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Tervali

Where do you start when everything is a priority?

We start from a concrete situation, pick a scope your organization can absorb and work alongside your teams until the change becomes routine. No report that sits in a drawer, and no project bigger than your operation can handle.

Take the quick assessmentSee how it works

Led by a nurse who moved from bedside care to hospital management, overseeing the operating room, sterile processing (CME), imaging and the emergency department.

A consultant listens to a charge nurse at the nursing station while observing the unit at work

What we agree on before we start

Scope and leadership.

The unit or service, the priority problem and who owns the decisions internally.

Information and participation.

Available records, access to operations, technical references and how much time the teams really have.

Deliverables and completion.

Working materials, conditions for applying them, acceptance criteria and who owns what comes next.

What we see

A good project does not end in a report. It ends in a routine the team keeps running.

An assessment delivered as slides tends to die in a drawer. So every stage happens with the people who decide and the people who do the work: we listen on the floor, test in a small scope and only expand what worked. When we leave, the tools and the owners stay.

How we solve it

Four stages, with review milestones.

The stages apply to every practice area. Each department’s involvement and the completion criteria are written into the proposal.

  1. 1

    Understand the situation

    We listen to leadership and teams, observe the work on the floor and review the records that exist.

    DeliverableAssessment with evidence and hypotheses
  2. 2

    Agree on the project

    Priorities, deliverables, owners, review milestones and completion criteria agreed with leadership.

    DeliverableAgreed work plan
  3. 3

    Apply with the teams

    We prepare tools and people, test within the scope and work through obstacles along the way.

    DeliverableScope tested and adjusted
  4. 4

    Review and hand over

    We check the agreed criteria and hand over materials and ownership to the people who carry on.

    DeliverableRoutine and owners in place
A healthcare team organizes a workflow

Who leads the work

A way of working learned on the floor.

The consulting work is led by a nurse who moved from bedside care to hospital management, overseeing the operating room, sterile processing (CME), imaging and the emergency department.

  • Wrote routines with the nurses of each area: the team explained, she organized, the team reviewed.
  • Built performance metrics with leadership, defining formula, source, frequency and owner before measuring.
  • Rolled out change step by step: one new specialty, one room, one service at a time.
  • Ran internal audits ahead of health inspections.

Quick assessment

Start with the situation that needs to change.

Answer four questions about your organization. You will see right away what needs to be in place before you start and the best first step.

  1. 1Starting point
  2. 2Obstacles
  3. 3Conditions
  4. 4Decision
Where do you picture starting?
What usually stalls change there?Select all that apply.
What are the conditions?Rough answers are enough.

Who is sponsoring the change?

Will the consultants be able to see operations firsthand?

What decision is pending?

When you send it, your answers reach the Tervali team. See our Privacy Policy.

Questions before we start

How long does a project take?

It depends on the scope. Timeline, site visits and team involvement are set in the proposal, with review milestones.

Who in the organization needs to take part?

An internal owner with decision authority, the area’s leadership and the professionals who carry out the chosen process.

What happens when the project ends?

Tools, metrics and ownership of the routine stay with the organization. Follow-up support afterwards is optional.

What is out of scope?

Timeline, investment, site visits and team involvement are defined in the proposal. Integrations and software development are assessed and scoped separately.

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