Optimizing Flow Driving Patient & Provider Benefits
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Optimizing Flow Driving Patient & Provider Benefits

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Optimizing Flow Driving Patient & Provider Benefits Optimizing Flow Driving Patient & Provider Benefits Presentation Transcript

  • Optimizing Flow:Driving Patient & Provider Benefits
  • What’s happening today?Hospitals are feelingrecessionary impactsOnly 25% of every dollargoes to patient careConsumer expectationsare changingRevenue pressures areincreasingReducing costs is animperative© Argo, Inc. 2www.argoconsulting.com
  • Concept of Flow Recurring Theme throughout History Lean Tools: Applied to Improve Quality while Reducing Time and Cost Flow: Eliminate “Unevenness” through the System© Argo, Inc. 3www.argoconsulting.com
  • Lean in Healthcare View Value from Guiding Principles to Drive Flow Patient Perspective • Staff & patient moving continuously Understand Process • No patient waiting, no idle staff & Clear Obstacles • 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 Patient Provider Focused Focused Strive for Perfection© Argo, Inc. 4www.argoconsulting.com
  • Applying FlowLink patients with service delivery across internal boundaries • Patient access • Admission to seeing Doctor / pre-op prep Patient Pathways • Therapy delivery • Checkout / discharge to follow-up • Capacity management and patient throughput Administrative • Charge capture, documentation, coding Processes • Health information management • Checkout to billing and reimbursement / collections • Lab • Pharmacy Service Operations • Materials Management / Purchasing • Nutrition services© Argo, Inc. 5www.argoconsulting.com
  • Endoscopy Patient Journey Case Study Situation • Wait times of 2 - 3 hours • 14 patients per day throughput • Low patient satisfaction Waiting Admit Prep Pre-Op Hallway OR Recovery Exit Room T T T T T T T Issues • Administrative batch processing • Duplication of tasks “One Patient Flow” • Poor asset productivity • Sub-optimal space utilization© Argo, Inc.www.argoconsulting.com
  • Low Procedure Room Utilization Reduced throughput and high patient wait times Procedure Room Utilization CE2 26% CE1 74%Older patients not transferred Small Roomto large room due to hard bed Softer bedding increased utilization 50%© Argo, Inc.www.argoconsulting.com
  • Asset and Space ImprovementsLarge beds consume recovery room space and are difficult to maneuver Oversized Beds Trolleys Implemented trolleys in procedure and recovery rooms© Argo, Inc.www.argoconsulting.com
  • Recovery Room Improvements Transforming waiting room into daycare patient preparation room gives five patients privacy and keeps them out of valuable bed space Patient Throughput Improved Space Improved Admissions 20% Eliminated patient batching C C C C C© Argo, Inc.www.argoconsulting.com
  • Long Lead Time for Appointment 20 - 40 day scheduling wait for Cardiac Scan Case Study Increased capacity Upgraded equipment Patient Throughput 20% 30% Processing Time© Argo, Inc. 10www.argoconsulting.com
  • Long Delay for Discharge Typical 2 - 6 hour wait for patient discharge Case Study Established 24-hour notice “pending” discharge Streamlined lab/radiology workflow Improved Patient requirement data collection 50% Discharge Time© Argo, Inc. 11www.argoconsulting.com
  • High Wait Times in Outpatient Clinic Low patient satisfaction: 2.5 hour appointments Case Study Registration bottleneck Streamlined data collection Eliminated redundant activities Check-up Room bottleneck “Externalized” select tasks Rebalanced staff routines / workflow Revenue 15% 50% Waiting Time© Argo, Inc. 12www.argoconsulting.com
  • Inefficiencies Impact Profitability Patient wait times are prevalent Example Bottom line impact is compelling Issues: Impacts: A recent study demonstrated that Fewer procedures 10% reduction in Reduced Capacity performed length of stay in a 800 bed hospital Decreased Return on Equipment not Frees up 80 Capital optimally utilized beds/year Allowing 4000 Additional personnel additional Poor Productivity required procedures Increases Increased Risk- Frustrated patients operating profit by Management Issues $30M© Argo, Inc. 13www.argoconsulting.com
  • Impact of Flow Costs can be reduced while ...While implementing the improving patient outcomes... priorities of the provider Patient Satisfaction Revenue Wait Time Productivity Quality Capacity Patient Stay Material Costs© Argo, Inc. 14www.argoconsulting.com
  • Healthcare Improvement Operating System(HIOS℠)Patient-centered, purpose-driven performance management system Internal Patients & Financial Operations Payers • Staff Productivity Operational Efficiency • Scheduling and Internal Coordination • Patient Flow and Throughput • Appointment and Internal Wait Times Patient Experience • Effective Outcomes • Lab and Pharmacy Responsiveness • Quality Control and Safety Process Excellence • Capital Productivity • Service Department Effectiveness Deploys the Healthcare Executive Agenda with key performance metrics© Argo, Inc. 15www.argoconsulting.com
  • Improved Outcomes From Accession... ...Through Delivery of Care... Patient-Centered ...To Bottom Line Results! ...To Effective Outcome...© Argo, Inc. 16www.argoconsulting.com
  • Significantly enhance patient satisfactionand outcomes Ron Melcher Executive Vice President r.melcher@argoconsulting.com 404.307.4681 www.argoconsulting.comWe focus on your defined business priorities. Our engagements are designed to quantifiably improve your operating and financialperformance, while significantly enhancing patient satisfaction and outcomes. Our goal is to provide no less than a 5:1 ROI.