Performance Improvement within an EHR (Electronic Health Record) Launch


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Performance Improvement within an EHR (Electronic Health Record) Launch

  1. 1. Performance Improvement within an EHR (Electronic Health Record) Launch WCBF Lean Six Sigma Healthcare Summit May 2011 Louis C. Rhodes
  2. 2. <ul><li>Purpose: Introduce basic principles of an EHR launch and how Lean-Six Sigma experts can contribute to its success </li></ul><ul><li>Learning objectives: </li></ul><ul><li>Describe HITECH Act and EHR related impact </li></ul><ul><li>Identify key concepts associated with EHR implementation </li></ul><ul><li>Describe points at which Lean-Six Sigma experts can support EHR design and launch </li></ul>Purpose and Learning Objectives
  3. 3. <ul><li>The HITECH Act mandate that health care entities must implement EHR's by 2015 or face monetary penalties in the form of reductions in Medicare reimbursements. </li></ul><ul><li>What is “meaningful use of electronic health records”? </li></ul><ul><li>The role of Lean Six Sigma in the EHR deployment process </li></ul><ul><li>Crucial decisions that result in successful EHR adoption and avoidance of expensive EHR mistakes </li></ul>Key Questions/Issues
  4. 4. <ul><li>Administrator, New York University (Department of Obstetrics and Gynecology) </li></ul><ul><li>Graduate of United States Military Academy (BS Management – Engineering) and Xavier University (MBA) </li></ul><ul><li>General Electric Certified Black Belt and Master Black Belt in Six Sigma and Lean </li></ul><ul><li>Eleven years experience in Six Sigma, Lean, and Change Management roles: </li></ul><ul><ul><li>Two years chemical industry (Millennium Chemicals) </li></ul></ul><ul><ul><li>Four years in healthcare equipment and service delivery (GE Healthcare) </li></ul></ul><ul><ul><li>Five years academic healthcare (USF Health and NYU School of Medicine) </li></ul></ul><ul><li>Expertise in curriculum development and skills transfer to clients </li></ul>Lou Rhodes, MBA, MBB
  5. 5. <ul><li>Agenda: </li></ul><ul><ul><li>HITECH Act provisions </li></ul></ul><ul><ul><li>EHR implementation considerations </li></ul></ul><ul><ul><li>EHR implementation at USF Health </li></ul></ul><ul><li>Ground rules: </li></ul><ul><ul><li>Informal environment </li></ul></ul><ul><ul><li>Maintain speed </li></ul></ul><ul><ul><li>Limit cell phone use </li></ul></ul><ul><ul><li>Anything else? </li></ul></ul><ul><li>As a group, describe expectations for this session. </li></ul>Agenda, Ground Rules, and Expectations
  6. 6. HITECH Act Provisions
  7. 7. <ul><li>H ealth I nformation T echnology for E conomic and C linical H ealth Act </li></ul><ul><li>Part of the American Recovery and Reinvestment Act of 2009 </li></ul><ul><li>$17B allocated for incentives for EHR implementation </li></ul><ul><li>Major provisions: </li></ul><ul><ul><li>Incentives and penalties </li></ul></ul><ul><ul><li>“ Certified” EHR Systems </li></ul></ul><ul><ul><li>“ Meaningful use” of EHR </li></ul></ul>HITECH Act Provisions* * - From
