Lean Implementation at Jefferson Healthcare. Earll Murman LAI Annual Conference March 25, 2010
|
|
- Norah Hancock
- 5 years ago
- Views:
Transcription
1 Lean Implementation at Jefferson Healthcare Earll Murman LAI Annual Conference March 25, 2010
2 Rural Healthcare Case Study Jefferson County, WA Population 29,542 (2008 est.) Photo by Earll Murman Source: Google 2010 MIT Murman LAI Annual Meeting 2
3 Jefferson Healthcare Overview History 1890 Sisters of Providence founded St John s Hospital 1975 Jefferson County Public Health District takes ownership and establishes Jefferson General Hospital Acquired 5 primary care clinics 2003 Designated Critical Access Hospital 2004 Renamed Jefferson Healthcare Governed by 5 elected Commissioners Largest employer in Jefferson County, 489 employees Annual budget approximately $45 million Over three quarters of business is outpatient 2010 MIT Murman LAI Annual Meeting 3
4 Seattle Hospitals Medivac Jefferson Healthcare Swedish MC Seattle Harrison Hos. Bremerton Acute Cardiac Drive to Stroke Telemedicine In Patient Family Birth Center Surgery East Jefferson Fire & Rescue ED and Express Care 25 Bed s Five Primary Care Clinics Home Health & Hospice PT and Rehab Port Ludlow Fire & Rescue Medical Short Stay Diagnostics 2010 MIT Murman LAI Annual Meeting 4
5 JHC Drivers for Lean Grow activity and contain costs while achieving: Purpose To assure appropriate healthcare services are available to support the health of all people of Eastern Jefferson County Values Jefferson Healthcare is: Intentionally Patient Centered Committed to the highest possible quality healthcare for all An employer that recognizes the quality of its employees and helps them to reach their potential Committed to a health community that encourages individual responsibility A prudent steward of healthcare resources Mission Jefferson Healthcare... excellence with compassion and innovation Source: MIT Murman LAI Annual Meeting 5
6 JHC Lean History Early 2000 As one of 20 rural hospitals affiliated with Virginia Mason in Seattle, JHC CEO was aware of lean Exploratory: Four staff attended Lean training brought tools home Conducted RPIW for patient registration Difficult implementation but good results (45 5 min) Island of success no traction across JHC commitment: 2006 present CEO and other directors received 1 week training Strategic decision to make Lean the JHC Performance Improvement system Contracted with Joan Wellman & Associates Formed Lean Resource office Budgeted $1M annually for lean implementation ~ 200 improvement opportunities identified 2010 MIT Murman LAI Annual Meeting 6
7 Lean Organization Lean Resource Office reports to CEO Lead is member of JHC Strategic Leadership Group Three Lean Fellows and one admin support Lead is RN with experience in ED, OB, IT Joan Wellman Associates under contract to provide lean expertise - the JHC Sensei Associate spends 1 week/month on site The 5 lean team members support 30 events/year as coaches, experts, facilitators 2010 MIT Murman LAI Annual Meeting 7
8 JHC Lean Events Primary tools employed are 5S, RPIW, VSMA events events Photo by Earll Murman events Examples: OP Clinic VS, ED VS, AMI RPIW, Stroke RPIW, Laundry RPIW, Safety Office 5S, Pt discharge 2010 MIT Murman LAI Annual Meeting 8
9 Time is critical for treating major heart attacks. Greatest loss of heart muscle is in first 2 hours Recommended treatment is catheter insertion of balloon within 90 min of presentation Alternate treatment clot busting thrombolytic drug Acute Myocardial Infarction RPIW Situation Closest Cat Lab is in Bremerton minimum 55 min drive time No clear boundary for when patients go to Bremerton or when they require thrombolytics at JHC Average as is treatment or process time at JHC is 165 min RPIW Targets Reduce Lead Times for AMI response 2010 MIT Murman LAI Annual Meeting 9
10 Pt Value Stream Intersects Multiple Organizations Common process required for 6 different organizations 2010 MIT Murman LAI Annual Meeting 10
11 Images from AMI RPIW Planning training ED RN Lean Fellow BEFORE 165 min CNO Cardiologist ED MD AFTER 20 or 60 min Writing new protocols Lean Fellow Photos by Earll Murman House Coordinator Jefferson Healthcare Acute Myocardial Infarction RPIW April 20-24, 2009 Process Owner 2010 MIT Murman LAI Annual Meeting 11
12 Key to RPIW was the focus on Pt and Pt value stream Six different organizations working collaboratively to provide the best care possible given constraints Clear geographic boundaries delineate treatment pathway based on time-to-treatment constraints Process time measured by stopwatch strapped to Pt Medics certified to administer thrombolytic drugs in EMS van Future State AMI Algorithm The hospital is where the patient is MIT Murman LAI Annual Meeting 12
