Post on 25-Dec-2014
description
Optimizing Flow: Driving Patient & Provider Benefits
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What’s happening today?
Only 25% of every dollar goes to patient care
Reducing costs is an imperative
Hospitals are feeling recessionary impacts
Consumer expectations are changing
Revenue pressures are increasing
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Concept of Flow
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Lean Tools: Applied to Improve Quality while
Reducing Time and Cost
Recurring Theme throughout History
Flow: Eliminate “Unevenness” through
the System
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Lean in Healthcare
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View Value from Patient Perspective
Understand Process & Clear Obstacles
Guiding Principles to Drive Flow
• Staff & patient moving continuously• No patient waiting, no idle staff• Pull materials, supplies, medications when needed• Synchronize assets, patient schedules and staff• Ensure information integrity at first capture
“Pull” from Preceding Events
Build in Flexibility & Responsiveness
Strive for Perfection
Patient Focused
Provider Focused
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Applying Flow
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•Patient access•Admission to seeing Doctor / pre-op prep•Therapy delivery•Checkout / discharge to follow-up
•Capacity management and patient throughput•Charge capture, documentation, coding•Health information management•Checkout to billing and reimbursement / collections
•Lab•Pharmacy•Materials Management / Purchasing• Nutrition services
Patient Pathways
Administrative Processes
Service Operations
Link patients with service delivery across internal bou ndaries
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Recovery
Endoscopy Patient Journey
ExitORHallwayPre-OpPrepWaiting Room
Admit
Case Study
TT TT TT TT TT TT TT
“One Patient Flow”
Issues• Administrative batch processing
• Duplication of tasks• Poor asset productivity
• Sub-optimal space utilization
Situation• Wait times of 2 - 3 hours• Low patient satisfaction
• 14 patients per day throughput
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Low Procedure Room Utilization
Reduced throughput and high patient wait times
Softer bedding increased utilization 50%
Procedure Room Utilization
CE174%
CE226%
Older patients not transferred to large room due to hard bed
Small Room
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Asset and Space Improvements
Large beds consume recovery room space and are difficu lt to maneuver
Oversized Beds TrolleysTrolleys
Implemented trolleys in procedure and recovery rooms
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Recovery Room Improvements
Transforming waiting room into daycare patient preparati on room gives five patients privacy and keeps them out of va luable bed space
C C
C
CC
Improved Admissions
Eliminated patient batching
Improved Space
20%20%
Patient Throughput
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Long Lead Time for Appointment
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Case Study20 - 40 day scheduling wait for Cardiac Scan
Increased capacity
Upgraded equipment
20%20% 30%30%
Patient Throughput
Processing Time
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Long Delay for Discharge
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Case StudyTypical 2 - 6 hour wait for patient discharge
Established 24-hour notice “pending” discharge
Streamlined lab/radiology workflow
50%50%
Discharge Time
Improved Patient requirement data collection
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High Wait Times in Outpatient Clinic
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Case Study
15%15% 50%50%
Revenue
Waiting Time
Low patient satisfaction: 2.5 hour appointments
Registration bottleneck
Eliminated redundant activities
“Externalized” select tasks
Streamlined data collection
Check-up Room bottleneck
Rebalanced staff routines / workflow
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Impacts:
Reduced Capacity
Decreased Return on Capital
Issues:
� Fewer procedures performed
Poor Productivity
Increased Risk-Management Issues
Example � Patient wait times are prevalent� Bottom line impact is compelling
� Equipment not optimally utilized
� Additional personnel required
� Frustrated patients
A recent study demonstrated that 10% reduction in length of stay in a 800 bed hospital
� Frees up 80 beds/year
� Allowing 4000 additional procedures
� Increases operating profit by $30M
Inefficiencies Impact Profitability
© Argo, Inc.www.argoconsulting.com
Impact of Flow
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Wait Time
Patient Stay
Quality
Patient Satisfaction
Costs can be reduced while improving patient outcomes...
Capacity
Productivity
Material Costs
Revenue
...While implementing the priorities of the provider
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Healthcare Improvement Operating System (HIOS℠)
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FinancialPatients &
PayersInternal
Operations
Patient-centered, purpose-driven performance managemen t system
• Quality Control and Safety• Capital Productivity• Service Department Effectiveness
Process Excellence
• Appointment and Internal Wait Times• Effective Outcomes• Lab and Pharmacy Responsiveness
Patient Experience
• Staff Productivity• Scheduling and Internal Coordination• Patient Flow and Throughput
Operational Efficiency
Deploys the Healthcare Executive Agenda with key performance metrics
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Improved Outcomes
Patient-Centered
From Accession... ...Through Delivery of Care...
...To Effective Outcome......To Bottom Line Results!
Ron MelcherExecutive Vice Presidentr.melcher@argoconsulting.com404.307.4681
www.argoconsulting.com
Significantly enhance patient satisfaction and outcomes
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