  8. 8. <ul><li>Physician: Medicare (per Medicaid (per </li></ul><ul><li>Implementation in: eligible professional) eligible professional) </li></ul><ul><ul><ul><li>≤ 2012 $44K (5 year payout) $64K (6 year payout) </li></ul></ul></ul><ul><ul><ul><li>2013 $39K (4 year payout) $64K (6 year payout) </li></ul></ul></ul><ul><ul><ul><li>2014 $24K (3 year payout) $64K (6 year payout) </li></ul></ul></ul><ul><ul><ul><li>2015 - $64K (6 year payout) </li></ul></ul></ul><ul><ul><ul><li>2016 Payment adjustment $64K (6 year payout) </li></ul></ul></ul><ul><ul><ul><li>≥ 2017 Payment adjustment - </li></ul></ul></ul>Incentives and Penalties* * - From <ul><li>Hospital: Medicare (base Medicaid (base </li></ul><ul><li>Implementation in: incentive) incentive) </li></ul><ul><ul><ul><li>≤ 2013 $2M $2M </li></ul></ul></ul><ul><ul><ul><li>2014 ≤$2M $2M </li></ul></ul></ul><ul><ul><ul><li>2015 ≤$2M; Payment adj. $2M </li></ul></ul></ul><ul><ul><ul><li>2016 Payment adjustment $2M </li></ul></ul></ul><ul><ul><ul><li>≥ 2017 Payment adjustment - </li></ul></ul></ul>
  9. 9. <ul><li>Assures purchasers and users that EHR system will meet requirements for: </li></ul><ul><ul><li>Technological capability </li></ul></ul><ul><ul><li>Functionality </li></ul></ul><ul><ul><li>Security </li></ul></ul><ul><li>For certification, EHR system must be tested and certified by an Office of the National Coordinator (ONC) Authorized Testing and Certification Body (ATCB). </li></ul>Certified EHR Systems* * - From
  10. 10. <ul><li>EHR must be adopted, implemented, or upgraded. </li></ul><ul><li>Show use of certified EHR technology that can be measured significantly in quality and in quantity: </li></ul><ul><ul><li>Use of certified EHR in meaningful manner (i.e. - e-prescribing) </li></ul></ul><ul><ul><li>Electronic exchange of health information to improve quality of health care </li></ul></ul><ul><ul><li>Submit clinical quality and other measures </li></ul></ul><ul><li>Demonstrating “meaningful use”: </li></ul><ul><ul><li>Professional: </li></ul></ul><ul><ul><ul><li>3 core and 3 additional clinical quality measures </li></ul></ul></ul><ul><ul><ul><li>15 core and 5 of 10 meaningful use objectives </li></ul></ul></ul><ul><ul><li>Hospital: </li></ul></ul><ul><ul><ul><li>15 clinical quality measures </li></ul></ul></ul><ul><ul><ul><li>14 core and 5 of 10 meaningful use objectives </li></ul></ul></ul>Meaningful Use* * - From
  11. 11. <ul><li>Strengthens civil and criminal enforcement of HIPAA: </li></ul><ul><ul><li>Four categories of violations that reflect increasing levels of culpability ; </li></ul></ul><ul><ul><li>Four corresponding tiers of penalty amounts that significantly increase the minimum penalty amount for each violation; and </li></ul></ul><ul><ul><li>A maximum penalty amount of $1.5 million for all violations of an identical provision. </li></ul></ul><ul><li>Also: </li></ul><ul><ul><li>Strikes the previous bar on the imposition of penalties if the covered entity did not know and with the exercise of reasonable diligence would not have known of the violation (such violations are now punishable under the lowest tier of penalties); and </li></ul></ul><ul><ul><li>Provides a prohibition on the imposition of penalties for any violation that is corrected within a 30-day time period , as long as the violation was not due to willful neglect. </li></ul></ul>Security Provisions* * - From
  12. 12. <ul><li>Restricts selection to approved vendors </li></ul><ul><li>Offers incentives for early adopters (and penalties for late adopters) </li></ul><ul><ul><li>Increases penalties associated with security breaches and data management risks </li></ul></ul><ul><ul><li>Requires investment in quality information collection processes and security protocols </li></ul></ul>Impact on EHR Implementation
  13. 13. EHR Implementation Considerations
