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Operationalizing HPM - The Value of Integrated Data Management
 

Operationalizing HPM - The Value of Integrated Data Management

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Integrated and strategically aligned programs are the cornerstone of effective health and productivity management (HPM). However, maximizing the value of an HPM strategy can be difficult when the data ...

Integrated and strategically aligned programs are the cornerstone of effective health and productivity management (HPM). However, maximizing the value of an HPM strategy can be difficult when the data from different employer programs is not fully integrated. This case study details how a leading automotive parts manufacturer implemented a novel productivity improvement and health management software system to improve operational efficiency and provide real-time management of workforce health and productivity. Outcomes include operational efficiency, cost and productivity improvements due to staffing reductions from reduced administrative data management and reporting needs, as well as reductions in work-related injuries and lost time.

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    Operationalizing HPM - The Value of Integrated Data Management Operationalizing HPM - The Value of Integrated Data Management Presentation Transcript

    • KCRS, Inc. Operationalizing HPM: The Value of Integrated Data Management February 13, 2008 IBI/NBCH 2009 Health & Productivity Forum February 11, 2009Diane Hopwood, Divisional Nursing Supervisor, DelphiJoseph Fortuna, MD, Co-Chair Health Steering Committee, AIAGPatrick Kalnas, CEO/President, KCRS, Inc.Kathleen Helms, VP of Business Process/Project Management, KCRS, Inc. © KCRS, Inc 2007
    • When employees are absent for work…Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • unforeseen events happen…Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • making life for others more difficult.Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • When employees are present at work, but with an illness and/or problem…Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • mistakes happen…Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • impacting co-workers and your customers.Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • “Einstein discovers that time is actually money” 8Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Problem Statement: The Cost of AbsenteeismCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Problem Statement: Non-Integrated Service Delivery ModelCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Traditional Fragmented Process Disease Medical Management Provider TPA OSHA Employee Physical Insurance Therapy Carrier Payroll Safety Risk Department Manager Human Resources WellnessCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Integrated Service Delivery Model DATA D TA AT DA A DATA DATA D TA AT DA A DATACopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Integration is Multidimensional • Strategic – Productivity management program effectiveness analysis – Focus services to address identified needs • Operational – Employee orientation to various business units including worksite clinic, Safety, Ergonomics, Industrial Hygiene, Legal and TPA - cross-referrals – Occupational and non-occupational services – Return to work • Information systems – Streamlined dissemination of information to-from operations and vendors – Data submission to warehouse for root cause analysis – Efficient data entryCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Results and Outcomes of an Integrated Service Delivery Model You can only manage what you can measure. You can only measure what you can track. • Improved processes and efficiencies • Improved data integration and analysis • Improved productivity“Employers who understand the full financial and other consequences ofabsence are better positioned to adopt the tools and processes needed tomanage them.” - Mercer Survey October 2008 “The Total Financial Impact of Employee Absences” Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Sample Company: Cost of AbsenceCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Sample Company: Savings OpportunityCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Look at absenteeism and presenteeismhead on, else you could hurt yourself …Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • while losing dollars at the same time.Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Sit back, watch, and listen to a case study.Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • KCRS, Inc.Case Study: Delphi Automotive February 13, 2008 © KCRS, Inc 2007
    • Changing The Culture!
