like a clinical environment where approximately 40% of patients first-class restaurant, they know that the desired personal are walk-ins. One way in which ZP fulfills this promise is by touch can only be achieved when customers have the adopting highly flexible operating hours. Instead of forcing feeling they are receiving personalized attention. The patients to conform to their own operating hours, ZP attention to sufficient staff is evident not only in front-line approaches the issue from the opposite perspective, employees. ZP employs more than 60 sub-specialty trained looking first at the needs of patients. radiologists who review all studies in their own field of expertise, allowing most studies to be read the same day. “Our hours are not static; we are constantly adjusting and This specialty focus leads to more accurate results. ZP also fine-tuning them,” explains COO Bob Day. “I receive regular, makes use of Artificial Intelligence to classify prior reports, detailed reports on activity at each of our locations, and thus ensuring greater consistency and lowering the this data allows me to adjust and respond to changes – as number of studies that must be repeated. well as anticipate changes. Our goal is to offer our patients maximum convenience, to make their lives easier.” An illustrative example: New York’s ‘Urgent Care’ program required large numbers of physicians to work late into the evening. ZP adjusted to this change, extending their own operating hours, thereby not only providing patients with care when and where it was needed but reducing the burden on area hospitals as patients were not forced to visit Emergency departments. A current program to further automate their registration process is another part of this effort. The system currently being introduced makes it even easier for patients to schedule their own appoint- ments online, when it best suits them, with ZP’s scheduling office essentially open around the clock. © Siemens Healthcare GmbH, 2019 9 3 The right people them professional capabilities that go beyond their own specific area. Many technologists, for example, The combination of enhanced, streamlines processes, are trained to become multi-skilled across various together with adequate technological and human support, diagnostic procedures. is the essential foundation of ZP's operating model. But bringing it to life requires people – the right people. The ZP promise to treat all patients with superior attention Multi-disciplinary can only be realized with the active commitment of every employee. Demanding that employees treat patients with This multi-disciplinary capacity ensures that employees personalized attention, be more accommodating, and be are available when and where they’re needed, from willing to work more flexible hours requires a higher level ultrasound to MRIs to CT scans. The ability to learn new of engagement on the part of the entire workforce. It skills and expand one’s responsibilities serves as a positive requires genuine passion. ZP understands that employees motivational tool for all employees, providing opportuni- cannot be forced to work at this level; they must be ties for professional growth and career advancement inspired. They achieve this through a unique program of not available in more traditional clinical settings. It also targeted recruitment, training, comprehensive on-the-job supports the organization’s drive toward greater stan- support, and by providing exceptional opportunities for dardization of processes; as more people are trained to professional growth. operate more machines they are better able to identify opportunities across modalities and perform the neces- sary tasks seamlessly. Recruitment & training Willingness to help outside of one’s assigned area is Identifying and recruiting employees willing and able to another important component of the company-wide work at this level is a crucial part of the equation. Some- attitude at ZP. One example: receptionists who are the what counter-intuitively, ZP often chooses to hire people first point of contact for incoming patients are fully directly from school, without any previous work experi- committed to their intake responsibilities, but during ence. This, according to ZP, allows them to identify new times of slow workload they can directly take calls coming colleagues who are anxious to learn, open to new ideas, into the clinics’ call center thereby helping to ease the and who can adapt more quickly to the unique elements burden in this area. Training and deploying people in this of the ‘ZP way’ of working. All new hires receive intensive way helps COO Bob Day realize what he calls a ‘return on training, not just in the job they will perform but also to investment’ on the time and energy of his people. Produc- ensure that they learn and embrace the company’s ‘make tive employees know what to do, know how to do it, and things work’ ownership attitude. In addition to professional know why they are doing it – in other words, how their instruction, this training includes high standards for attire work contributes to the overall goals of the organization. and appearance, as well as the simple directive ‘Be Nice, If employees are working like this, and receiving feedback Be Kind, Smile’, which is often easier said than done. In on how to improve further, the likelihood that they will many cases, employees also receive training which gives perform at an elite level is heightened. 