13 Value Stream Event for JHC Situation Five legacy outpatient clinics Few standard processes Little coordination between clinics and with other parts of JHC Patients per day per doctor under national norms Poor flow and facility layout Primary Event Focus: Identify standard patient flow for clinic encounters; improve patient access and provider productivity Outpatient Clinics Photos by Earll Murman 2010 MIT Murman LAI Annual Meeting 13
14 Jefferson Healthcare Clinic - Current State Map OVERALL CLINIC DATA - Blocked Hours 67/day Receive call & Send registration packet Reg Pkt V1 Wait for pt to return packet Request Med History records EXTERNAL PROVIDERS Wait for ex prov to return info Med History Receive Med History & Call to Schedule Input Med History - Cost per visit - $ Avg. Pts per hour Available hours per day 67 ROS V1 - Contact Hours 59/day - Utilization 88% Phone call Phone call Visit Clinic PATIENT EXTERNAL PHARMACIES PATIENT DATA - Volumes visit/day - Market share - Hospital 46.7% - Cancel by reason - see chart A - Payor mix commercial 38% - Satisfaction overall Volume by Diagnosis See chart B - Schedule on 1 st call 0% - # of Pts on panel Days out for first 3 rd visit Days out by provider - See C Reg Pkt V2 Obtain Demographics mini-reg & Send packet Call patient to schedule Hot Document delays 2% Input Med History ROS V1 2.2 Check-in patient for visit Interface 19.1 Phone call Room & perform vitals, etc. RN Med list 31.2 Salmon reminder (PTFP) Scripts Routing Slips Educ. Orders See patient MD, PA 4.4 Check-out patient Referrals Discharge Walk to hospital Referral Coordinator 4.8 walk or return Scripts Discharge MediTech Register for Ancillary Services Hospital Registration Discharge Rad film Interface 14.0 MediTech HOSPTIAL Ancillary Services L/T C/T - Schedule on 1 st call 0% - # of Pts on panel No shows 2% - On-time starts 37% - Referral volume 14.5 % - Volumes by service 13.0% - Days out for first 3 rd visit On-time starts 37% - Time by diagnosis Chart D - Lead-time by service - varies - Days out by provider- see chart C - Document delays 12% - Volume by hour Chart E Pre-reg, Schedule, & Send packet Reg Pkt V2 ROS V2 Input Med History following Check-in LEGEND = PTFP Scheduling = Hospital Services = OPC Scheduling = Patient - Schedule on 1 st call 100% - Document delays 30% = JMPG Scheduling = Patient on schedule - # of Pts on panel Days out for new visit = Clinic flow (all sites) - Days out by provider See Chart C Days out for first 3 rd visit 1.16 Source: Jefferson Healthcare, Port Townsend, WA 2010 MIT Murman LAI Annual Meeting 14
15 Jefferson Healthcare Clinic - Ideal State Map OVERALL CLINIC DATA - Blocked Hours 67/day - Cost per visit - $ Contact Hours 59/day EXTERNAL PROVIDERS Med History History Request Appt Request Jefferson Website - Research Providers - Input Medical History - Input Registration Data - Initiate requests for Med Hx from external Reg Pkt Reg Pkt providers Pt Info Reminder History Request Reminder Appt Request Patient Info Reg Pkt Pre Visit Check-in - Avg. Pts per hour Available hours per day 67 Reminder Internet Reg Pkt - Utilization 88% Visit Clinic EXTERNAL PHARMACIES PATIENT PATIENT DATA - Volumes visit/day - Market share - Hospital 46.7% - Cancel by reason - see chart A - Payor mix commercial 38% - Satisfaction overall Volume by Diagnosis See chart B Phone call Schedule Pt Schedule & Initiate Pt Registration & Initiate Registration Same Day (urgent) 2-Wks (non-urgent, no preference) Mail or Appt Walk-in Request Phone call MediTech Complete Pre-Reg & Demographic Documentation Reg Pkt 1 Wk prior Reschedule reminders Call Pt for Visit Reminder Reschedule Call Pt to Reschedule due to incomplete records 2 days prior for limited patients Phone call reminder Hold daily Check-in huddle Check-in Patient Check-in Patient Check-in Clinic Patient Patient Team n n n n n Pt Info Clinic Kiosk Pre Visit - Check-In Check-in Interface Check-in Room & Patient ROS perform vitals, etc. MA reminders Pod Med list Scripts Scripts Routing Slips Educ. See patient See See Orders patient Care patient Providers, Team Providers, RN, MA RN, MA Discharge Referrals Check-out patient Referral Coordinator MediTech Interface Rad film HOSPTIAL Ancillary Services E-orders Follow-up care n n n n Recall Patient min - Schedule on 1 st call - No shows - On-time starts - Referral volume - # of Pts on panel - On-time starts - Time by diagnosis - Days out for first 3 rd visit - Days out by provider - Document delays - Volume by hour - Volumes by service 13.0% - Lead-time by service - varies Source: Jefferson Healthcare, Port Townsend, WA = Scheduling ist = Clinic ist = Referral Coordinator LEGEND = MA = MD/PA = RN = Hospital Services = Patient = Patient on schedule n = Queues (Inventory) 2010 MIT Murman LAI Annual Meeting 15