    • Problem/Situation10.0% Total Controllable Absenteeism 12.0%9.0% 11.0%8.0% 10.0% 2.9%7.0% 2.9% 3.2% 3.3% 9.0% 8.0%6.0% 7.0%5.0% 6.0% ``4.0% 5.0% Monthly Rate: 8.9% YTD Rate: 8.6%3.0% 6.1% 4.0% 5.6% 5.4% 5.3% 3.0%2.0% 2.0%1.0% 1.0% 0.0% 12 MO. AVG.0.0% 2003 YTD 2002 2001 Nov-03 Nov-02 May-02 Aug-02 Dec-02 May-03 Dec-03 Feb-02 Apr-02 Feb-03 Apr-03 Aug-03 Jan-02 Mar-02 Jun-02 Sep-02 Oct-02 Jan-03 Mar-03 Jun-03 Sep-03 Jul-02 Jul-03 Oct-03 Monthly Rate YTD Rate < or = 90 days > 90 days Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Problem/SituationCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • The Balgenorth Formula Savings associated with absenteeism reduction All US Locations - Hourly Only 12 Month. Avg. Number of available straight-time hours in calendar year 76,107,436 Reduction of 1 percentage point in absenteeism 761,074 Current Method of Absenteeism Coverage Type "1" if coverage is through additional 2 staffing; type "2" if coverage is through overtime Cost of Absenteeism Coverage With Additional Staffing Only * - With Overtime Only ** $9,893,966.68 Plant Downtime/Ramp-up $3,805,371.80 Hiring/Training $296,819.00 Plant Recordkeeping/Tracking $98,939.67 Total Cost To Plant of Each 1% of Absence $14,095,097.15 Avg Contr Abs % For Rolling 12 Mos Ending 9/30/03 8.60 Total Potential Factory Cost Savings at 0% Absence $121,217,835.47 Total Pot Fact. Cost Savings at Benchmark $78,932,544.02 BASED ON ALGORITHM DEVELOPED BY FINANCE AND MTT (DIRECT COST)Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Unwarranted Absenteeism Mars Delphi Competitiveness COUNTERMEASURESTHEME: 1. Unswerving, relentless leadership attention. 2. Common, consistent approach across the company.A “Quantum Leap” improvement is required to close the 3. Supervisory accountability, with requisite staff support.competitive gap and to greatly enhance work forceeffectiveness 4. Standardized work, audited expectations, required training. 5. Revised/expanded measurement metrics for process,PROBLEM / SITUATION: structure, outcomes. 6. Real-time, customizable data reporting to direct attention• Delphi’s U.S. controllable absenteeism is 6% higher than its best U.S. competitors. where it is needed.• Delphi is spending upwards of $100M annually in its U.S. 7. Utilization of lean enterprise techniques, scientific operations needlessly intervention protocols. 8. DMS EEI modules modified to enjoin workforce commitment and involvement.TARGET/GOALS:• Establish and/or reinforce organizational accountability IMPLEMENTATION:• Alter entitlement culture of absenteeism, and 1. Environmental scan /Best practice review• Significantly enhance employee commitment 2. Integrated Information SystemThereby: 3. Metrics / Measurements /Trend Analysis• Reducing controllable absenteeism 6% 4. Medical Care management• Saving $75M in Plant Ops Costs and $25 M in Benefits 5. Disability management 6. Training 7. Communication / PromotionCAUSE ANALYSIS: 8. Employment / Supervisory practices1. Find, analyze and quantify root causes of absence 9. Audit / Validation utilizing a statistically significant, disciplined, scientific 10. Institutionalization / Sustainability approach.2. Plan and execute situation specific, irreversible COST: ABSENCE INFRASTRUCTURE WITH corrective interventions.3. Audit compliance, evaluate results and iteratively MINIMAL CONSULTANT INVOLVEMENT course correct. FOLLOW UP: • Sponsorship • Advise and involve stakeholders appropriately • Appoint and empower personnel
    • Targets/GoalsPurposes of Quantum Leap Initiative:1. Understand why controllable absenteeism is disproportionately high at various locations.2. Develop unique •root cause solutions, •control protocols, •standardized work, and •best practice requirements that can be used and shared to address absence on a sustainable basis throughout DELPHI. Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Cause Analysis1. Find Analyze and Quantify Root Causes of Absence2. Plan and Implement Irreversible Corrective Interventions3. Evaluate & Course-CorrectCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Implementation Absence/Disability Management Quantum Leap Improvement Initiative Plan of Attack Fundamental Elements – Building Blocks (Content) * = Pending ConfirmationCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Absence Management System ManagingOps Managers / Director/Plant Director Plant AM Board SupervisorSuperintendents • Promotes the “I Care” Message • Leads plant Attendance process • Lead by Plant/Site • Communicates attendance expectation to employees • Encourages employee involvement & reinforces • Appoints an Absence Coordinator per Manager • Primary responsibility for follow - up, counseling, role model the positives of good attendanc e established corporate guidelines • Includes all site leadership If Employee does not repo rt for scheduled work: • Participates in Plant PNAW Board and • Leads in the promotion of the “I Care” message • Team reviews plant • Contact Employee within first 2 hrs of shift. Give “I subcommittees • Encourages employee and supervisory