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Understanding and Achieving Productivity in the Dialysis Clinic

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Productivity in the dialysis setting explained and multiple ways to control productivity costs outlined

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Understanding and Achieving Productivity in the Dialysis Clinic

1. 1. Understanding and Achieving Productivity Mary Kay Hamilton, RN, MHI Building your foundation for the evolution of kidney care
2. 2. Different metrics for Productivity \$/Treatment Salary & Wages Overtime Differential labor costs (paying RN to do PCT job) Cost of Agency staff Productivity Number of hours worked per treatment
3. 3. The Productivity Formula used in Outpatient Hemodialysis Clinics Productivity = Hours worked Treatments provided
4. 4. Calculating Productivity for an average 3.5 hr/tx 10.00 hours 8 tx = 1.25 hours/tx Productivity = Hours worked Treatments provided Bob Sue Ann Ted 3.5 3.5 3.5 3.5 HOUR 0600-0930 0615-0945 0630-1000 0645-1015 TIME INTERVALNAME Carrie James Allison William 1045-1415 1100-1430 1115-1445 1130-1500 3.5 3.5 3.5 3.5 HOUR TIME INTERVALNAME To accomplish this, the staff would need to work from 0500-1530=10.5hours-a 30minutes lunch break=10.0hours 1-hour set up time:0500 arrival 30minutes clean up: 1530 depart
5. 5. Average 3.5 hour treatment (30.0 hr) 10.0 hr X 3 Pods ( 24 tx) 8 tx X 3 Pods (12 hr) 12 hr RN (24 tx) 8 tx X 3 Pods = 0.5 hrs./tx PCT: ÷ ÷RN: = 1.25hrs/tx Sally, RN (0500-1730)
6. 6. Pulling it all together 1.25 hr/tx + 0.5 hr/tx = 1.75 hr/tx Total Productivity Number: (30.00hr) 12.0 hr X 3 Pods ( 24 tx) 8 tx X 3 Pods (12 hr) 12 hr x 2RN (24 tx) 8 tx X 3 Pods= 0.5 hr/tx PCT: ÷ ÷RN: = 1.25hrs/tx PCT RN PRODUCTIVITY NUMBER
7. 7. A Rule of Thumb when Determining Productivity = 1.75 hr/tx 3.5 2 Average treatment duration of 3.5 hours Take your average treatment duration and divide it in half. This is a productivity guideline allowing for enough time for safe and effective care. = 2.0 hr/tx 4.0 2 Average treatment duration of 4.0 hours
8. 8. Three Reasons to be More Productive Company viability Allocation of funds Controllable costs - Labor 01 02 03
9. 9. Takeaways: • Potential for payment reduction – up to 2% • Outcomes to reporting ratio changing in 2018 • From 75%:25%  90%:10% • Adding in Blood Stream Infections in 2018 What this means to you: • Time to provide quality care is vital! • Infection Control Practices • RN time to provide oversight • RN time for outcome management Company Viability QIP and Productivity
10. 10. Allocation of funds Staffing large cost for a company  Support roles (outcome mgrs., survey readiness)  Education  New/updated equipment  Conferences If we can decrease these dollars going to one area, the dollars could become available for other areas like:
11. 11. The Dollar and Cents Reason to understand Productivity (Using a \$25.00 blended rate) For every 0.1 hour/tx savings it saves \$2.50/tx No big deal right….. WRONG! If your current productivity number is 2.5 hrs./tx, getting to 2.2 hrs/tx would be a 0.3 savings
12. 12. The Dollars and Cents Reason Hours/treatment Hours/treatment savings \$/treatment savings 0.1 \$2.50 \$750.00 \$3,000.00 \$36,000.00 Weekly savings (using a 300tx week) Monthly savings Annual savings 0.5 \$12.50 \$3,750.00 \$15,000.00 \$180,000.00
13. 13. Steps that can be taken to improve productivity What is your current productivity? What is your company goal for productivity? How does it compare to your current? Look at the factors that impact productivity Missed treatments Training hours Extra RN hours – to get all the paperwork done! Staff added to cover peaks Workflow that does not allow for independents 1 2 3 4 What is your current productivity? What is your company goal for productivity How does it compare to your current? Look at the factors that impact productivity Missed treatments
14. 14. The patient treatment schedule is the scheduled workflow of the clinic Patient Safety • Appropriate amount of time to complete tasks • Appropriate amount of staff for scheduled events • Unencumbered nurses available for emergencies Quality of Care • Adequate time to initiate, terminate, and complete treatments • Nurses that are not required to be on the floor supporting turnover have more time to manage clinical outcomes Patient Satisfaction • Focused attention from staff • Reliable treatment start and stop times • Tone and pace of the treatment floor Impact of Workflow Staff Satisfaction • Manageable work assignments • Sense of a job well done and accomplishment • Professional satisfaction for nurses Productivity and Costs • Effective use of human and financial resources
15. 15. To hear more about how ScheduleWise can support your organizations productivity and workflow goals contact us at info@getschedulewise.com or via the information below Mary Kay Hamilton marykay@getschedulewise.com 877-753-3947 Ext. 1 877-753-3947 Ext. 1