HEAPHY 1 & 2 PLENARY Michael MACKRILL Fri 30 th Aug 2013 Session 3 / Talk 2 13:50 – 14:10 ABSTRACT...
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Transcript of HEAPHY 1 & 2 PLENARY Michael MACKRILL Fri 30 th Aug 2013 Session 3 / Talk 2 13:50 – 14:10 ABSTRACT...
HEAPHY 1 & 2
PLENARY
Michael MACKRILL
Fri 30th Aug 2013
Session 3 / Talk 2
13:50 – 14:10
ABSTRACTIn Health Care, Patient welfare is the paramount concern, be that in direct care of the patient, the reduction of unnecessary radiation dose or ensuring the most appropriate diagnostic test or therapy plan is used. This presentation will argue that of equal importance are the systems put in place to support the sharp end of practice, be that hospital information systems, resource management or RISPACS.Often the complaint is made when using electronic systems that ‘this wasn’t designed by anyone who has ever done the job’, or ‘that this just gets in the way of patient care’. When HBDHB selected a RIS, the deciding factor was that it was capable of being configured to meet the needs of the site. This presentation will describe how the ‘patient journey’ and ‘process mapping’ methodology was used to design a system that allowed positive enhancements to workflow, providing the end with all appropriate information at their immediate disposal, thus improving patient care through better decision making, and assigning tasks to the appropriate person.
RISPACS, The Patient Journey And Its
Part In Patient Care
Mike Mackrill RISPACS Administrator HBDHB
Design Objectives
As little user input as practicable to complete task
Information available to the user at point of need
No duplicate entry of information
Support best practice
Assign task at appropriate level
In Times Past
Forms
Ledgers
Folders/Filing Cabinets and
Offices
Nothing has Changed
Documentation Screens = Forms
Worklists = Ledgers/Files
Navigation Bars = Filing Cabinets
Roles = Offices
Process Mapping The ‘Patient Journey’
Follow The Form
Map the Task
Identify what's needed and when
Who does what
Identify where the information sits
Ideal Workflow
Fewer clicks the better
Documentation Screens
Replace Paper Forms
Collect form that have been used
Ask the end user what is needed
Worklists
Collections of ‘forms’ into ‘files;
Organize your tasks to your workflow
Setup specific worklists for specific tasks (e.g. all CT)
Worklists set to specific exam statuses (e.g. Scheduled)
Only available to specific roles
Navigation Bars
Worklists and Actions
Specific to Roles
Follow on from each other
Fewer the better
Roles
Job Title
What do you do
What should you do
What are you allowed to do
Design The System
Mock Screens
Mock Worklists
Mock Roles
Give it to the Vendor
Test, Test, TEST!
What does any of this have to do with Patient care?
Capacity; how do you increase it?
Increase Staffing
Lengthen the Working day
Improve the Physical Environment
Improve Support Systems
Efficiency!
Design Brief #1
As little user input as practicable to complete task
• Increase in efficiency
• Task Completed Faster,
• More time with the Patient,
• More Patients Seen
• No detrimental impact on ‘patient experience’
Design Brief #2Information available to the user at point of need
No swapping between systems
Less time searching
Greater Efficiency
Fewer Mistakes
Improved Clinical Safety
No negative impact on the ‘patient experience’
Design Brief #3
No duplicate entry of information
Reduced possibility of data entry errors
Less Time Taken
No negative impact on the ‘patient experience’
Design Brief #4
Support best practice
• Make it easy to do your job
• Less Time Taken
• Clinical Safety
• No negative impact on the ‘patient experience’
Design Brief #5
Assign task at appropriate level
Clinical Safety
Dumping Task
Risk
Where do you think the work ends up?
Waiting Lists
30 patients a day present, 28 done
1 Week = 10 waiting (half a day)
1 Month = 46 waiting (2 days)
6 Months = 276 waiting (10 days)
12 Months = 552 waiting (20 days)
Consequences
Finally
Efficiency is not a dirty word
Work smarter, not harder
Remove unnecessary repetitive tasks
Systems should support best practice
Thanks For Listening