absence activi ty and Care” message and inquire as to reason of absence. • Ensures implementation of absence management involvem ent PNAW monthly reports; • Ask if assistance necessary practices and policies • Leads the Plant PNAW Team and ensures tracks performance metrics • Ensures all supervisors receive absence participation • Emphasize that they are needed at work • Team develops action plan • Ask anticipated RTW date management training and on - going education • Reviews absence data and resultant action for plant to deal with • Make attendance a part of performance reviews for taken. Ensures compliance with established absence within plant • Record reason for absence and conte nt of discussion su pervisors corporate practice culture & follows in Employee’s Attendance Record; maintain records • Review absence data daily and resultant action • Ensures implementation of absence standardized guidelines • If Employee states illness/injury occurred at work, get taken by supervisors; audit compliance management practices & role compliance • Meets regularly, at least information to complete “5 Why” form, then refer to • Assures that all job descriptions are up -to-date and • Ensures all supervisors receive absence monthly Medical Dept available for use in managing disabilities management training and on - going education. • Attendance is mandatory • CONTACT MEDICAL AND PROVIDE INFORMATION • Communicated written & verbal updates of relevant Establish proper priorities. • Offer alternate work ONLY af ter conferring w/ medical attendance inf o (meetings, statistics, etc) • Make attendance a part of performance reviews for supervisors, ops managers • Correctly code absence in GM -TKS • Process discipline immediately as necessary • Request contractual letters from labor as necessary Attendance at work benefits Roles & Responsibilities All employees the Employee are needed at and Delphi Absence work Labor/Personnel Employment Coordinator Medical Disability Manager Employee • Negotiates improvements • Hire employees with • Checks all absences daily • Process RTW per • Ensures that appropriate contractual good attendance • Assures correct codes used by established policy and • Checks SMART daily for • Reports to work as scheduled records protocol disability leave applications letters are sent out in a timely manne r supervisor • Plans absence in advance (64C, 64D, 111B, etc) • Code employees in • Prints 3 - day absence report • May function as the • Communicates daily with • If absence necessary, call • Supports disciplinary actions taken by SAP appropriately as daily and provides to medical Disability Absence Coordinator “800” num ber for plant at least supervisors per defined process labor/mgmt Manager is some plants related to disability leave 2 hours before start of shift • (see Disability Manager applications and • Verify physician notes Process transfers • Alerts Labor if Contra ctual Role and and state reason, and • FMLA Coordination letters needed cer tifications anticipated RTW • Member of PNAW Board Responsibilities) per designated • • Communicates with • If absence due to disability, • Chairs Absence Mmgt Team - meets guidelines Communicates daily with • Complete FFD Exams in Employee to give “I Care” weekly Disability Manager regarding call NBC “800” number to timely manner and issue message and assist with • Confirms Documented Concern list of • Member - Absence applications for Disability appropriate restrictions request disability leave papers Mgmt Team Leave return -to- work planning as soon as absence know. EEs w/ >20% absence for focused as needed attention by team • Alerts OPS Mgr if process • Chair Disability Mgmt Team Also call plant “800” number to issues arise • Work w/ ADAPT, – meets at least bi -weekly alert supervisor • Documents p lan of action for those on Ergonomics and supervisor to facilitate employee • Wor k With ADAPT Tram and documented concern list • Member of PNAW Board to obtain appropriate return -to-work Disability Mgr to facilitate • Periodically audit Role placement of restricted • Works with Medical Dept to restricted or alternate work if Measurement & Feedback compliance employee facilitate RTW necessary • Provides list of all employees • Participates in planning • Member of PNAW Boa rd • If absence is due to disability • Absence Analysis by type, department, root cause with >20% absence rate s for process and actions defined • Member - Absence Mgmt leave, or is 5 or more days, focused attention by Absence for Documented Concern • Audit of coding practices Mgmt Team Employees Team must RTW through Medical • Audit of supervisory action taken related to absence prior to start of shift • Member - Absence Mgmt Team • Member - Absence Mgmt • Responsible to coordinate • Training compliance efforts of Disability Mgmt • Bring appropriate • Train Supervisors Team Team & Absence Mgmt documentation justifying • Surveys • Provide Absence Toolkit and Team absence to supervisor/medical • Employee participation keep up -to-date upon RTW • Standardize work protocol • Function as PNAW Coord.