  14. 14. EHR Advantages and Disadvantages <ul><li>Advantages </li></ul><ul><li>Reduction of errors (information transfer, cross-checks) </li></ul><ul><li>Data mining capacity </li></ul><ul><li>Decision support for streamlined workflows </li></ul><ul><li>Immediate information availability </li></ul><ul><li>Single record (for hospital or practice) </li></ul><ul><li>Potential mobility (?) </li></ul><ul><li>Disadvantages </li></ul><ul><li>Initial investment (software, hardware, internal staff, consultants) </li></ul><ul><li>Ongoing support costs (internal staff, hardware, upgrades) </li></ul><ul><li>Transition friction </li></ul><ul><li>Data entry time </li></ul>
  15. 15. EHR Promoters and Inhibitors <ul><li>Promoters </li></ul><ul><li>Change readiness </li></ul><ul><li>Physician engagement </li></ul><ul><li>Regulatory requirements </li></ul><ul><li>Planning and preparation </li></ul><ul><li>Adequate support availability </li></ul><ul><li>Inhibitors </li></ul><ul><li>Lack of incentives </li></ul><ul><li>Impact on productivity and efficiency </li></ul><ul><li>Lack of standardization </li></ul><ul><li>Cost of transition </li></ul><ul><li>Changes to workflow </li></ul>Interactions and Trade-offs
  16. 16. Transition Friction and Inefficiency <ul><li>Slow acceptance and efficiency improvement </li></ul><ul><li>Fast acceptance and efficiency improvement </li></ul><ul><ul><li>Physician engagement </li></ul></ul><ul><ul><li>Workflow development </li></ul></ul><ul><ul><li>Support mechanisms </li></ul></ul><ul><li>Efficiency improvement and leverage </li></ul><ul><ul><li>Template set-up </li></ul></ul><ul><ul><li>Tablet use </li></ul></ul><ul><ul><li>Dictation software </li></ul></ul><ul><ul><li>Further workflow improvements </li></ul></ul>Efficiency Time Implementation 20-30% 2 1 3
  17. 17. Integration <ul><li>EHR enters as an technology initiative </li></ul><ul><li>Leverage of the EHR occurs through improved processes </li></ul><ul><li>Adoption and utilization of the EHR occurs through people </li></ul><ul><li>All are needed for successful implementation and return on investment </li></ul>People Process Technology EHR
  18. 18. Leveraging Patient Data <ul><li>Patient EHR: </li></ul><ul><ul><li>Continuity and availability of information </li></ul></ul><ul><li>Hospital workflows: </li></ul><ul><ul><li>Application of clinical rule-sets </li></ul></ul><ul><ul><li>Triggers for orders and actions </li></ul></ul><ul><li>Data Mining: </li></ul><ul><ul><li>Ease of case review and comparison </li></ul></ul><ul><ul><li>Discrete data availability </li></ul></ul>Patient Electronic Health Record Hospital Workflows Data Mining (Education and Research) Data Data
  19. 19. EHR Implementation at USF Health
  20. 20. <ul><li>Mission: To improve life by improving health through partnership, research, education and healthcare </li></ul><ul><li>3,500 team members of educators, staff, physicians, researchers </li></ul><ul><li>Over 420 physicians, 135 allied health, and 70 nurse practitioners </li></ul><ul><li>2 new out-patient buildings with imaging and an ambulatory surgery center </li></ul><ul><li>500,000 outpatient visits </li></ul><ul><li>33% of Best Doctors in Tampa Bay </li></ul><ul><li>$350 million enterprise </li></ul>USF Health Overview
  21. 21. USF Health: EHR Timeline 2006 2007 2008 2009 <ul><li>Vendor selection </li></ul><ul><li>Planning </li></ul><ul><li>Workflow development </li></ul><ul><li>IT platform upgrades </li></ul><ul><li>Initial go-live </li></ul><ul><li>Rolling department go-lives </li></ul><ul><li>Continued department go-lives </li></ul><ul><li>v11 upgrade </li></ul><ul><li>Workflow improvements </li></ul><ul><li>Tablet roll-out </li></ul>Initial investment