16 Jefferson Healthcare Clinic Future State Focus (2008) OVERALL CLINIC DATA - Blocked Hours 67/day Receive call & Send registration packet Reg Pkt V1 Wait for pt to return packet Request Med History records EXTERNAL PROVIDERS Med History Receive Med History & Call to Schedule Wait for ex prov to return info Input Med History - Cost per visit - $ Avg. Pts per hour Available hours per day 67 ROS V1 - Contact Hours 59/day - Utilization 88% Address safety measures & gaps by Phone call Phone call Establish Pt focus group by Improve staff satisfaction by (TBD) Visit Clinic PATIENT EXTERNAL PHARMACIES PATIENT DATA - Volumes visit/day - Market share - Hospital 46.7% Improve Pt - Cancel by reason - see chart A satisfaction - Payor mix by (TBD) commercial 38% - Satisfaction overall Volume by Diagnosis See chart B - Schedule on 1 st call 0% - # of Pts on panel 5997 Develop standard Reg Pkt scheduling template by V2 Obtain Demographics mini-reg & Send packet Develop standards for scheduling & reception by Days out for first 3 rd visit Days out by provider - See C Develop standard registration Call packet patient by to schedule Hot Document delays 2% Input Med History Develop process ROS for capturing V1 Hx pre-visit by Hire/train MA resources 2.2 Check-in patient for visit 19.1 Implement daily huddle by Develop clinic service standards by Interface Phone call Room & perform vitals, Develop etc. standard room by RN 9.7 Med list Align Educ. to care teams in pods by Orders (TBD) See patient MD, PA Salmon reminder (PTFP) Scripts Routing Slips 31.2 Develop pre-order 4.4 & future lab capabilities in by Check-out patient Referral Coordinator 2.1 Discharge Develop postvisit standard Referrals work by (TBD) Walk to hospital Standardize 4.8 visit walk documentation by (TBD) or return Scripts Discharge MediTech Register for Ancillary Services Discharge Hospital Eliminate need to Registration re-register in hospital Rad film Interface MediTech HOSPTIAL Ancillary Services 3.1 L/T C/T - Schedule on 1 st call 0% - # of Pts on panel No shows 2% - On-time starts 37% - Referral volume 14.5 % - Volumes by service 13.0% - Days out for first 3 rd visit On-time starts 37% - Time by diagnosis Chart D - Lead-time by service - varies - Days out by provider- see chart C - Document delays 12% - Volume by hour Chart E Pre-reg, Schedule, & Send packet Reg Pkt V2 ROS V2 Input Med History following Check-in LEGEND = PTFP Scheduling = Hospital Services = OPC Scheduling = Patient - Schedule on 1 st call 100% - Document delays 30% = JMPG Scheduling = Patient on schedule - # of Pts on panel Days out for new visit = Clinic flow (all sites) - Days out by provider See Chart C Days out for first 3 rd visit 1.16 Source: Jefferson Healthcare, Port Townsend, WA 2010 MIT Murman LAI Annual Meeting 16
17 Standard Rooms and Central Supplies 5S Events in each Clinic Source: Jefferson Healthcare 2010 MIT Murman LAI Annual Meeting 17
18 Lean Events Targeting Each Step in the Clinic Value Stream Standard Work creates a foundation to build on FIW Dec 2007 FIW Mar 2008 FIW Mar 2009 RPI Jun 2008 RPI Mar 2009 RPI Sep 2008 Source: Jefferson Healthcare FIW = Focused Improvement Workshop 2010 MIT Murman LAI Annual Meeting 18
19 Daily Management System Implement daily huddle Photos by Earll Murman 2010 MIT Murman LAI Annual Meeting 19
20 Results Project Access RPI (Feb 2009): Reorganized Medical Staff Structure Consolidate Provider meetings reducing meeting hours. Revise scheduling guidelines (20 min vs. 40 min vs. 60 min) Cumulative Available Clinic Hours 2007, 2008, 2009 Project Access RPI January February March April 2007 CML 2008 CML 2009 CML Create schedule management strategies using daily huddle Source: Jefferson Healthcare 2010 MIT Murman LAI Annual Meeting 20
21 Results Source: Jefferson Healthcare 2010 MIT Murman LAI Annual Meeting 21
22 JHC Accomplishments Laundry RPIW was early success Saved laundry from being outsourced Stabilized staff at 3 FTE from 4 FTE budgeted Customer satisfaction went from 70% to 100% Most MDs get it, are on board, and are driving process improvement Launching the Clinic VS was a tipping point OR daily on time start went from 14% to 96% Culture beginning to change Community now has excellent stroke and acute cardiac care response for rural hospital 45% employee participation in at least one event Source: Jefferson Healthcare 2010 MIT Murman LAI Annual Meeting 22
23 Success Factors CEO leadership, commitment, engagement -wide process improvement method Commitment of resources Engaging consultant on long-term contract Lean Resource office Tiger teams from IT, EVS, facilities, materials mgmt support rapid change during RPIWs Getting MDs involved and on board Active participants in process improvement No layoffs for productivity improvements The lesson learned by the MDs from the clinical value stream RPI was that lean focuses on what to do to make them, the patients, and the staff happy. Vic Dirksen, CEO 2010 MIT Murman LAI Annual Meeting 23