    • Controllable Absence Management Algorithm Roles and Responsibilities EmployeeIT: Absent IT:•Develop and maintain Absence Management •DevelopDatabase and maintain Absence Management Database•Provide Access to database by Supervisors, Labor, •Provide Access to database by Supervisors, Medical, Committeeman w/password-protected Labor, date entry and modificationw/password-protected Medical, Committeeman date entry and modification Supervisor: •Calls EE w/ “I Care” Message SEE •Codes “U” in TKS Disability Plant Management: •Asks questions per protocol Did EE request S&A YES Algorithm Plant Management: •Champion the process •Documents conversation on (SMART)? Below •Champion the process •Support and encourage supervisors, labor Absence Record •Support and process •Role Model theencourage supervisors, labor •Refers to medical, labor or •Role performance and •MonitorModel the processreport results others as necessary •Monitor performance and report results Labor: Supervisor: Labor: •Support and assist Supervisors in this process •Contact labor-request •Support and assist Supervisors process •Enforce a “No Strings” disciplinaryin this process contractual letter EE RTW? NO •Enforce a “No letters disciplinary process •Issue contractualStrings”in a timely manner NO •Complete absence •Issue contractual letters in a timely manner documentation on employee Terminate YES seniority Supervisor: Supervisor: •Follows Absence Management Process •Follows Absence Care” message •Consistently uses “I Management Process •Consistently uses “I Care” message •Role Model of expected attendance behavior Supervisor: •Role Model of expected attendance behavior •Consistent in actions taken related to absence •Requests physician note •Consistent in actions taken related to absence •Maintains Absence Records on all employees Employee EE gone 5 or more days? NO •Sends note to Labor for verification •Maintains Absence Records on all employees •Completes disciplinary process as •Completes discipline per process w/ “No Strings RTW •Completes discipline per process w/ “No Strings Attached” necessary Attached” Employee Employee •Calls absence to work as far in advance of shift YES Labor: •Calls absence to work as hours before shift as possible, not later than 2 far in advance of shift •Verifies physician slips start possible, not later than 2 hours before shift as •Notifies supervisor of validity of slip start •RTW through medical is gone 5 or more days, •Supports supervisor in their or•RTW through medical is gone 5 or more days, as required by Labor. Disciplinary decision or as required by Labor. •Brings required physician documentation prior to •Enforces a “No Strings Attached” •Brings required physician documentation prior to start of shift on date of RTW Must go through medical Policy on attendance discipline start of shift on date of RTW before coming to job site
    • Disability Management Algorithm Employee states is Disability Manager:EMPLOYMENT: requesting Disability Manager: •Checks SMART daily. EMPLOYMENT:•Checks SMART daily. Disability Leave •Checks SMART Disability Database to track activity •Maintains separatedaily. •Checks SMART daily.•Codes new applicants with defined code in SAP •Maintains separate Disability AP, Supervisor) •Completes 3-point contact (EE, Database to track activity •Codes new applicants with defined code in in SAP•Codes certified applicants A04 (or A11 if WC)SAP •Completes 3-point contact (EE, AP, Supervisor) •Documents all contact info, plan of action, and actions taken •Codes certified applicants members of Absence•Communicates daily w/ otherA04 (or A11 if WC) in SAP YES •Documents all contact info, plan of action, based on Team •Chairs Disability Mgmt Team – modifies plan and actions taken •Communicates daily w/ other members of AbsenceTeam to coordinate activities •Chairs Disability Mgmt Team – modifies plan based on Team Input Team to coordinate activities Input YES •Arranges FFD if restrictions obtained for RTW YES •Arranges RTW restrictions obtained (UAW) for •CoordinatesFFD if process with ADAPT for RTW Employees •Coordinates from plant medical with restrictionsRTW process with ADAPT (UAW) for Employees Check DisabilityLabor: SMART to •All communications carry the medical message with restrictions from plant “I Care” Labor:•Processes contractual letters as requested for •If •All communications