Measure: Current State Spaghetti Diagram
|
|
|
- Katrina Porter
- 6 years ago
- Views:
Transcription
1 Visual representation of process Measure: Current State Spaghetti Diagram Registration Triage Nursing Station Walk In Patient Total Time - 4:52 Entry to Triage 45min Triage to Bed-1:30 Bed to Disposition-2:35 Ambulance Patient Total Time - 6:20 Entry to Triage 30min Triage to Bed 15 min Bed to Disposition-5:35 1
2 Metrics Are Specified Measure: Data Collection Plan Data Collection Plan Data Collection Plan Proposed Graph Data to be Collected Data Source* Operational Definition Sample Size Who? ED Turn Around Time Daily Wellsoft Patient arrival to leaving the ED (Arrival-triage; Triage- Registration; Registration-bed; Triage-bed; Bed-Time seen by Dr.; Dr. to Disposition; Disposition to leave ED, hrs of diversion All ED Patients 100% ED Patients ZB Elopements ED Volume Patterns Radiology Lab EVS Risk Mgmnt Avg. by Day and Q2 hr intervals by time of day Daily / Segregate by month Daily / Segregate by month Daily / Segregate by month Daily / Segregate by month Daily / Segregate by month Daily / Segregate by month Wellsoft LWOT, LWTC, LWBS, AMA, All ED Patients 100% ED Patients ZB Wellsoft Time of Day and Day of Week All ED Patients 100% ED Patients ZB Cerner / Manual Sunquest? Manual Incident reports / STARS Turn around time for ER Survey Turn around time for ER Survey Rec'd room request to room ready by housekeeping # & type of incidents r/t wait time delays and risk All ED Patients 100% ED Patients MJ Casey All ED Patients 100% ED Patients Rose All discharges and transfers ED incidents incl elopments and AMA's 100% of rooms Michelle 100% of ED incidents r/t wait times delays, elopments & AMA's Rob Patient Complaints Daily / Segregate by month Patient complaint Excel vs. UHC # & type of complaints r/t wait time delays ED Complaints 100% of ED complaints r/t wait time complaints Kathy W 2
3 Days Measure: Discharge Process Weekend Delays n=57 Procedure & Testing Denials Q3 ' % occurred on weekend 58% 70% 100% occurred on weekend 81% 100% occurred on weekend 86% 91% 95% 96% Data Provided To Describe the Problem? 98% 100% 90% 80% 70% 60% 50% 40% % 15 30% Stress Test General Sx MRI Cardiac Cath GI Sx Colonoscopy Endoscopy Podiatric OR Consult Cause 20% 10% 0% 3
4 Delays > 30 Min Percent Measure: Housekeeping Data Provided To Describe the Problem? Delay s Pareto Nursing Delay's in notification to Housekeeping Nursing Unit Unit 2B Unit 3 A Unit 4 B unit 2A Unit 3 B Unit 3 C Other Count Percent Cum % OBS
5 Measure: ED AVG Patients by Day of Arrival Data Provided To Describe the Problem? Patient Arrival by Time of Day 10 A verag e Pat ient s b y Ho ur and D ay M on T ue Wed T hu Fr i Sat Sun
6 Patients Measure: Average ED Arrival Time of Day Data Provided To Describe the Problem? Pt arrival by time of day May need to update charter with more defined goal as you get data!!!! Arrival time 6
7 Control Measure Improve Define Pre- Analyze Project Title and Area: Select Project Date: How does this project move the organization to its goals? Organization: Authors: Understanding the waste & variation Define the problem Why this problem? 1. Business case has been explained 2. Problem statement in measureable terms 3. Data provided to describe the problem 4. Performance gap is described 5. Metrics are specified Grading Criteria Removing the waste & variation Quantifying the waste & variation What x s and processes were measured to understand the stated problem? 1. Current state performance is described 2. Visual representation of process is shown Grading Criteria Preventing recurrence of the waste and variation 3. Data describing problem/process is provided 4. Project objectives/goals are specified Set Goal SMART 7
8 Key A3 Define Grading Criteria 1. Business case has been explained 2. Problem statement in measureable terms 3. Data provided to describe the problem 4. Performance gap is described 5. Metrics are specified 8
9 Key A3 Measure Grading Criteria 1. Current state performance is described 2. Visual representation of process is shown 3. Data describing problem/process is provided 4. Project objectives/goals are specified 9
10 Anthony Veasey, MA,CPHQ, LSSBB Senior Advisor Lean Six Sigma (office) (mobile) Purdue Healthcare Advisors Purdue University 10
11 Appendix 11
12 Radiology Test Turnaround Time ( Case Example) 12
13 Define: Charter Why Is This A Problem? Project Statement St. Martin s Hospital in Richmond has a goal for radiology report turn around time of 24 hours for outpatient and emergency room procedures and 8 hours for inpatient procedures. Currently, 70% of the inpatient reports and 56% of outpatient reports are not complete within the expected time frame. The hospital would like to improve test result turnaround time to gain market advantage over their competitors. Project Scope The hospital s administration has given directives to a multidisciplinary team to identify the factors that effect radiology report turn around time and improve the processes. Improvement in this process will facilitate the strategic growth of the services, improve customer satisfaction and reduce length of stay. The team will identify the processes or procedures that cause delays in report completion, identify process changes to improve performance, meet specified customer expectations, and determine how to implement the improvements. Performance GAP 13