  22. 22. Workflow Design: Deployment of New Technology or Facility <ul><li>Collect voice of customer </li></ul><ul><li>Describe future state </li></ul><ul><li>Identify design principles </li></ul>Create Future State Identify Workflow Develop Organization Build Specifications Operational Mechanisms: Interdisciplinary Executive Team and Workflow Design Teams with change management skills <ul><li>Map current process </li></ul><ul><li>Build future process maps </li></ul><ul><li>Identify gaps/ constraints and needed actions </li></ul><ul><li>Conduct walk-through </li></ul><ul><li>Identify tasks and assign to positions </li></ul><ul><li>Create organizational structure </li></ul><ul><li>Build job descriptions </li></ul><ul><li>Map layout </li></ul><ul><li>Identify technology requirements </li></ul><ul><li>Develop protocols/ policies </li></ul>
  23. 23. <ul><li>Fully e-enabled scheduling and check-in: </li></ul><ul><ul><li>Ability to schedule appointments, check-in, pay co-pay (or balances), and input health status information </li></ul></ul><ul><ul><li>Check-in ticket print-out and streamlined on-site process </li></ul></ul><ul><li>All patient care occurs in exam rooms: </li></ul><ul><ul><li>Triage, assessment, treatment, and scheduling of appointments occur in the exam room </li></ul></ul><ul><ul><li>Phones and computers in each exam room </li></ul></ul><ul><li>One-stop shopping: </li></ul><ul><ul><li>Referrals and procedures routinely go to USF Health </li></ul></ul><ul><ul><li>System and service level supports high availability of appointments (immediate, space available, scheduled) </li></ul></ul><ul><ul><li>Additional services (x-ray, lab, ancillary) are completed at time of appointment they were identified as a need </li></ul></ul>Design Principles
  24. 24. <ul><li>Processes: </li></ul><ul><li>Pre-Appointment </li></ul><ul><li>Arrival/Check-in </li></ul><ul><li>Paper Scanning </li></ul><ul><li>Provider Actions </li></ul><ul><li>Other Media Routing </li></ul><ul><li>Patient Visit </li></ul><ul><li>Protocol Driven Test </li></ul><ul><li>CCS Post-Visit </li></ul><ul><li>Academic Secretary Post-Visit </li></ul><ul><li>Point-of-Service Test </li></ul><ul><li>PSR Check-out </li></ul><ul><li>CCC check-out </li></ul><ul><li>Messaging and Tasking </li></ul><ul><li>Results Verification </li></ul><ul><li>Processes (continued): </li></ul><ul><li>No-Shows/Same Day Cancellations </li></ul><ul><li>Nurse/Tech Visit </li></ul><ul><li>Correspondence </li></ul><ul><li>Provider Actions </li></ul><ul><li>Standardization opportunities: </li></ul><ul><li>Positions and abbreviations </li></ul><ul><li>Greenie Construction </li></ul><ul><li>Exam Room Flags </li></ul><ul><li>Orders and Routing Options </li></ul><ul><li>Provider/Designee Delivery </li></ul><ul><li>Test Classification </li></ul><ul><li>Internal Referral Appointment Needs </li></ul>Workflow Evaluation: Initial Identification
  25. 25. <ul><li>CCS monitors IDX for arrived Patients specific to supported Provider (CCC acts as back-up monitor) </li></ul>CCS observes arrival CCS confirms Exam Room availability Patient moves to Clinical Entry Point CCS collects Pager and drops into Pager Collection Point inside Clinical Entry Point CCS collects Greenie and escorts Patient to Exam Room CCS flags Exam Room “CCS Intake” CCS identifies appropriate Pager number of arrived Patient and trips Pager CCS starts AllScripts note CCS identifies brief Chief Complaint/Reason for Visit and enters data into AllScripts CCS takes Vitals and enters data into AllScripts CCS moves to appropriate Clinical Entry Point, greets Patient, and confirms identity Standardized Workflow: Patient Visit