10 © Siemens Healthcare GmbH, 2019 “With the right training and processes, our employees can do twice as much but only work half as hard.” Bob Day, COO Support need to grow, to learn, and to do more. This enhances productivity and boosts morale, with every member of the To ensure that all employees receive honest and timely team understanding the broader goals and feeling that feedback on their work, as well as opportunities to raise they have a personal stake in making things run even concerns or questions, weekly meetings are held between better. Offering a more diversely talented team also leadership and staff groups during which problems and enhances efficiency and increases patient convenience. issues are discussed openly. Bob Day personally meets with staff weekly and points out, “We own our mistakes. Only then can the necessary changes and improvements be Work better, not harder made.” Employees also benefit from continuous, ongoing improvement, and this too is a team effort. In order to Some workplaces cling to the view that the only way to promote a deeper understanding of how, where and why improve productivity is to push employees to work harder improvements are necessary, ZP measures outcomes and and do more. ZP embraces a more enlightened manage- shares this data with employees, seeking their feedback ment philosophy, summed up by COO Bob Day as enabling and ideas. A multi-skilled technician offered insights on employees to “do twice as much but only work half as how ultrasound processes could be delivered more hard.” efficiently – ideas that were subsequently implemented. She is now ZP’s Director of Ultrasound Operations. By Workplace research suggests that being more productive proceeding in this way, improvement measures are not gives employees a greater sense of fulfillment. It creates imposed ‘top-down’ without explanation or context but happier and more enthusiastic employees, who feel they receive buy-in throughout the team. are contributing and that their contributions are valued and respected. Even flexible hours are something employ- ees understand and embrace. Some situations may require Support – Command Central a longer working day, but when demand at some locations is low, COO Bob Day is just as willing to close early, at 7:00 Once on the job, the goal throughout the organization is to instead of 9:00 in the evening, giving employees a ensure that no employee feels abandoned or alone with a welcome break. difficult decision. Only in this way can a truly elite perfor- mance environment be achieved. Whenever things get tricky, employees can seek help from Command Central, the problem-solving team of ‘super-techs’ created in 2018 and available to all employees. The Command Central team currently receives between 300-400 calls per day, about half from technologists, the rest from office managers, front line staff, and even from patients. The result is an environment in which every employee sees their workplace as an environment in which they receive the support they © Siemens Healthcare GmbH, 2019 11 Conclusion Workforce productivity is raised to peak levels, not simply by demanding that people work longer or harder, but by Throughout its history, Zwanger-Pesiri’s inspiring them to work with more passion, harnessing their business model has rested on a philo- creativity, and giving them a sense of ownership. The sophy of providing radiology services that organization’s success becomes their personal success. And that is one of ZP’s strongest recruiting and motivation- meet the highest professional standards al tools: inviting employees to be part of an elite team, the while also offering superb, personalized ‘best in the business’. customer service. The challenge facing CEO Steven Mendelsohn and COO Bob Day If employees believe they are part of a superior team and raise their own performance to that level, the benefits was how to maintain this level of service for patients clearly follow. Patients feel they are getting excellence as their business grew and excellent, high-end medical service, and that they are locations multiplied. Only in this way being treated with the respect and professionalism they could they safeguard their independence expect from other service providers and establishments. in a challenging and competitive As with any business, this level of customer satisfaction marketplace. is a recipe for success. ZP's data on patient satisfaction tells a compelling story. Overall, of more than 45,000 patients who completed ZP's patient survey close to 95% answered Both Mendelsohn and Day were aware that further growth that they would ‘absolutely’ or ‘highly’ recommend ZP and continued profitability were only possible if the ‘ZP to others. According their anonymous patient surveys, brand’ was not compromised. Both also knew that main- 90% of customers rated the ease of getting through on taining the high standards on which their business success the telephone as exceptional or excellent, with less than and leadership position rested, while at the same time 1% rating it as unsatisfactory. Friendliness and knowledge pursuing a strategy of growth and expansion, was of phone representatives was rated as exceptional or a complex challenge demanding new and innovative excellent by 93% of respondents. Ease of scheduling online solutions. Recognizing that the key to personalized service received a more than 91% exceptional or excellent rating. is people, ZP set out to create a culture in which every For appointment availability the results were even more employee fully embraces the company mission. Under- impressive with more than 95% rating it exceptional or standing and embracing this mission, and then seeing excellent. Cleanliness and comfort, length of wait times, first-hand how it provides real benefits to patients, has and professionalism all received similarly glowing reviews. given ZP’s employees a real stake in the success of the Perhaps most surprising, 89% of patients indicated that organization. Employees know what the company is trying they were familiar with ZP's online portal where they could to achieve, and they understand how their own efforts retrieve their results online demonstrating a remarkable contribute to this success – which further increases level of patient engagement. motivation and heightens the desire to do even better. 