14 Define: Charter Project Objectives/Goals Specified Key Deliverables Implementation plan for all identified solutions Increase in the number of reports completed within the goal of 24 hours for outpatient and ER and 8 hours for inpatient to 80%. Increase in outpatient volume. Improve customer satisfaction. Financial and Operational Benefits Increase annual radiology volume by 10% which equates to 18,000 procedures at $100 per procedure annually for a total of $1,800,000. Reduce length of stay in the ER and on inpatient units. Increase customer satisfaction to 65% excellence by reducing wait time for procedure and results. Improve relations with referring physicians. Decrease unbilled procedures by having reports in patient s chart within 24 hours. ROI 14 Roles and Responsibilities Champion Jane Doe Process Owner Jim Doe Project BB/GB Ken Doe Members Sam Morton James Dean Arnold Adam
15 Define: SIPOC S I P O C SUPPLIER INPUT PROCESS OUTPUT CUSTOMER Patient Procedure Type Radiology Test Ordered Test Results Patient Radiologist Ordering Physician Unit RN s Radiology Tech Physician Orders Patient Location Radiologist availability Transcription Services Procedure Performed Film Developed Final Report Accurate Final Report Timely Final Report Patient care delivery Ordering Physician Radiologist Coding Transcription Film Read by Radiologist Report Dictated CTQ CRITICAL TO QUALITY Report Transcribed Final radiology report is completed within 24 hours for OP and ER and 8 hours for IP. Report Signed by Radiologist Final radiology report is accurate and complete. Report Placed in Chart 15
OAHHS LEAN WEBINAR OCTOBER 14 TH,2014. Purdue Research Foundation
OAHHS LEAN WEBINAR OCTOBER 14 TH,2014 1 Overview A3 Analyze Key Components Analyze Visual Presentation of TIPs Multi-Level Pareto Analysis Questions? 2 A3 Analyze Key Components 3 Project Title and Area:
Let My Patients Flow! Patient Flow Summit 2015
Let My Patients Flow! Patient Flow Summit 2015 1 Agenda Background Approach Process Improvement Teams Simulation Model Results Q&A 2 Robert Wood Johnson University Hospital 965-bed Academic Medical Center
Section XIII Capacity Management / Throughput
Section XIII Capacity Management / Throughput Summary of Recommendations Assessment Methodology Observations of Patient Throughput Processes Common Themes Assessment and Recommendations Case Management
LWOT Reduction Plan Success Story: Advocate Trinity Hospital
LWOT Reduction Plan Success Story: Advocate Trinity Hospital Draft Submitted Jan. 6, 2011 Jacquelyn Whitten, DNP, RN Kimberly McIntyre, EdD(c), MSN, RN Julian M. Magdaleno, MS February 19, 2012 The Leaving
Building a Smarter Healthcare System The IE s Role. Kristin H. Goin Service Consultant Children s Healthcare of Atlanta
Building a Smarter Healthcare System The IE s Role Kristin H. Goin Service Consultant Children s Healthcare of Atlanta 2 1 Background 3 Industrial Engineering The objective of Industrial Engineering is
The Path to Sustainable Improvements
What Do You Do When Your Improvement Project FAILS? The Path to Sustainable Improvements Thursday, March 3, 2016 10:00 AM Reza Ziaee, MA, MSE, MBB, PhD, FHIMSS - Antelope Valley Hospital James Bologna
Quality in Healthcare
Quality in Healthcare Starting our Journey Some PDCA training but little structure for solving & improvement Knew buzzwords but limited application knowledge (PDCA) Focus on regulatory compliance Physicians
Improve the Efficiency and Service of the Emergency Room at North Side Hospital
Improve the Efficiency and Service of the Emergency Room at North Side Hospital John Melton, VP and CEO Washington County Operations meltonjw@msha.com Kerry Vermillion, CFO Washington County Operations
Improving Clinical Outcomes The Case for Electronic ED Door to EKG Time Monitoring
Improving Clinical Outcomes The Case for Electronic ED Door to EKG Time Monitoring 2014 Distinguished Achievement Award for Clinical Excellence TM Competition October 22, 2014 St. Dominic-Jackson Memorial
Two Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration
Two Hospitals-One Heart: World Class Heart Care through Multi-Disciplinary Collaboration American Nurses Association Susie Schnitker RN, BSN, CEN 7 th Annual Nursing Quality Conference Director of Critical
Partnerships- Cooperation with other care providers that is guided by open communication, trust, and shared decision-making.