  26. 26. Clinical Floor Design and Flow <ul><li>Floor Guide greets Patient and fast pass checks in, or directs to kiosk or PSR </li></ul><ul><li>PSR checks-in Patient, receives co-pay, and receives history and releases </li></ul><ul><li>Patient selects waiting area </li></ul><ul><li>MA accompanies Patient to exam room </li></ul><ul><li>MA completes vitals and history; Physician provides care; MA schedules follow-on appointments </li></ul><ul><li>MA escorts Patient to clinic exit and farewells </li></ul>3 4 5 6 7 8 8 7 4 6 5 3
  27. 27. USF Health: EHR Timeline <ul><li>Vendor selection </li></ul><ul><li>Planning </li></ul><ul><li>Workflow development </li></ul><ul><li>IT platform upgrades </li></ul>2006 2007 2008 2009 <ul><li>Initial go-live </li></ul><ul><li>Rolling department go-lives </li></ul><ul><li>Continued department go-lives </li></ul><ul><li>v11 upgrade </li></ul><ul><li>Workflow improvements </li></ul><ul><li>Tablet roll-out </li></ul>IT Upgrade Train Design Support <ul><li>Install computers/ printers </li></ul><ul><li>Check platforms </li></ul><ul><li>Provide basic training </li></ul><ul><li>Identify specific needs </li></ul><ul><li>Set-up templates </li></ul><ul><li>On-site support </li></ul><ul><li>Transition to phone support </li></ul>Implementation
  28. 28. Form: Past Medical History
  29. 29. Change Aid: Provider Instruction Trifold
  30. 30. After Action Review: Issue and Action Plan
  31. 31. Data Entry Optimization Other staff enters data into EHR Physician types into EHR Physician uses dictation service Physician enters data into discrete fields in template Physician utilizes voice recognition software <ul><li>Good use of staff </li></ul><ul><li>Limited potential for transfer of workload </li></ul><ul><li>Control </li></ul><ul><li>Familiarity with process </li></ul><ul><li>Poor use of Physician time </li></ul><ul><li>Quick data entry </li></ul><ul><li>Dictation cost </li></ul><ul><li>Requirement to check dictation </li></ul><ul><li>Quick data entry </li></ul><ul><li>Supports ease of research </li></ul><ul><li>Requires template set-up and some standardization </li></ul><ul><li>Quick data entry </li></ul><ul><li>Immediate check of dictation </li></ul><ul><li>Initial cost and training </li></ul>
  32. 32. <ul><li>Purchasing: </li></ul><ul><ul><li>Select system based on reasonable expectation of need </li></ul></ul><ul><li>Planning: </li></ul><ul><ul><li>Create roll-out plan for technology, training, and process actions </li></ul></ul><ul><ul><li>Expect transition friction and temporarily reduce scheduled patient load </li></ul></ul><ul><li>Physicians: </li></ul><ul><ul><li>Engage early and often </li></ul></ul><ul><ul><li>Consider a physician champion </li></ul></ul><ul><li>Workflow: </li></ul><ul><ul><li>Plan on changes where technology, people, and process intersect </li></ul></ul><ul><ul><li>Consider standardization based on best practices before transition </li></ul></ul><ul><li>Communication: </li></ul><ul><ul><li>Provide updates often through multiple channels </li></ul></ul>Key Learning's: USF Health Transition to EHR
  33. 33. <ul><li>Completion: All entries finished in total at time of service </li></ul><ul><li>Communication: Ease of access to information and appropriately routed </li></ul><ul><li>Compliance: Meets all regulatory requirements </li></ul><ul><li>Quality: Information is of value </li></ul>The 4C’s of the EHR* * - Dr. Lennox Hoyte, USF Health CMIO
  34. 34. Thank you for your time. Questions?
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