24 Challenges and Opportunities Lean fatigue 30 events per year for 489 employees and 4 lean resource office staff is at capacity of organizational rate of change Changing culture opens opportunities for bottom-up implementation Transforming Care at Bedside is an example Making everyone a problem solver all the time Biggest gains still to come Lean is an effective way for me to make systemic, not charismatic, change in process improvement at Jefferson Healthcare. Vic Dirksen, CEO 2010 MIT Murman LAI Annual Meeting 24
25 Acknowledgements Terri Camp Jefferson Healthcare Teresa Deason Joan Wellman Associates Vic Dirksen Jefferson Healthcare Paula Dowdle Jefferson Healthcare John Nowak Jefferson Healthcare Matt Ready Jefferson Healthcare 2010 MIT Murman LAI Annual Meeting 25
Rebalancing the Cost Structure: Progressive Health Systems, Inc. Bob Haley, CEO Steve Hall, CFO
Rebalancing the Cost Structure: Progressive Health Systems, Inc. Bob Haley, CEO Steve Hall, CFO THE MARKET & PHS S POSITION 2 Progressive Health Systems, Inc. (dba Pekin Hospital) Pekin, IL 3 4 5 Nearby
More informationSFGH. Management System. Components. SFGH Management System. Improvement. Time. Strategic Planning True North. Value Streams: Rapid Improvement Events
SFGH Management System 1 SFGH Management System Components Strategic Planning True North Improvement Management System Value Streams: Rapid Improvement Events Time 2 1 Refining our Strategic Planning PATIENT
More informationUsing 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
More information9/15/2017 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
More informationPRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management
PRISM Collaborative: Transforming the Future of Pharmacy PeRformance Improvement for Safe Medication Management Mission: To improve the health of the people of Connecticut through safe and effective medication
More informationTwo 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
More informationLeveraging the Accountable Care Unit Model to create a culture of Shared Accountability
Leveraging the Accountable Care Unit Model to create a culture of Shared Accountability How we improved Patient Safety and Quality Outcomes at Northwest Hospital Our Journey to Shared Accountability Implementation
More informationEXECUTIVE SUMMARY: briefopinion: Hospital Readmissions Survey. Purpose & Methods. Results
briefopinion: Hospital Readmissions Survey EXECUTIVE SUMMARY: Purpose & Methods The purpose of this survey was to collect information about hospital readmission rates and practices. The survey was available
More informationAurora will expand its geographic coverage within Wisconsin to achieve its mission to: Aurora Health Care 1991 Strategic Plan
Objectives To describe the 20-year evolution of Aurora Medical Group within Aurora Health Care To identify the cultural characteristics necessary to improve patient access from the patient s perspective
More informationReadmission Project 2017 Janice M. Maupin, RN, MSN, CPHQ. A Catholic healthcare ministry serving Ohio and Kentucky
Readmission Project 2017 Janice M. Maupin, RN, MSN, CPHQ A Catholic healthcare ministry serving Ohio and Kentucky 1 Mission, Values and Promise Our Mission We extend the healing ministry of Jesus by improving
More informationAchieving Operational Excellence with an EHR a CIO s Perspective
Achieving Operational Excellence with an EHR a CIO s Perspective Phyllis Schuck, SPHR CIO of Pinehurst Surgical HIT Session 6.02 Thursday, March 29, 2007 Pinehurst Surgical Organization Overview Founded
More informationOregon Medical Group Team Medicine 3 April 2014
Oregon Medical Group Team Medicine 3 April 2014 Joshua P. Kimball Chief Operating Officer Oregon Medical Group Oregon Medical Group Oregon Medical Group is a physician owned, primary care heavy, multispecialty
More informationLaguna Honda Lean Transformation. Laguna Honda Strategic Performance Management November 2017
Laguna Honda Lean Transformation Laguna Honda Strategic Performance Management November 2017 Background MAKE IT BETTER 4. 1. Performance Improvement FIX IT Do the work and make it happen 3. Create best
More informationPOLICY & PROCEDURE DEFINITIONS: Referral Status
POLICY & PROCEDURE TITLE: Referral Policy and Procedure Scope/Purpose: To provide specialized services to patients to obtain accurate diagnoses and for improved patient satisfaction Division/Department:
More informationPatient Care: Case Study in EHR Implementation. With Help From Monkeys, Mice, and Penguins. Tom Goodwin, MHA MIT Medical Cambridge, MA March 2007
Using Information Technology to Drive Patient Care: Case Study in EHR Implementation With Help From Monkeys, Mice, and Penguins Tom Goodwin, MHA MIT Medical Cambridge, MA March 2007 MIT Medical Staff 122
More informationCreating the New Care Design L2. George Kerwin, CEO Patient of Bellin Health Bellin Health Team. Objectives
