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Efficiency In Office Practice

Efficiency In Office Practice. Barbara S. Boushon, RN, BSN Mark Murray and Associates. Office Efficiency (work flows). The right person doing the right task at the right time Barrier-free Patient-centered Predictable, standardized Based on systems, not people Based on team structure.

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Efficiency In Office Practice

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  1. Efficiency In Office Practice Barbara S. Boushon, RN, BSN Mark Murray and Associates

  2. Office Efficiency (work flows) • The right person doing the right task at the right time • Barrier-free • Patient-centered • Predictable, standardized • Based on systems, not people • Based on team structure

  3. Capacity: The Link Between Access and Efficiency • Increased capacity leads to improved access • Improved access leads to more efficient office processes • More efficient processes increase capacity

  4. Check in MA to Room MD Enters MD Leaves Check out Cycle Time Measurement Process • Greet • Check in/registration • Get chart • Prepare information • Vital signs • Interview • Prepare information • Greet interview • Exam • Closure • Prepare information • Closure Over-arching • Information transfer • Communication, pre, during, post visit • Synchronize patient, provider, information, equipment • Standardize rooms • Choreography Measurement- cycle time Audit

  5. The Metrics • Lead Time = start to end • The sum of the cycle times + delays • For the whole process • The visit • The referral • Medical record retrieval • Each segment of the process = cycle time • Appointment booking, reminder, registration, greeting, waiting room, rooming, vital signs, value added vs non-value added time

  6. Terms System: • Group of processes working together to achieve aim Process: • Group of tasks working in an orderly fashion to achieve an aim Tasks: • A specific job or piece of work Tools: • Workflow analysis/work task analysis

  7. Flow Through the Office Check-in to Nurse Dr. in to Dr. out Nurse to Room Check-out to leave Lead Time

  8. How Processes Support Flow Dr. in to Dr. out Check-in to Nurse Nurse to Room Check-out to leave

  9. Check-in to Nurse • Greet • Register • Routing slip • Update information • Obtain directions to clinic nurse • Obtain chart • Go to clinic • Wait

  10. RN/MA/LPN to Exam Room • Greet • Gather chart • Review/update preventative health information • Educate/treat for prevention as indicated • Go to clinic room, vitals • Wait

  11. Doctor In to Doctor Out • Greet • Open chart/computer • History • Exam • Assessment • Education • Plan • Documentation

  12. Check Out to Leave • Review orders • Pharmacy education? • Nurse education? • Send for more lab/XR? • Set up referrals? • Set up next appointment?

  13. How Processes Support Flow Dr. in to Dr. out Check-in to Nurse Check-out to leave Nurse to Room

  14. Lead Time Example

  15. How do we decrease the waiting in the office…. And keep the value added time?

  16. Frameworks • High Leverage Changes • Change Concepts

  17. Medical Office Efficiency High Leverage Changes • Balance Capacity and Demand • Synchronize Patient, Provider, and Information • Predict and Anticipate Patients Needs • Optimize Rooms and Equipment • Manage Constraints

  18. Balance Capacity and Demand • Predict daily demand for non-appointment services • Understand the components of demand for services: -documentation -medication refills -lab review - messages -referrals -forms management • What is the matching process? • Batch vs. one piece flow • Match the demand to the correct resource • For all non-appointment services

  19. Synchronize Patient, Provider, and Information • Start on time and stay on time • Identify and maximize the value stream • Synchronize Patient • Synchronize Provider • Synchronize information • Registration process • Closure of last visit • Chart check • Rooming criteria • Document, do work in real time

  20. 10:00 10:30 11:00 Staff

  21. Synchronization “Truisms” • The whole process can only go as fast as the slowest step • If the process starts 15 minutes “late” each session (AM and PM), a full time clinic can “waste” 400+ appointments per year. • Must work “backwards” from sync time to make sure everything is ready on time.

  22. Predict and Anticipate Patient Needs Practice level approach: • Plan for seasonal demand changes • Flu season, Vacation season, Snowbird season • Plan for the unexpected but predictable daily demands • Admissions, procedures, consults, information needs • Understand and standardize common procedures • Align expertise of care teams with patient needs; plan the visit

  23. Predict and Anticipate Patient Needs Visit level approach • Communication is harder than you think • “Huddle” – dialogue among team intended to get everyone “on the same page” • Stand up meeting of less than 5 minutes • Used to plan clinic session; prior to procedure; at a “hand off” • Promotes familiarity, shared expectations

  24. Communication Overview • 14% of each 40 hour work week is wasted in miscommunication • Over 50% of errors in VA’s Root Cause Analysis traced back to miscommunication • Communication basics • Familiarity of staff – call each other by name • Listen to understand, not to plan next comeback • Communicate what you see and know • Explicitly ask everyone for input

  25. Optimize Rooms and Equipment • Adequate number of rooms • Optimize Rooms • Open rooming • Fully stocked rooms • Standardize layout, supplies • Move equipment to the patient • Optimize Space • Signals for equipment

  26. Identify and Manage Constraints • Person constraint for non-appointment work • Maximize the care team: “what is the work?” • Put inspection step in front of the constraint • All work to highest level of skill, expertise, and licensure • Standard Protocols • Process constraint • No idle time • Separate phone flow, patients flow, and paper flow • Continuous flow • Specific processes

  27. Identify the Constraint Constraint= the rate limiting step (Theory of Constraints-TOC) • Who is the person (role) in front of whom most waiting occurs? • What is the process in front of which most waiting occurs?

  28. Maximize the Constraint • Put resources around the constraint to optimize their output • Even if other steps work below their maximal capacity • Allow no down-time for the constraint

  29. Change Concepts from Industry • Identify value, then eliminate waste • Improve the flow of work • Optimize the work environment • Manage variation

  30. Identify Value (from customer view), then add value …… • Patients say: • “Treat me with respect” • “Be friendly and caring” • “Give me a long-term healthcare relationship” • “Make your services convenient” • (Education, skill, and training are assumed) Focus Group

  31. …and Eliminate Waste (Lean Thinking) • Eliminate • Things that aren’t used • Multiple entry • Overkill • Intermediaries • Sample

  32. Improve the Flow of Work • Synchronize • Minimize hand-offs • Move steps closer together • Automate • Do tasks in parallel • Practice continuous flow • Use pull systems

  33. Optimize the Work Environment • Improve access to information • Train • Cross-train • Reduce set-up time

  34. Manage Variation • Standardize • Create contingency plans • Manage peak demand

  35. References • VA Delays Manual • The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. G. Langley, K. Nolan, T. Nolan, C. Norman, L. Provost. Jossey-Bass Publishers., San Francisco, 1996, Chapter 7 and Chapter 13

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