12 © Siemens Healthcare GmbH, 2019 93.4%* 95.5%* 91.1%* Friendliness and knowledge Appointment Explanation of of phone representative availability procedure 89.9%* 91.2%* 89.8%* 94.5%* Ease of getting Ease of Lenght of time Professionalism and through on the phone scheduling waited for your exam responsiveness to my concerns 94.5%** An appointment for a radiology scan, or indeed any of patients medical treatment, is something most patients regard as would recommend a mildly troublesome but necessary encumbrance. Yet, with an expertly trained team and expertly calibrated Zwanger-Pesiri processes, the entire experience can be made quicker, less inconvenient and more productive – resulting in real benefits. In addition to greater patient comfort, the outcome is less patient anxiety as well as prompt, high- quality diagnostic results. As CEO Steven Mendelsohn observes, “If we provide an overwhelmingly positive experience for our customers, they will become our advocates.” Just as with restaurants, nothing is as powerful as a first-hand referral. Suggested follow ups • Siemens Healthineers Insights series, issue 2: Culture of diversity, respect, and inclusion • Harvard Business Review: “Transforming care delivery * to increase value” Sum of ‘Exceptional’ and ‘Excellent’ responses, Source: ZP patient satisfaction reporting 2018 [n=45.000] ** Sum of ‘Absolutely’ and ‘Highly’ © Siemens Healthcare GmbH, 2019 13 Insights series, issue 5 About the authors Robert Day, L.R.T, RT. Herbert Staehr, PhD (R) (MR) (CT) Vice President, Chief Operating Officer (COO) Global Head of Transforming Care Zwanger-Pesiri Radiology, New York Delivery at Siemens Healthineers Bob Day serves as Chief Operating Officer (COO) of Herbert Staehr is passionate about healthcare and, as Zwanger-Pesiri, a position he has held since 2010. As COO, global head of Transforming Care Delivery, drives activities he manages all operational processes, guiding the group’s to equip healthcare providers to deliver higher-value growth and strengthening its reputation for excellence. care. Prior to this position, he led Portfolio Development Bob Day has been with Zwanger-Pesiri for more than and Marketing within the Enterprise Services and Solutions 20 years, initially as an MRI Technologist, then as Chief business of Siemens Healthineers. Before joining Siemens Technical Officer, and currently as COO. Bob Day heads Healthineers, Herbert Staehr worked with a major private the group’s IT, Clinical and Financial departments and is hospital group in Germany in senior leadership roles responsible for overseeing all internal processes, developing including serving as managing director of an acute care and executing corporate strategies, creating and maintain- and a post-acute care hospital. Earlier, he led the group’s ing Zwanger-Pesiri’s unique corporate culture, and ensuring Corporate Development department. He was employed for compliance with regulatory requirements and agencies. several years in the Healthcare Consulting practice of Bob Day’s career in radiology spans more than 40 years. In McKinsey & Company on various European and interna- addition to senior leadership roles, his professional back- tional assignments. Herbert Staehr holds a PhD in Health- ground also includes hands-on experience as a technologist care Economics from the University of Hohenheim, as well as extensive direct engagement with patients, cus- Germany. He obtained a dual degree (Bachelor of Arts and tomers, and suppliers – a background that provides him Diplom-Betriebswirt) in International Business and Finance with unique, first-hand insight into every aspect of the from the European School of Business, Germany, and industry. Prior to joining Zwanger-Pesiri, Bob Day worked Dublin City University, Republic of Ireland. at University Hospital Stony Brook as the Associate Director of Radiology. Then he joined General Electric Medical Systems in Milwaukee, at Advanced Cardiovascular Imaging in New York City, and at Integrated Cardiovascular Therapeutics in Woodbury, New York. He studied at State University of New York College at Cortland and at the Glen Clove Community Hospital School of Radiologic Technology. He is licensed by the NYS LRT, and is certified by the ARRT for Radiology, MRI, and Computer Tomography. 14 © Siemens Healthcare GmbH, 2019 At Siemens Healthineers, our purpose is to enable health- care providers to increase value by empowering them on their journey toward expanding precision medicine, trans- forming care delivery, and improving patient experience, all made possible by digitalizing healthcare. An estimated 5 million patients globally benefit every day from our innovative technologies and services in the areas of diagnostic and therapeutic imaging, laboratory diagnos- tics, and molecular medicine, as well as digital health and enterprise services. We are a leading medical technology company with over 120 years of experience and 18,000 patents globally. Through the dedication of more than 50,000 colleagues in 75 countries, we will continue to innovate and shape the future of healthcare. Siemens Healthineers Headquarters Siemens Healthcare GmbH Henkestr. 127 91052 Erlangen, Germany Phone: +49 913184-0 Published by Siemens Healthcare GmbH, 2019

  • insites
  • presicion medicine
  • precision medicine
  • patient experience
  • value promises
  • expanding precision medicine
  • reduce unwarranted variations
  • Tranforming Care Delivery
  • digitalizing gealthcare. improving the patient experience
  • increase workforce productivity