Creating the New Care Design L2 George Kerwin, CEO Patient of Bellin Health Bellin Health Team Objectives Identify the five views of the Production System necessary to Create a Connected Personal Experience
More informationPSC Certification: What really happens
PSC Certification: What really happens Authors: Wendy J. Smith, BS, MA, RES, RCEP, RN, SCRN Christy Franklin, MS, RN, CNRN Julie Fussner, BSN, RN, CPHQ, SCRN Disclosures Wendy J. Smith- I have no actual
More informationStroke Coordinator Boot Camp
Stroke Coordinator Boot Camp Gena Kreiner RN BSN FHS Stroke Coordinator Karen C. Kiesz MN RN CNRN SCRN MHS Stroke Program Manager Lisa Shumaker, BSN, RN, CMSRN (Moderator) PRMC- Everett Stroke Program
More informationHIE/HIO Organizations Supporting Meaningful Use (MU) Stage 2 Goals
HIE/HIO Organizations Supporting Meaningful Use (MU) Stage 2 Goals Pam Matthews, RN, MBA, FHIMSS, CPHIMS Senior Director HIMSS Didi Davis, President, Serendipity Health, LLC East TN Regional HIMSS Conference
More informationLooking 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
More informationREDESIGNING ALLIED HEALTH OUTPATIENTS - Lean Thinking Applications to Allied Health
REDESIGNING ALLIED HEALTH OUTPATIENTS - Lean Thinking Applications to Allied Health Josephine Kitch, Director, Allied Health Division,Flinders Medical Centre, SA Brenda Crane, RDC Clinical Facilitator,
More informationHarm Across the Board Reporting: How your Hospital Can Get There
Harm Across the Board Reporting: How your Hospital Can Get There Presentation to KHA Annual Quality Conference March 19, 2014 Jackie Conrad RN, BSN, MBA Improvement Advisor Cynosure Health Objectives Upon
More informationTying It All Together: Informatics In Action
Tying It All Together: Informatics In Action Sherri Hess, MS-IS, BSN, RN, Director of Nursing Informatics, Denver Health System Andrew Steele, MD, MPH, CMIO, Denver Health System Denver Health Integrated
More informationCAH 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
More informationOMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care.
Dear Community, Working together to provide excellence in health care. This mission statement, established nearly two decades ago, continues to be fulfilled by our employees and medical staff. This mission
More informationLean Healthcare Outcomes: Delivering Results
Presenters Lean Healthcare Outcomes: Delivering Results John Duggan Director of Real Estate Operations & Retail Subsidiaries Reliant Medical Group, Worcester, MA C01: October 2nd, 2012 Marc Margulies AIA,
More informationElmhurst Memorial Healthcare Successfully Attests to Stage 1 Meaningful Use
Welcome! Elmhurst Memorial Healthcare Successfully Attests to Stage 1 Meaningful Use Presented by: Larry Katzovitz & Judy Triano Elmhurst Memorial Healthcare Kay Jackson (978) 805-3104 Kay.Jackson@iatric.com
More informationOperational 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
More informationLeadership for Quality A Strategy for Marketplace Success. Requirements for Transformation. Typical State of Shared Vision. It All Starts With Urgency
Virginia Mason Medical Center Leadership for Quality A Strategy for Marketplace Success Estes Park Institute January 2012 Gary S. Kaplan, MD, Chairman and CEO Virginia Mason Medical Center Seattle, Washington
More informationEvolving Rural Healthcare Environment Surviving the Crossing of the Shaky Bridge
Draft Evolving Rural Healthcare Environment Surviving the Crossing of the Shaky Bridge New Mexico Hospital Association Annual Meeting Albuquerque, NM September 25, 2014 Matt Mendez, MHA 1 About Stroudwater
More informationImprove 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
More informationDepartments to Improve. February Chad Faiella RN, Terri Martin RN. 1 Process Excellence
Coordination of Multiple Departments to Improve ED Throughput February 2011 Chad Faiella RN, Terri Martin RN 1 Agenda OhioHealth information Grant Medical Center facts Bed assignment process Key takeaways
More informationImproving the Patient Experience through Key Nursing Practices and Authentic Patient Connections
Improving the Patient Experience through Key Nursing Practices and Authentic Patient Connections Mary Del Guidice, MSN, BS, RN, CENP Chief Nursing Officer Penn Medicine, Pennsylvania Hospital Assistant
More informationCosts Beyond the Cost: Challenges of Utilizing an Enterprise EMR in Hospital Urgent Care
Costs Beyond the Cost: Challenges of Utilizing an Enterprise EMR in Hospital Urgent Care Alan Ayers, MBA, MAcc Vice President of Strategic Initiatives, Practice Velocity Practice Management Editor, The
More informationHealth Reform and IRFs
American Medical Rehabilitation Providers Association 8 th Annual AMRPA Educational Conference New Orleans, LA Health Reform and IRFs Planning Today for Success Tomorrow October 14, 2010 Agenda Introduce
More informationThe presentation will begin shortly.