1 E P 7: Describe and demonstrate the structure(s) and process(es) used to engage internal experts and external consultants to improve care in the practice setting. When Riverside nurses from any level
Operational Assessments: Utilizing Productivity Standards
Operational Assessments: Utilizing Productivity Standards Mary Klimp CEO Queen of Peace Hospital 952.758.8101 mklimp@qofp.org Ross Manson Principal Eide Bailly 701.239.8634 rmanson@eidebailly.com Agenda
Managing Hospital Costs in an Era of Uncertain Reimbursement A Six Sigma Approach
Managing Hospital Costs in an Era of Uncertain Reimbursement A Six Sigma Approach Prepared by: WO L December 8, 8 Define Problem Statement As healthcare costs continue to outpace inflation and rise over
NEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, Mike Williams, MPH/HSA The Abaris Group
NEW INNOVATIONS TO IMPROVE PATIENT FLOW IN THE ED AND HOSPITAL OCTOBER 12, 2010 Mike Williams, MPH/HSA The Abaris Group Outline Page 2 1. Top Innovations ED and Hospital 2. Top Barriers 3. Steps to Eliminate
Healthcare Finance Management Association: Continuous Improvement Foundations
Like us on Facebook and enjoy some helpful downloads and connections Continuous Improvement Solutions, LLC 8801 Bethnal Rd., Bella Vista, AR 72714 479.685.8380 cisolutionsllp@gmail.com Chad Smith: Trainer,
TEAM ASSESSMENT PULL PROCESS CHILDREN S HEALTHCARE OF ATLANTA AT SCOTTISH RITE
Publication Year: 2011 TEAM ASSESSMENT PULL PROCESS CHILDREN S HEALTHCARE OF ATLANTA AT SCOTTISH RITE Summary: The Team Assessment Pull Process (TAPP) is a technique to redesign emergency department patient
Financial Disclosure. Learning Objectives. Reducing GI Surgery Re-Admissions, While Increasing Patient Satisfaction
Reducing GI Surgery Re-Admissions, While Increasing Patient Satisfaction Michelle Guibault, BSN, BS, RN Co-Author: D. Leigh Webb, MPH, CTR WellStar Health System, Marietta, GA Nothing to disclose Financial
Fast Track Development at Aultman Hospital
Fast Track Development at Aultman Hospital Academy for Excellence in Healthcare IAP C-12 Aultman Jan. 17, 2018 fisher.osu.edu 1 Fast Track Development Aultman Hospital improves ED turnaround times, patient
Clinical Operations in a Service Line Model
Clinical Operations in a Service Line Model John D Angelo, MD, FACEP Executive Director & Senior Vice President Sarah Healey Herod, MPH Director, Service Line Development Jill Castaneda Project Manager,
9/15/2017 THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE LEARNING OBJECTIVES
THROUGHPUT. IT S NOT JUST AN EMERGENCY DEPARTMENT ISSUE D O N N A C R I M M I N S - B O N N E L L, B S N, M H S M, C P H Q, L S S G B LEARNING OBJECTIVES 1) Define who is affected by inefficiency in throughput
Inpatient orders and Physician Certification MUST BE authenticated PRIOR to discharge No EXCEPTIONS.
