Airica Steed, RN, BSN, MBA Administrator, Operations ......> 90% of all surgical patients are...
Transcript of Airica Steed, RN, BSN, MBA Administrator, Operations ......> 90% of all surgical patients are...
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1 Operations Excellence Proprietary information
Airica Steed, RN, BSN, MBA
Administrator, Operations Excellence
Lorraine Saintus, MSPH
Manager, Operations Excellence
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2 Operations Excellence Proprietary information
Session Objectives
► Share the industry-wide burning
platform to embrace transformational
change in healthcare
► Introduce our organization’s
transformation strategy and approach
► Provide best practice case study of
achieving breakthrough performance
excellence in Ambulatory Surgery
► Share leadership lessons learned
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3 Operations Excellence Proprietary information
Burning Platform for Transformational Change
Did You Know?
“A full third of the $2.3
trillion in annual
healthcare spending - is
wasted on things like
medical mistakes,
hospital-acquired
infections, medication
errors, overuse of
emergency departments,
and unnecessary lab tests
and medical imaging.”
– The Boston Globe
Efficiency
Patient Safety/ Quality
Revenue/ Costs
Regulatory Compliance
Technology Adoption
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4 Operations Excellence Proprietary information
► Increasing pressure to do more with less
► Reimbursement cuts and higher operational costs
► Staffing shortages with higher productivity standards
► Preventable medical errors and mistakes
► Regulatory standard challenges
► Redundant and inefficient processes
► Lack of readiness to embrace technology
► Challenges with sustaining optimal
levels of customer satisfaction
(external & internal)
Healthcare Industry Challenges…
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5 Operations Excellence Proprietary information
Advocate Condell Medical Center…
► 271-bed, not-for-profit, acute-care level I trauma facility,
providing a wide range of comprehensive inpatient,
outpatient, diagnostic and ambulatory medical services.
► Embraced an organization-wide transformation in response
to these plaguing concerns that impacted patient
satisfaction, efficiency, associate engagement, physician
satisfaction, and financial viability.
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6 Operations Excellence Proprietary information
Operations Excellence Transformation Strategy
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7 Operations Excellence Proprietary information
Leveraging Malcolm Baldrige Framework
Operations Excellence
Transformational & Accountable
Leadership
Innovative Best Practice
Strategies
Customer Centered
Associate Driven
Mixed Methods Process
Transformation
Continuous Breakthrough
Results
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8 Operations Excellence Proprietary information
Cultural and Leadership Transformation
Initiative and Innovation
Empowerment
Create a learning organization
• Equip people to identify and solve problems by teaching skills in initiative and innovation
• Increase involvement and commitment by empowering people to directly impact the organization
• Build a culture of continuous learning and improvement to accelerate high performance
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Operations Excellence Transformation Roadmap
BURNING PLATFORM FOR
CHANGE
CURRENTPERFORMANCE
OPPORTUNITIESFOR
IMPROVEMENT
TARGET STATE SOLUTION
IMPROVEMENT TACTICS
OUTCOMES &BIG CHANGES!!
PERFORMANCE TRACKING
CONTINUOUS IMPROVEMENT PLAN (WWW)
LESSONS LEARNED
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10 Operations Excellence Proprietary information
Transformational Change at its Best…
Advocate Condell Medical Center Case Study
Ambulatory Surgery
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11 Operations Excellence Proprietary information
► The surgical services division is one of the largest revenue-
generating profit centers in the hospital. The majority of
surgical volumes consist of ambulatory procedures.
► Our patients and physicians have “choices” regarding the
selection of their ambulatory surgery services.
► An opportunity existed to transform existing practices in order
to transform service experience and enhance organizational
performance….
Ambulatory Surgery Transformation
Why is this important?
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12 Operations Excellence Proprietary information
Ambulatory Surgery Transformation
Original State Condition
► Poor patient perception of care – bottom decile patient
satisfaction
► Poor physician satisfaction and loyalty
► High patient cancellation rates prior to surgery
► Under-utilized capacity due to inefficient scheduling practices
► Inefficient use of resources (people, technology, space)
► Elongated wait times and throughput on day of surgery
► Hard and soft denials due to poor financial controls
► High surgical scheduling abandoned/lost call rate
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13 Operations Excellence Proprietary information
Ambulatory Surgery Transformation
Methodology & Approach
► Rapid Improvement Event /Kaizen/Workout
► Process Improvement Tools (Lean, DMAIC, etc.)
― Time Studies/Observation/Interviews
― Process Mapping
― Spaghetti/Communication Diagram
― Root Cause Analysis
― Data Analysis & Modeling
― Gallery Walk
― Simulations/Pilots
► Operational & Workforce Analysis Components
― Benchmarking (Internal & External)
― Redesigned Operational Infrastructure
― Redesigned Roles & Responsibilities
― Redesigned Staffing & Productivity
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14 Operations Excellence Proprietary information
Ambulatory Surgery Transformation
Outcomes & Big Changes
PREVIOUS STATE
• All initial contact made by phone call to surgery schedulers
• 50% calls to surgical scheduling went to voicemail or lost
• Cases scheduled without order or complete patient information
• Only 40% cases were financially cleared prior to day of surgery
• Underutilized capacity and block times
PRESENT STATE
• Surgeon offices utilize an electronic request
• 95% financial clearance performed prior to day of surgery
• All cases have completed order at time of booking and financial clearance within 24 hours of booking
• Optimized capacity and surgical blocks
The Surgical Request – “Booking a Case”
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15 Operations Excellence Proprietary information
Ambulatory Surgery Transformation
Outcomes & Big Changes
PREVIOUS STATE
• First phone contact with patient was < 24 hours prior to surgery
• No patient mailing or education
• 5% chart completion prior to day of surgery.