The presentation will begin shortly. The content provided herein is provided for informational purposes only. The views expressed by any individual presenter are solely their own, and not necessarily the
More informationBaptist Health System Jacksonville, FL
Baptist Health System Jacksonville, FL Baptist Health System Community Leader in Healthcare Five (5) Hospital System Serving greater Jacksonville area and SE Georgia Children s Hospital Primary Care Facilities
More informationImproving Pain Center Processes utilizing a Lean Team Approach
Improving Pain Center Processes utilizing a Lean Team Approach Organization Name: St. Joseph Medical Center Type: Acute Care Hospital Contact Person: Sue Mitchell Title: Nurse Mgr Pain Mgmt Center E-Mail:
More informationStrategies to Reduce Readmissions, Sepsis, and Health-Care Associated Infections
C10 This presenter has nothing to disclose Strategies to Reduce Readmissions, Sepsis, and Health-Care Associated Infections David Renfro, MS, RN NE BC Kelly Farnam, BSN, RN Gloria Martinez, MS, RN, NEA
More informationSan Joaquin County Emergency Medical Services Agency
San Joaquin County Emergency Medical Services Agency http://www.sjgov.org/ems DATE: Mailing Address PO Box 220 French Camp, CA 95231 TO: FROM: SUBJ.: All Prehospital Personnel and Providers Emergency Department
More informationMitzi Cardenas Sr. VP/Strategy, Business Development and Technology Truman Medical Centers
Mitzi Cardenas Sr. VP/Strategy, Business Development and Technology Truman Medical Centers HIMSS Stage 7: What it Means Heart of America HIMSS and the Missouri Health Information Management Association
More informationStrategies for an Effective Structural Heart Program: Current and Future Considerations
Strategies for an Effective Structural Heart Program: Current and Future Considerations Eric L. Sarin, MD Co-Director, Structural Heart and Valve Program Co-Director, Cardiovascular Research Inova Heart
More informationLearning Objectives. Carolinas HealthCare System Who We Are
1 Capturing Accurate Documentation Through Participation in Interdisciplinary Rounds: A Healthcare System Initiative Kay Blue, RN, BSN, CCDS, ACM, Director CDI Holley Pegram, RN, MSN, CCM, Manager CDI
More informationPACT: The VA s Medical Home
A5/B5 This presenter has nothing to disclose PACT: The VA s Medical Home What is working to change a big system Mike Davies, MD Director VA Systems Redesign Rich Stark, MD Director VA Primary Care Operations
More informationSummary of UPMC Hamot Significant (Top 10) FY15 Goals
Summary of UPMC Hamot Significant (Top 10) FY15 s 1. Continue to achieve top quartile performance in patient safety and quality measures 2. Monitor volume and assess efficiency: inpatient beds, workforce,
More informationAirStrip ONE Cardiology
AirStrip ONE Cardiology A Synchronized View of the Vital Patient Data Needed to Improve Care Heart disease is the leading cause of death in the U.S. The associated costs exceed $100 billion annually. AirStrip
More informationImproving Clinical Flow ECHO Collaborative Change Package
Primary Drivers (driver diagram) Change Concepts Change Ideas Examples, Tips, and Resources Engaged Leadership Develop culture for transformation Use walk-arounds and attendance at team meetings to talk
More informationInteractive Urological Outpatient Workshop
Interactive Urological Outpatient Workshop One Stop Urology Clinic design Norfolk and Norwich University Hospitals 25 th September 2014 Is this your service? Multiple entry points into the service new
More informationPresenter Disclosure
Improving Transitions from the Hospital to Community Settings IHI National Forum Learning Lab Sunday, December 8, 2013 Presenter Disclosure MaryAnne Elma, MPH Quality Implementation and Innovations Director
More informationMarch 28, 2018 For Decision Board of Directors Item 9.0 Comprehensive Regional Cardiac Program Plan
BRIEFING NOTE March 28, 2018 For Decision Board of Directors Item 9.0 Comprehensive Regional Cardiac Program Plan PURPOSE To provide the WWLHIN Board of Directors with a recommendation to endorse the proposed
More informationRTT Recovery Planning and Trajectory Development: A Cambridge Tale
RTT Recovery Planning and Trajectory Development: A Cambridge Tale Linda Clarke Head of Operational Performance Addenbrooke s Hospital I Rosie Hospital Apr 2014 May 2014 Jun 2014 Jul 2014 Aug 2014 Sep
More informationImproving 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
More informationQuality Measure Indicators +Throughput Metrics + Automated Dashboard = Innovation to Improve Quality Goals
Quality Measure Indicators +Throughput Metrics + Automated Dashboard = Innovation to Improve Quality Goals DMC Harper- Hutzel Hospital The DMC is an 8 facility academic medical center Harper-Hutzel is
More informationCreating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety
Creating a Data-Driven Culture to Right-Size Capacity and Enhance Quality and Safety MaryPat Sullivan, CNO and Chief Experience Officer, Overlook Medical Center, Atlantic Health System, Summit, NJ Jacalyn
More information2017 HIMSS DAVIES APPLICANT
2017 HIMSS DAVIES APPLICANT Introduction of NOMS Team Members Melissa Thomas IT Project Director Joshua Frederick, CPA, MT Chief Executive Officer Jennifer Hohman, MD Executive Vice President, NOMS Healthcare
More informationOntario Shores Journey to EMRAM Stage 7. October 21, 2015
Ontario Shores Journey to EMRAM Stage 7 October 21, 2015 ICE BREAKER Agenda System overview & pervasiveness of use Review Clinical Practice Guideline implementation Discuss Patient Portal implementation
More informationHeart Failure Order Sets. Standardizing Care for the Heart Failure Patient 2012
Heart Failure Order Sets Standardizing Care for the Heart Failure Patient 2012 Objectives: Standardize care for all heart failure patients in Legacy Base Practice on American Heart Association Guidelines
More informationFrom Implementation to Optimization: Moving Beyond Operations
From Implementation to Optimization: Moving Beyond Operations Session 260, March 8, 2018 Scott Aikey, Sr. Director, Core Clinical Applications Children s Hospital of Philadelphia 1 Conflict of Interest
More informationHospital Urgent Care Operations: A Pathway to Profitability
Hospital Urgent Care Operations: A Pathway to Profitability Alan A. Ayers, MBA, MAcc Chief Executive Officer, Velocity Urgent Care Vice President of Strategic Initiatives, Practice Velocity, LLC Practice
More informationCatherine Porto, MPA, RHIA, CHP Executive Director HIM. Madelyn Horn Noble 3M HIM Data Analyst
1 Catherine Porto, MPA, RHIA, CHP Executive Director HIM Madelyn Horn Noble 3M HIM Data Analyst University of New Mexico Hospitals» The state s only academic medical center» The primary teaching hospital
More informationThe Stepping Stones Project Care Transitions and the Coaching Model
The Stepping Stones Project Care Transitions and the Coaching Model Selena Bolotin, MSW Care Transitions Project Manager Quality & Safety Initiatives Qualis Health Seattle, Washington About Qualis Health...