2 Midnight Rule for InPatient Admission On August 2, 2013 the Centers for Medicare & Medicaid Services (CMS) issued a final rule (CMS- 1599-F) updating Medicare payment policies which modifies and clarifies
Frequently Asked Questions (FAQ) CALNOC 2013 Codebook
Frequently Asked Questions (FAQ) CALNOC 2013 Codebook Maternal/Child and ED Service Lines QUESTION: Are the ED and Maternal/Child measures mandatory? What are the ramifications if we choose not to add
Driving High-Value Care via Clinical Pathways. Andrew Buchert, MD Gabriella Butler, MSN, RN
Driving High-Value Care via Clinical Pathways Andrew Buchert, MD Gabriella Butler, MSN, RN 1 Andrew Buchert, MD Medical Director, Clinical Resource Management Children s Hospital of Pittsburgh of UPMC
EMERGENCY DEPARTMENT CASE MANAGEMENT
EMERGENCY DEPARTMENT CASE MANAGEMENT By Linda Sallee, Haley Rhodes, Sapna Patel, Cathleen Trespasz Healthcare consumers are becoming more empowered to have healthcare on their terms. With telemedicine,
EMS OFFLOAD DELAY IMPROVEMENT INITIATIVE CROUSE HOSPITAL
EMS OFFLOAD DELAY IMPROVEMENT INITIATIVE CROUSE HOSPITAL Publication Year: 2013 Summary: As part of an EMS / Hospital Collaborative Lean Six Sigma Greenbelt program, a process was developed to shorten
Basic Skills for CAH Quality Managers
Basic Skills for CAH Quality Managers MARCH 20, 2014 THE BASICS OF DATA MANAGEMENT Data Management Systems COLLECTION AGGREGATION ASSESSMENT REPORTING 1 Some Data Management Terminology Objective data
The Benefits of Standardization: Anesthesia Cart Standardization in 62 Operating Rooms Over 5 Surgical Sites
The Benefits of Standardization: Anesthesia Cart Standardization in 62 Operating Rooms Over 5 Surgical Sites By Abdul N. Mansour, MHA, DBA, Scottsdale Healthcare August 2011 One of Arizona s largest health
Chest Pain Accredited. Transplant Program-Heart, Kidney, Liver. Hear Transplant Program serving San Antonio area for 25 years
PUTTING THE PATIENT FIRST IN PATIENT PLACEMENT 8 Hospital System, 1 Freestanding ED Provide healthcare to 26 surrounding counties within South Texas International Transfer Services Methodist Healthcare
Tools & Resources for QI Success
Tools & Resources for QI Success Pediatric Hospital Medicine National Conference Kiran Kulkarni, MD Cynthia Castiglioni, MD, MS (HQPS) Sangeeta Schroeder, MD, MS (HQPS) Anu Subramony, MD MBA July 22, 2017
Decreasing Environmental Services Response Times
Decreasing Environmental Services Response Times Murray J. Côté, Ph.D., Associate Professor, Department of Health Policy & Management, Texas A&M Health Science Center; Zach Robison, M.B.A., Administrative
Work Design and Value Stream Mapping
Work Design and Value Stream Mapping Jane Brock, MD, MSPH Colorado Foundation for Medical Care May 4, 2013 This material was prepared by the Colorado Foundation for Medical Care (CFMC), the Integrating
Duke University Health System Experience of Redesigning Care for Improved Quality and Efficiency CAITLIN DALEY, DR. GEORGE CHEELY, DR.
Duke University Health System Experience of Redesigning Care for Improved Quality and Efficiency CAITLIN DALEY, DR. GEORGE CHEELY, DR. TOM HOPKINS 1 Learning Objectives Describe the Duke University Health
Take These Actions to Immediately Improve Patient Throughput
Take These Actions to Immediately Improve Patient Throughput Webinar October 2, 2017 10:00 AM CST Results Delivered. Performance Improved. Presenters Bonnie Barndt-Maglio, RN, PhD Managing Director Prism
Applying Critical ED Improvement Principles Jody Crane, MD, MBA Kevin Nolan, MStat, MA
These presenters have nothing to disclose. Applying Critical ED Improvement Principles Jody Crane, MD, MBA Kevin Nolan, MStat, MA April 28, 2015 Cambridge, MA Session Objectives After this session, participants
THE RFP PROCESS: STEPS FOR GETTING THE MOST ACCURATE BIDS
THE RFP PROCESS: STEPS FOR GETTING THE MOST ACCURATE BIDS Hospital based physician (HBP) services including Anesthesia, Emergency Department, Hospitalists, Pediatric Services and Radiology, are vitally