carrySupervisor tomessageform WC alleged claim, alerts the “I Care” do 5-pt Verity request •Processes contractual letters within 25 days ofEmployees who are not certified as requested for •If WC alleged claim, alerts (SMART & E-mail) and telephonic •Maintains frequent electronic Supervisor to do 5-pt form noinitial call to NBC are not certified within 25 days of Employees who •Maintains frequent electronic (SMART & E-mail) and telephonic •Communication with the NBC, the Attendance Coordinator, Labor initial call to NBC•Processes contractual letter for lapses in certification •Communication coordinate actions taken to manage case and Employment towith the NBC, the Attendance Coordinator, Labor •Processes contractual letter for lapses employee’s•Assists manager in discipline process for in certification •Requests IMO or IMEcoordinate actions taken to manage case and Employment to as needed for RTW plan •Assists manager who abandon claim in discipline process for employee’s •Requests IMO or IME as needed for RTW plan who abandon claim Check Disability If employee absent SMART to Verity 3 days without claim initial certification Noted in SMART,Attendance Coordinator: Disability Management Team: Attendance Coordinator:•Monitors GM-TKS to verify appropriate coding issue contractual letter •Consists ofManagement Team: ADAPT Reps (Union and Salaried) Disability Disability Manager, •Monitors GM-TKS to verify appropriate coding•Alerts Labor when Employee has had uncertified •Consists of Disability Manager, ADAPT Reps (Union and Salaried) UBRs, Employment, Labor, Plant Medical, Attendance Coordinator, •Alerts Labor when Employee has had letter.leave for 25 days for possible contractualuncertified Ergo RepEmployment,for job adjustment) UBRs, (as needed Labor, Plant Medical, Attendance Coordinator, leave for 25 days for possible contractual letter. •Chaired by Disability Manager adjustment) Ergo Rep (as needed for job Check Disability •Chaired by Disability upon size •Meets regularly (based Manager of plant, # of leaves) SMART to Verity •Meets regularly (based upon action based of leaves) •Involves development of plan ofsize of plant, #upon employee’s no continued certification •Involves development leave, of action based upon employee’s History, circumstances of of plan need for accommodation If certification Lapses, History, circumstances of leave, need for accommodation send contractual Letter (111B, etc) Supervisor: Supervisor: •Gives “I Care” message whenever talking with employee •Gives all employees returning from Disability Leave •Assures “I Care” message whenever talking with employee •Assures ADAPT to place restricted employees •Works withall employees returning from Disability Leave Plant Medical: •Works with ADAPT to place who do not obtain •Issues discipline to employees restricted employees Employee RTW •Assists Medical: walk-throughs to identify acceptable jobs for Plant with job •Issues discipline to certification of leave employees who do not obtain •Assists employees restricted with job walk-throughs to identify acceptable jobs for certification of leave restricted employees •Maintains Health Record for cases that are work-related •Maintains Health Record for cases that are work-related •Completes RTW exam on all employees returning from disability no Leave certified? •Completes RTW exam on all employees returning from disability leave. YES Must go through leave. •Notifies Labor & Supervisor if returning employee does not have medical •Notifies Labor & Supervisor if returning employee does not have certification of leave and/or appropriated documentation verifying before coming certification of leave and/or appropriated documentation verifying Illness Plant Manager/Ops Managers Illness •Schedules FFD exams w/ Plant Physician for EEs returning with •Supports all parties inManagers Plant Manager/Ops the process to job site •Supports all parties in dealing with •Schedules FFD exams w/ Plant Physician for EEs returning with restrictions from their Attending Physician •Role Models behavior in the process disability •Role Models behavior in NJAWR process restrictions from their Attending Physician •Refers EEs with restrictions from Plant Medical to ADAPT •Oversees ADAPT process, dealing with disability •Oversees ADAPT process, NJAWR process •Refers EEs functions as) the Disability Manager ADAPT •Works with (orwith