More informationSENTARA HEALTHCARE. Norfolk, VA
SENTARA HEALTHCARE Norfolk, VA 1 Sentara Healthcare Overview 11 Acute Care Hospitals in Virginia with a total of 2572 licensed beds 1E Extended dstay hospital 9 Ambulatory Care Campuses; 5 with freestanding
More informationStrategic Plan Our Path to Providing Excellence in Health Care
Strategic Plan 2014-2016 Our Path to Providing Excellence in Health Care Dear Community Members, As your publicly elected commissioners of Clallam County Public Hospital District No. 2, we are dedicated
More informationStructural Heart Program Staffing Considerations- Effective Models for Clinic, Procedure and Post Procedure Care
Structural Heart Program Staffing Considerations- Effective Models for Clinic, Procedure and Post Procedure Care Deborah Campbell Inova Fairfax Medical Campus Edwards Healthcare Leadership Series September
More informationTransforming Healthcare Delivery, the Challenges for Behavioral Health
Transforming Healthcare Delivery, the Challenges for Behavioral Health Presented by: M.T.M. Services, LLC P. O. Box 1027, Holly Springs, NC 27540 Phone: 919-434-3709 Fax: 919-773-8141 E-mail: mtmserve@aol.com
More informationMeaningful Use: A Practical Approach. CSO HIMSS Spring Conference 2013
CSOHIMSS 2013 Slide 0 May 17 th, 2013 Meaningful Use: A Practical Approach Jay Brown Sr. VP & CIO, UC Health Rick Haucke Manager, IS&T, PMO, UC Health Ajay Sharma FHIMSS, Sr. Manager, Sogeti USA, LLC CSO
More informationCHEYENNE 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:
More informationNHS Wales Delivery Framework 2011/12 1
1. Introduction NHS Wales Delivery Framework for 2011/12 NHS Wales has made significant improvements in targeted performance areas over recent years. This must continue and be associated with a greater
More informationOverview of The Joint Commission s Primary Care Medical Home (PCMH) Certification
Overview of The Joint Commission s Primary Care Medical Home (PCMH) Certification Joyce Webb, RN, MBA Project Director, Standards and Survey Methods Program Lead, The Joint Commission s PCMH Initiative
More informationEHR Enablement for Data Capture
EHR Enablement for Data Capture Baylor Scott & White (15 min) Bonnie Hodges, RN University of Chicago Medicine(15 min) Susan M. Sullivan, RHIA, CPHQ Kaiser Permanente (15 min) Molly P. Clopp, RN Tammy
More informationSession 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago Medicine
Chief Experience Officer: The New Leader Driving Innovation to Transform Healthcare for Patients, Families and Care Teams Session 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago
More informationHip Today Home Tomorrow:
Hip Today Home Tomorrow: A Collaborative Effort between an Orthopedic Practice and a Hospital to Create an Innovative Outpatient Total Hip Replacement Program Kimberley Murray RN MS CNS-CNOR Kelly Keenan
More informationCOA ADVANCED PRACTICE PROVIDER CALL
COA ADVANCED PRACTICE PROVIDER CALL Tuesday, November 15 th, 12:30 pm ET 2015 Community Oncology Alliance 1 CAPP Co-Chairs: Sarah Alexander, NP-C, Lake Norman Oncology sarah@lakenormanoncology.com Diana
More informationAcceleration for ACS. NSTEMI Event 09 November. Outputs from Table Discussions
Acceleration for ACS NSTEMI Event 09 November Outputs from Table Discussions 1 1. What mechanism do we need to have to identify patients early (within 6 hours of admission to hospital)? Have identification
More informationTransforming Care at the Bedside: Climbing the Clinical Ladder
Transforming Care at the Bedside: Climbing the Clinical Ladder Rebecca Springer, MSN, RN Chief Nursing Officer, Nurse Executive Temiela Blackman, MA Quality Manager Hendry Regional Medical Center April
More informationImplementing & Improving Upon A STEMI System
2 Implementing & Improving Upon A STEMI System Dipti Itchhaporia, MD, FACC, FESC Trustee, American College of Cardiology Assistant Clinical Professor, University of California, Irvine Robert and Georgia
More informationF 5 STANDING COMMITTEES. Finance and Asset Management Committee. UW Medicine Clinical Transformation Project INFORMATION
STANDING COMMITTEES F 5 Finance and Asset Management Committee UW Medicine Clinical Transformation Project INFORMATION This item is being presented for information only. Attachment Clinical Transformation
More informationMadison Health s EMR Journey
A Community Connect Model: Madison Health s EMR Journey with The Ohio State University Wexner Medical Center Michael S. Browning, Madison Health Jennifer Piccione, Madison Health Stacie Gecse, RHIA, The