ATTACKING WASTE AND VARIATION HOSPITAL-WIDE: A COMPREHENSIVE LEAN SIGMA DEPLOYMENT
ATTACKING WASTE AND VARIATION HOSPITAL-WIDE: A COMPREHENSIVE LEAN SIGMA DEPLOYMENT Charles Johnson, Ph.D., Richard H. Allen, Dr.P.H., Thomas A. Sonderman, M.D., and Ian D. Wedgwood, Ph.D. Abstract Columbus
Increasing the Percentage of Heart Failure Patients Who Receive Heart Failure Discharge Instruction from 45.3% to at Least 90%
Increasing the Percentage of Heart Failure Patients Who Receive Heart Failure Discharge Instruction from 45.3% to at Least 90% Submitted by Joe DeFeo, President, Juran Institute, Juran Health Care, and
Emergency Department Patient Flow Strategies. University of Maryland Medical Center
Emergency Department Patient Flow Strategies University of Maryland Medical Center Medical Admitting Officer Attending Hospitalist Hours: 9a 11p Mon Friday Goal to partner with ED team and provide oversight
Laboratory Turnaround Times in Emergency Departments. Eliminating wasteful steps and bottlenecks with Lean Six Sigma
Laboratory Turnaround Times in Emergency Departments Eliminating wasteful steps and bottlenecks with Lean Six Sigma Walk into the Emergency Department (ED) of your community or university hospital during
University of Michigan Comprehensive Stroke Center
University of Michigan Comprehensive Stroke Center Improving the Discharge and Post-Discharge Process Flow Final Report Date: April 18, 2017 To: Jenevra Foley, Operating Director of Stroke Center, jenevra@med.umich.edu
Hardwiring Processes to Improve Patient Outcomes
Hardwiring Processes to Improve Patient Outcomes Barbara Adcock Mohr, Administrative Director, Rehabilitation Services Mark Prochazka, Assistant Director, Rehabilitation Services UNC Hospitals FIM, UDSMR,
Thinking of Going Lean? A 360-degree view of changing the culture of a healthcare system through a Lean Transformation
Thinking of Going Lean? A 360-degree view of changing the culture of a healthcare system through a Lean Transformation AHA Leadership Summit Thursday, July 27, 2017 Please note that the views expressed
Hospital Outpatient Quality Reporting Program
Hospital Outpatient Quality Reporting Program Support Contractor OQR 2016 Specifications Manual Update Questions & Answers Moderator: Pam Harris, BSN Speakers: Nina Rose, MA Samantha Berns, MSPH Bob Dickerson,
Clinical Safety & Effectiveness Cohort # 8
Clinical Safety & Effectiveness Cohort # 8 1 IMPROVING THE TIMELINESS OF PARACENTESIS: IMPACT OF A PROCEDURE TEAM DATE Educating for Quality Improvement & Patient Safety FINANCIAL DISCLOSURE Patricia Wathen,
2016 Partners in Learning Host Sites
2016 Partners in Learning Host Sites Please see Host Site Description Grid for a complete list of learning opportunities for each location. Site#1 Wuestoff medical Center, Melbourne, FL Host: Rich Egan,
Medication Reconciliation
Medication Reconciliation Wendy Jordan, Pharm.D. Inpatient Pharmacy Manager St. Bernards Medical Center Jonesboro, AR Disclosure The speaker does not have anything to disclose Objectives Describe pharmacy
Six Sigma Report on Reduction of Medication Delivery Turnaround Time for Newly Admitted In-Patients (A leading hospital in Sharjah)
Six Sigma Report on Reduction of Medication Delivery Turnaround Time for Newly Admitted In-Patients (A leading hospital in Sharjah) Company Project Report Semester IV Institute of Management Technology,
Expert Insights: Enhancing Incident Communications featuring Renown Health
Expert Insights: Enhancing Incident Communications featuring Renown Health Kevin Orput, MBA Human Resources Business Partner Renown Health, Reno, Nevada Lisa Rogers, MBA Manager, Contact Center Renown
A21/B21: IHI 23rd Annual National Forum on Quality Improvement in Health Care
A21/B21: IHI 23rd Annual National Forum on Quality Improvement in Health Care Carolyn Sanders, RN, PhD, NEA-BC Vice President, Patient Services & Chief Nursing Officer Lorna Prutzman, RN, MSN Executive
Introduction. Staffing to demand increases bottom line revenue for the facility through increased volume and throughput and elimination of waste.