• Orders & pre-operative testing not completed until day of surgery
• No inclusion of primary physician in surgical team
• 4% patient cancellation rate
PRESENT STATE
• Patients are called 14 days prior to day of surgery
• Welcome packets & orientation
• 95% of all pre-operative chart completed 48 hours prior to surgery
• Primary physician is integral part of pre-operative navigation process
• 50% reduction in patient cancellation rate
Pre-Operative Navigation
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16 Operations Excellence Proprietary information
Ambulatory Surgery Transformation
Outcomes & Big Changes
PREVIOUS STATE
• Multiple check-in points for registration
• Lengthy registration process (20 min average)
• > 160 minute admitting throughput time
• Siloed and fragmented service delivery
• Poor perception of experience
PRESENT STATE
• Point-of-service registration with “one-stop-shop” experience
• Patient greeted and immediately escorted to admitting bay
• Expedited rapid check-in (<3 min average)
• “Patient-Centered” approach (registration, nurse, surgeon, volunteer)
• WOW Factor experience
“Day of Surgery” Patient Experience
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17 Operations Excellence Proprietary information
► > 90% of all surgical patients are financially cleared for “rapid check-in”
on the day of surgery
► > 40% improvement in surgical admitting throughput
► > 50% reduction in patient cancellation rate less than 24 hours prior to
surgery
► > 50% improvement in surgical scheduling call answer rate
► 50% improvement in chart completion rate before surgery
► Improved patient health assessments pre-operatively (baseline <24
hours pre-operatively)
► Significant improvement in patient satisfaction from baseline single
digit performance
► Decreased surgery denials due to hardwired financial clearance
procedures
Ambulatory Surgery Transformation
Breakthrough Outcomes Summary
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18 Operations Excellence Proprietary information
Ambulatory Surgery Transformation Breakthrough Performance Dashboard
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ecile
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(m
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Ambulatory Surgery ImprovementPatient Wait Time & Patient Satisfaction Correlation
Patient Wait Time Patient Satisfaction
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1
14
Patient Health Assessment Prior to Surgery (days)
Pre-Transformation Post Transformation
Ambulatory Surgery Transformation Breakthrough Performance Dashboard
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0
0.5
1
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Pre-Transformation Post Transformation
Patient Cancellation Rate <24 Hours Before Surgery (%)
Ambulatory Surgery Transformation Breakthrough Performance Dashboard
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21 Operations Excellence Proprietary information
You have the opportunity to transform your
organization to excellence!
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22 Operations Excellence Proprietary information
Transformational Leadership Lessons Learned..
Establishing a High Performance Driven Culture
Leading by Example
Empowering and Engaging Frontline Constituents
Becoming Catalysts for Continuous Change and Learning
Adopting a Non-Prescriptive Process Vehicle
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Establish a High Performance Driven Culture…
► Have a relentless commitment to excellence – do not
except mediocrity as an option..
► Invest in coaching, developing, and mentoring people
► Foster open communication (up, down, and sideways)
► Encourage an environment of creativity, individual
expressiveness, and unyielding innovation
► Show compassion and enthusiasm
► CELEBRATE SUCCESS!!!
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24 Operations Excellence Proprietary information
Leading By Example…..
► Take personal responsibility for performance and
results
► Empower associates to be change agents for what
needs to get done
► Follow through and “do what you say you’ll do”
► Set clear expectations - for yourself and others
► Establish ACCOUNTABILITY through
consistent performance tracking
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25 Operations Excellence Proprietary information
Empower and Engage Frontline Constituents…
► Empower people who do the work to make the decisions
(get to the grassroots level)
► Engage associates in a “learn by doing” style of leadership
► Allow associates the opportunity to become decision
makers and team leaders
► Ensure a mechanism for ideas to be heard and for
associates to have a “voice”
► Associates should be inspired to think
and act like the “CEO” of the transformation
experience
► Empower associates to take pride in their work
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Understand and Articulate the GE quote….
“62% of quality efforts fail from lack of attention to the
cultural and people sides of change”
– GE Healthcare
Transform into Catalysts for Continuous
Change and Learning…
►Understand the changes needed and take an active part in
the change process
►Establish a foundation and shared need for change before
improving processes
►Obtain buy-in through empowerment
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Adopt a Non-Prescriptive Process Vehicle…
► Embrace a mixed methods approach to
process transformation
► Attack the broken system and not the
people
► Focus on effective problem solving and root
cause analysis
► Integrate leadership and behavioral
accountabilities with process improvement
tactics
► Use standardized continuous improvement
action plans
► Be transparent in all goals and measures
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Advocate Condell’s Journey Wrap Up…
► Embracing transformational change is a journey
► Achieving breakthrough performance requires vision,
initiative, engagement, and accountable leadership
► Transformation occurs through the combination of
integrating accountable leadership, excellent behaviors,
and superior processes
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Closing Thoughts….
“If you are going to achieve excellence in big
things, you develop the habit in little matters.
Excellence is not an exception, it is a
prevailing attitude.”
- Colin Powell
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30 Operations Excellence Proprietary information
Questions & Answers…
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31 Operations Excellence Proprietary information
Advocate Condell Medical Center – Contact Information
Airica Steed, RN, BSN, MBA
Administrator, Operations Excellence
Lorraine Saintus, MSPH
Manager, Operations Excellence