restrictions from Plant Medical toin managing •Works with (or functions as) the cases, FFD exams, planning, etc. Disability Manager in managing Employee cases, FFD exams, planning, etc. •Member of Disability Task Team Employee •Calls NBC “800” number as soon as leave needed and •Member of Disability Task Team •Calls NBC “800” number requests Disability papers as soon as leave needed and requests Disability papers •Communicates with supervisor ongoing; plans RTW •Communicates with supervisor ongoing; plans Medical •Cooperates with ADAPT, Disability Manager and RTW In•Cooperates with ADAPT, Disability Manager and Medical the RTW process and job placement •Actively RTW process and job to return to health and In the works with caregivers placement •Actively works with caregivers to return to health and return to work return to work
    • Delphi Automotive: 3 year Case Study IT Overview & HistoryPrior to 2006 – GM legacy mainframe systems. Separate and non-integrated: • HIS (Medical) • Proprietary EDS Platform • Vintage 1992 • One-way only to safety (via difficult to run reports) • Union-Mgt Joint venture • Excel (Safety) • Each plant had its own system • Some kept those systems going • BASIS (IH) HIS • Passable but connected only Ergonomics (Medical) to outside labs • Ergonomics • Homemade in-house system Employee • Not connected BASIS • TPA (IH) • Not connected TPA • Hard copy inputs only (from Medical) Excel • Little interaction with medical +/or shop floor (Safety) • Long delays in acquiring relevant dataCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Historic QL IT “Pearls”1. Delphi was part of GM and retained their legacy IT systems (TKS, HIS, BASIS, etc.)2. Delphi was given legal mandate to get off GM systems in 24 months3. Medical Dept. was given responsibility for developing HIS replacement…We called it HERS for obvious reasons4. Medical formed multi-disciplinary Core-Team (Medical, Safety, Ergo, IH, Production) in partnership with Delphi IT to develop comprehensive, integrated data system5. RFA and RFP developed and responses received and reviewed6. Then told we could not include absence and/or work comp in the system as had been planned7. Because Delphi was tied to BGSC for operational and HR IT, we were eventually mandated to accept BGSC proposal, whereupon a 2 year odyssey began. Ended in BGSC admitting they could design and/or build our system according to our specs in the time and/or budget constraints we had8. We learned this with less than 10 months to go!!9. While looking for absence systems came across KCRS website10. KCRS gave demo to Medical and IT of their capabilities11. Contract let less than 8 months prior to go-live date!! Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Three Wise Women… Three wise women would have… • Asked Directions, • Arrived on time, • Helped deliver the baby, • Cleaned the stable, • Made a casserole, • Brought practical gifts, andThere Would Be Peace On EarthCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: 3 Year Case Study Overview & History (con’t)• Prior to 2006: Inefficiencies – Medical staff required to manually print/provide reports to Health, Safety, Management and TPA – Safety Department had limited access to reports – Data was delayed. Took 28 days for WC info to reach TPA – Some supervisors did not have access to system – OSHA decision logic tree was rudimentary – No standardized diagnosis or procedure coding (i.e.. CPT®, HCPCS®) – No ad-hoc reporting tool – No true safety accountability for 5 Why’sCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: 3 Year Case Study Original Business Case for Integrated Service Delivery ModelReduction of… – Worker Compensation Medical Costs • File the First Report of Injury (FROI) within 48 hours – TPA provided data that shows a potential savings of 17-33% of WC medical costs can be realized • Have more control over the medical services that an employee receives with the ability to lower the associated medical costs. • Employee would return to work faster and incur less medical costs. – Plant Investigator head count • Eliminate the need for a plant investigator to engage plant personnel directly for information relative to an employee injury • Eventual reduction of 7 investigatorsCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: 3 Year Case Study BIGGEST OBSTACLES THAT WE HAD TO ADDRESS:1. TIME CONSTRAINTS2. CHANGE IS HELL!3. “NIH” MENTALITY4. DEPT JEALOUSIES5. $$$ AVAILABILITY6. LACK OF DE FACTO AND DE JURE EFFICIENT, STANDARDIZED WORK IN MEDICAL, SAFETY, AND TPA. BUSINESS PROCESSES IN THESE AREAS NEEDED TOTAL OVERHAUL AND RE-DEFINITITON.Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: 3 Year Case Study BIGGEST REASONS FOR SUCCESS:1. EXCELLENT IT-MEDICAL-IH-ERGO TEAM WORK2. COMMITTED, HARD-WORKING CORE-TEAM3. AVAILABILITY OF LEAN SUPPORT IN RE-DESIGNING BUSINESS PROCESSES4. EXCELLENT VENDOR – RESPONSIVE – FLEXIBLE – EFFICIENT – PERFORMED AS PROMISED – CREATIVE – FUN TO WORK WITHCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Additional Team Member FeedbackThe KCRS Team and the pihms® software have consistently delivered.From our aggressive implementation timeline to the continuousimprovements in capability, we have found the Team focused on our goalsto the point where it has sometimes been easy to forget that they were notwearing our badges.The software provides solid ROI because the Team knows the underlyingbusiness processes, the integration points, and the financials . . .sometimes better than we do. Rick Bangs Business Services Manager: Human Resources Information Technology – Commercial Systems Delphi February 9, 2009 Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • KCRS, Inc.Case Study: Delphi Automotive February 13, 2008 Outcomes © KCRS, Inc 2007
    • Outcomes: Efficiency Savings Realized an average gain of 1 hour per week per supervisor due to efficient management of informationCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: Efficiency Savings Various efficiency savings for nurses and supervisors (annualized) due to reduction of time required to complete the following functions: Total $397,000Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: OSHA RecordablesOSHA recordable cases have been reduced due to the following: – Automated OSHA Logic – Effective case/claims management – Safety incident reductionCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: Return to Work Reduction of Lost/Restricted Days Lost Work Days Days per Lost Work Day Case Reduced by 44%Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: Return to Work Reduction of Lost/Restricted Days Lost Work Days Restricted Work Days Days per Lost Work Day Days per Restricted Work Case Reduced by 44% Case Reduced by 40%Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: Return to Work Reduction of Lost/Restricted DaysCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: Efficiency & Financial SavingsOver 97% reduction in claims investigation time due to integration and interface with TPA.Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Outcomes: Financial Savings Recovery of Lost Work Days* Annual Savings $7,304,723‡ * Cost of Lost work days = (# EE at 15/hr x 120) + (# EE at 25/hr x 200) ⁺2008 Projection ‡ As compared to baseline 2005Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: Results *Excludes any OT and Non-Work Related savingsCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: ResultsCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: ResultsCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • Delphi Automotive: ResultsCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • The Value of Integrated Data Management Summary • Full cost of employee absence equals 40% of payroll (Mercer, October 2008) • Effective integration incorporates… – Strategy – Processes – Information Systems • Applicable across all industries and sizes • Yields improved efficiency, productivity and financial gain Copyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • KCRS, Inc. Operationalizing HPM: The Value of Integrated Data Management February 13, 2008 IBI/NBCH 2009 Health & Productivity Forum February 11, 2009Diane Hopwood, Divisional Nursing Supervisor, DelphiJoseph Fortuna, MD, Co-Chair Health Steering Committee, AIAGPatrick Kalnas, CEO/President, KCRS, Inc.Kathleen Helms, VP of Business Process/Project Management, KCRS, Inc. © KCRS, Inc 2007
    • KCRS, Inc. Appendix February 13, 2008 © KCRS, Inc 2007
    • United States: Cost of AbsenceCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007
    • United States: Savings OpportunityCopyright ® KCRS, Inc. 2009 - Please note that any dissemination, distribution, or copying of this communication is strictly prohibited. © KCRS, Inc 2007