Learning Objectives Define a process to determine the appropriate number of rooms to run per day based on historical inpatient and outpatient case volume. Organize a team consisting of surgeons, anesthesiologists,
Using Data for Proactive Patient Population Management
Using Data for Proactive Patient Population Management Kate Lichtenberg, DO, MPH, FAAFP October 16, 2013 Topics Review population based care Understand the use of registries Harnessing the power of EHRs
Discharge Before Noon DH32
Discharge Before Noon DH32 Green Belts: Champion: Susan Christensen, RN Eric Belen Hai Tran Alice Issai Date: March 21, 2012 1 DEFINE Problem Statement 1. Baseline data shows only 18% of patient discharges*
Emergency Department Throughput
Emergency Department Throughput Patient Safety Quality Improvement Patient Experience Affordability Hoag Memorial Hospital Presbyterian One Hoag Drive Newport Beach, CA 92663 www.hoag.org Program Managers:
Using Lean Principles to Decrease Outpatient Registration Wait Times. It s a Journey not a Destination
Using Lean Principles to Decrease Wait Times It s a Journey not a Destination 533 Bed Acute Care System 461 Beds at AnMed Health Medical Center 72 Beds at AnMed Health Women s and Children's Hospital 45
"Pull Don't Push A Paradigm Shift for Patient Throughput" Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital
"Pull Don't Push A Paradigm Shift for Patient Throughput" Elizabeth Carlton, RN, MSN, CCRN-K, CPHQ The University of Kansas Hospital The University of Kansas Hospital Leading the Nation in Caring, Healing,
7 Day Health Services: ensuring the support services and infrastructure are in place to support a 7 day model
7 Day Health Services: ensuring the support services and infrastructure are in place to support a 7 day model Dr Daniel Boxer West Hertfordshire Hospitals NHS Trust Implementing 7 day Working in Imaging
Outline. Jeff Seiple Administrative Director Holy Spirit Hospital. Introduction
Jeff Seiple Administrative Director Holy Spirit Hospital Outline Introduction Holy Spirit Hospital Holy Spirit Laboratory (Phlebotomy) Challenges Goals/Objectives & Opportunities Project Scope and Goals
SARASOTA MEMORIAL HOSPITAL POLICY
PS1070 POLICY TITLE: SARASOTA MEMORIAL HOSPITAL (SMH) PATIENT FLOW AND OVER EFFECTIVE DATE: REVIEWED/REVISED DATE: POLICY TYPE: PAGE #: 12/1/05 05/12/17 Clinical Non-Clinical 1 of 11 Job Title of Responsible
Managing Populations to Achieve Triple Aim Outcomes
Managing Populations to Achieve Triple Aim Outcomes Pete Knox, Executive Vice-President and Chief Learning & Innovation Officer March 2014 Agenda 2 1. Overview of Bellin 2. Strategically Aligning the Work
CHEYENNE REGIONAL MEDICAL CENTER AREA: TITLE: TrueConnect Downtime/Recovery Procedure. Page 1 of 1 NUMBER: ADMIN-IM-32 ORIGINATOR: CMIO
ORIGINATOR: CMIO Page 1 of 1 POLICY APPLIES TO: Cheyenne Regional APPROVED BY: CEO: COO: CHRO: CNO: CMIO: REVISION DATE: N/A new policy EFFECTIVE DATE: March 2013 POLICY REVIEW COMMITTEE (PRC) REVIEW DATE:
CMS -1599F. The 2 Midnight Rule Effective October 1, 2013
Joseph Nitti, M.D. Medical Director/Physician Advisor Continuum of Care Dept. Morristown Medical Center 973-971-4004 CMS -1599F The 2 Midnight Rule Effective October 1, 2013 Determination of Inpatient
Looking at Patient Flow in Hours and Days
This presenter has nothing to disclose Looking at Patient Flow in Hours and Days Getting Patients to the Right Level of Care at the Right Time October 23, 2014 Session Objectives Understand the differences
Reducing Surgical Site Infections in Colon Surgery Patients
Reducing Surgical Site Infections in Colon Surgery Patients Mercy Health St. Elizabeth Boardman Hospital A Catholic healthcare ministry serving Ohio and Kentucky Mercy Health St. Elizabeth Boardman Hospital
Viral Load Suppression. Lean Six Sigma Green Belt Project Shawntrell Miles Jordan Health
1 Viral Load Suppression Lean Six Sigma Green Belt Project Shawntrell Miles Jordan Health 2 About Jordan Health Federally Qualified Health Center located in Rochester, New York. Accreditation by the Joint
Johnston Memorial Hospital Value Optimization System Box 9 Insights After Year 5. October 2016
Johnston Memorial Hospital Value Optimization System Box 9 Insights After Year 5 October 2016 Nikki Vanburen, RN, MSN, MBA Chief Nursing Officer Johnston Memorial Hospital Abingdon, VA John Jeter, CPA,
LEAN and Cardiology Nursing Management : Application of LEAN Principle in the Rectification of
LEAN and Cardiology Nursing Management : Application of LEAN Principle in the Rectification of Flow Logistics in Patients Undergoing Coronary Angiograms in Queen Mary Hospital Wong M.S., Luk W.S., Chiang
Emergency Department Strategic Design Considerations
Emergency Department Strategic Design Considerations James Augustine, MD Director of Clinical Operations, EMP Associate Clinical Professor, Wright State University Department of Emergency Medicine. ED
A Partnership Approach to Getting Your Patient s Status Right
A Partnership Approach to Getting Your Patient s Status Right Karen Haesloop, RN, FNP, MSN, McBee Debra Schardt, RN, CPUR, MultiCare Health System Copyright 2017 by McBee Associates, Inc. All rights reserved.
CAC: Understanding the Technology and Lessons Learned from Early Adopters and The Next Big Thing : Core Measures and Quality Reporting
CAC: Understanding the Technology and Lessons Learned from Early Adopters and The Next Big Thing : Core Measures and Quality Reporting Matt Turner, Regional Manager, Dolbey mturner@dolbey.com What is Computer-Assisted
Measurement Strategy Overview
Mobile Integrated Healthcare Program 911 Nurse Triage Measurement Strategy Overview Aim A clearly articulated goal statement that describes how much improvement by when and links all the specific outcome
Patient Safety: Fall Prevention. Unlicensed Assistive Personnel
Patient Safety: Fall Prevention Unlicensed Assistive Personnel Purpose and Objectives Purpose: Review the UCH Fall Prevention Program Objectives: 1. Present evidence about patient safety and falls. 2.
ADDENDUM #1 STATE OF LOUISIANA DIVISION OF ADMINISTRATION OFFICE OF GROUP BENEFITS (OGB)
ADDENDUM #1 STATE OF LOUISIANA DIVISION OF ADMINISTRATION OFFICE OF GROUP BENEFITS (OGB) NOTICE OF INTENT TO CONTRACT (NIC) FOR ADMINISTRATIVE SERVICES ONLY (ASO) FOR HEALTH MAINTENANCE ORGANIZATION PLAN
Protocol: Name of supervising ED provider: Name of RDTC Faculty: Disposition: Date: / / Time: : (military)
RDTC TRACKING SHEET Record patient information in top right corner When completed, place in RDTC binder at A-pod Faculty desk Name: MR# Stamp OR write patient information above ED provider (i.e. faculty/pa/resident
Initiating a Rapid Response Team
Initiating a Rapid Response Team Trials and Tribulations! Washington County Hospital Facility Location Size Hagerstown, MD 320 bed Programs/Services History Emergency Services, Critical Care, Med/Surg,
Epic Training New Hire Orientation Classes for Clinical Staff
2016 MUSC Medical Center New Employee EPIC Class Schedule Memorial Day Schedule - Updated May 2017 Epic Training New Hire Orientation Classes for Clinical Staff Role Epic Class Day/Time/Location Hrs Total
Institute of Medicine Committee on Patient Safety & Health Information Technology
Institute of Medicine Committee on Patient Safety & Health Information Technology Ellen Harper, RN, MBA Senior Director, CNO Cerner Corporation Doctorate Student, ASU HIT Assisted Patient Safety Continuous
TITLE: Processing Provider Orders: Inpatient and Outpatient
POLICY and PROCEDURE TITLE: Processing Provider Orders: Inpatient and Outpatient Number: 13211 Version: 13211.10 Type: Patient Care Author: Carol Vanetti; Provider Order Policy Committee Effective Date:
Public Health Needs: Quality of Care and Sustainability an International Overview. Dr. David Jaimovich President
Public Health Needs: Quality of Care and Sustainability an International Overview Dr. David Jaimovich President Presentation Outline Present sustainable targeted projects that led to improvement in hospitals
The In and Out of the Medicare Two Midnight Rule. Disclaimer. Objectives 3/31/2014
The In and Out of the Medicare Two Midnight Rule Brenda Keeling, RN, CPHQ, CCM Patient Response, Inc. 1 Disclaimer Information enclosed was current at the time it was presented. Medicare policy changes
Patient Placement Getting it Right the First Time
Patient Placement Getting it Right the First Time Union Hospital Who we are! 300 bed Acute Care Hospital Average Daily Census (adult &peds) 203 ED Visit 51,741 Medical Necessity Why it is so important?
CAH PREPARATION ON-SITE VISIT
CAH PREPARATION ON-SITE VISIT Illinois Department of Public Health, Center for Rural Health This day is yours and can be flexible to the timetable of hospital staff. An additional visit can also be arranged
Transformational Patient Care Redesign Project
Transformational Patient Care Redesign Project Kaveh Houshmand Azad 1 Summary In 2008 2009, Providence Holy Cross Medical Center, a 340- bed hospital located in Mission Hills, California embarked upon
Proceedings of the 2005 Systems and Information Engineering Design Symposium Ellen J. Bass, ed.
Proceedings of the 2005 Systems and Information Engineering Design Symposium Ellen J. Bass, ed. ANALYZING THE PATIENT LOAD ON THE HOSPITALS IN A METROPOLITAN AREA Barb Tawney Systems and Information Engineering
University of Michigan Health System
University of Michigan Health System Programs and Operations Analysis Analysis of the Discharge Process at Internal Medicine Unit B Department of Internal Medicine Final Report To: Dr. Christopher Kim,
CHAPTER 5 AN ANALYSIS OF SERVICE QUALITY IN HOSPITALS
CHAPTER 5 AN ANALYSIS OF SERVICE QUALITY IN HOSPITALS Fifth chapter forms the crux of the study. It presents analysis of data and findings by using SERVQUAL scale, statistical tests and graphs, for the
Lean Six Sigma DMAIC Project (Example)
Lean Six Sigma DMAIC Project (Example) Green Belt Project Objective: To Reduce Clinic Cycle Time (Intake & Service Delivery) Last Updated: 1 15 14 Team: The Speeders Tom Jones (Team Leader) Steve Martin
BEDSIDE REGISTRATION CAPE CANAVERAL HOSPITAL
Publication Year: 2004 BEDSIDE REGISTRATION CAPE CANAVERAL HOSPITAL Summary: Cape Canaveral hospital implemented a streamlined bedside registration process in order to reduce the time patients spent waiting
OVERVIEW OF ESSENTIAL CHARTING ELEMENTS FOR THE EMERGENCY DEPARTMENT
OVERVIEW OF ESSENTIAL CHARTING ELEMENTS FOR THE EMERGENCY DEPARTMENT ALL CHARTING NEEDS TO BE FINISHED AT THE END OF YOUR SHIFT PRIOR TO LEAVING THE ED IF YOU HAVE ANY QUESTIONS, ASK FOR HELP! All of the
PFAC as Consultant to Hospital Initiatives
4th Annual Patient and Family Advisory Council Conference Strengthening Patient and Family Engagement in Massachusetts Hospitals PFAC as Consultant to Hospital Initiatives Lois Erhartic, Colleen McCauley,
ABC s of PES. Greg Miller, MD MBA CMO Unity Center for Behavioral Health
ABC s of PES Greg Miller, MD MBA CMO Unity Center for Behavioral Health Content Outline Overview of Unity Services Emergency Psychiatry: Historical Perspective Emergency Psychiatry: Current Service Delivery
General Medical Staff Meeting Volume Statistics & Clinic Update January 2016
General Medical Staff Meeting Volume Statistics & Clinic Update January 2016 Statistics Comparison 2014 2015 % Q4 Q4 Variance 1. Discharges 2,676 2,846 6% 2. Patient Days 16,203 16,710 3% 3. Average Daily
What is an Inpt & How to get it right. The Challenges of Coverage and Compliance Why is it so hard?
What is an Inpt & How to get it right The Challenges of Coverage and Compliance Why is it so hard? 1 From the pt: AARP Jan-Feb 2010 issue Hospital Stays are Under Observation Ruth Way fell, was admitted
EP15: Describe and demonstrate interdisciplinary collaboration using continuous quality and process improvement.
1 EP15: Describe and demonstrate interdisciplinary collaboration using continuous quality and process improvement. Interdisciplinary collaboration is an essential component of Riverside Medical Center
Clinical Operations in a Service Line Model
These presenters have nothing to disclose. Clinical Operations in a Service Line Model John D Angelo, MD, FACEP Executive Director & Senior Vice President Sarah Healey Herod, MPH Director, Service Line
Reduc&on in Turnaround Times for STAT Exams in Body Imaging. Eduardo Ma:a, MD Venkateswar Surabhi, MD William Shepherd, MS
Reduc&on in Turnaround Times for STAT Exams in Body Imaging Eduardo Ma:a, MD Venkateswar Surabhi, MD William Shepherd, MS Overview The Department of Diagnostic and Interventional Imaging at Memorial Hermann-TMC
CAH Quality Improvement and Care Transitions Collaborative
CAH Quality Improvement and Care Transitions Collaborative Lean Concepts and TeamSTEPPS Tools Working Together to Improve Quality Outcomes July 14, 2016 How to Participate in the Session If you have called
Lean Six Sigma in Healthcare. 4 Simple BFO s s that Change Everything
Lean Six Sigma in Healthcare 4 Simple BFO s s that Change Everything Presented By: Joseph Duhig Senior Vice President Juran Institute, Inc. February 23, 2008 BFO s = Blinding Flashes of the Obvious 8005
Outsourcing in Hospitals
Outsourcing in Ho Our Company Unique22 Healthcare are providing all types of Hospi Departments Outsource in Delhi-NCR, North India EYE DEPARTMENT DENTAL ENT PHARMACY CATH LAB DERMATOLOGY PATHOLOGY LABORATORIES
Respiratory Clinical Review of Patients with Community Acquired Pneumonia
Respiratory Clinical Review of Patients with Community Acquired Pneumonia DrPeter Wu Staff Specialist Department of Respiratory & Sleep Medicine Westmead Hospital Western Sydney Local Health District How
Improving operating room efficiency through the use of lean six sigma methodologies. Teodora O. Nicolescu
Improving operating room efficiency through the use of lean six sigma methodologies Teodora O. Nicolescu Author detail: Teodora O. Nicolescu, MD Associate Professor Department of Anesthesiology The University