More informationBEDSIDE 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
More informationValue by Design A Blueprint for Slashing Waste, Lowering Costs, & Improving Quality. January 28, 2015 Scripps Health
Value by Design A Blueprint for Slashing Waste, Lowering Costs, & Improving Quality 1 Today s Interactive Session Our roundtable today is designed to be a discussion involving you. For our virtual audience,
More informationCAMDEN CLARK MEDICAL CENTER:
INSIGHT DRIVEN HEALTH CAMDEN CLARK MEDICAL CENTER: CARE MANAGEMENT TRANSFORMATION GENERATES SAVINGS AND ENHANCES CARE OVERVIEW Accenture helped Camden Clark Medical Center, (CCMC), a West Virginia-based
More informationED Facility Design and Informatics. Disclosure Information. Stock Ownership Forerun. Objectives. A Must Have Book. Estimating Treatment Spaces
ED Facility Design and Informatics Cambridge Health Alliance Harvard Medical School Cambridge, MA Disclosure Information Stock Ownership Forerun Objectives A Must Have Book! Review planning considerations
More informationMaking the Case for Change Without a Burning Platform
Making the Case for Change Without a Burning Platform Presented By: Rex P. Budde, CPA, MBA President and CEO Southern Illinois Healthcare, Carbondale, IL Region s second largest employer 3,700 total employees
More informationExtreme Makeover: The EMS Edition
Extreme Makeover: The EMS Edition Penny Price Health Integration Manager Alberta Health Services Emergency Medical Services Objectives Review the Alberta Health Services EMS Department History of decision
More informationThinking 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
More informationFormation of a High Performance Medical Group within a Hospital Centric Health Care System... De NOVO
Formation of a High Performance Medical Group within a Hospital Centric Health Care System... De NOVO Jim Boswell, MBA VP Physician Services / BMHCC and CEO / BMG Robert Vest, JD COO / BMG Founded in 1912
More informationBuilding 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
More informationWhy Focus on Perioperative Services?
1 Why Focus on Perioperative Services? 80% 60% 40% 20% 0% Perioperative Services are key to a hospital/system's success 68% % better performers revenue from perioperative services Perioperative Services
More informationMental Health Care and OpenVista
Medsphere Systems Corporation Mental and OpenVista Version 2.0 The OpenVista Platform: Integrated Support for Mental Designed by clinicians from all healthcare disciplines, OpenVista is guided by the principle
More informationMental Health Care and OpenVista
Medsphere Systems Corporation Mental and OpenVista Version 2.0 The OpenVista Platform: Integrated Support for Mental Designed by clinicians from all healthcare disciplines, OpenVista is guided by the principle
More informationPaper 14. Trust Board DECISION NOTE. Recommendation
Paper 14 Recommendation DECISION NOTE Reporting to: Trust Board is asked to note the: Trust Board Positive engagement of our senior staff in ALT training The step change in the activity of the KPO kaizen
More informationAbstraction Tricks and Tips for the Hospital Outpatient Quality Reporting (OQR) Program
Abstraction Tricks and Tips for the Hospital Outpatient Quality Reporting (OQR) Program Audio for this event is available via internet streaming. No telephone line is required. Computer speakers or headphones
More informationMike Glenn, CEO Jefferson Healthcare. Rural Safety What s new, how can Boards lead?
Mike Glenn, CEO Jefferson Healthcare Rural Safety What s new, how can Boards lead? Jefferson Healthcare Who We Are A 25 bed, full service, fully accredited critical access hospital meeting the healthcare
More informationEngaging Frontline Staff in Real-Time Improvement
Engaging Frontline Staff in Real-Time Improvement Sharon Mann and Jennifer Phillips Session Code C6 These presenters have nothing to disclose Institute for Healthcare Improvement December 2013 2012 2013
More informationThe 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
More information$traight Talk Hot Topics. Free Standing EDs. Free Standing EDs 11/6/2017. David A. McKenzie, CAE ACEP Reimbursement Director
Free Standing EDs $traight Talk Hot Topics Free Standing EDs David A. McKenzie, CAE ACEP Reimbursement Director CPT Definition for the use of 99281-99285: Organized hospital-based facility for the provision
More informationAACVPR. Cardiac Rehabilitation Program Certification AACVPR. AACVPR Key Initiatives AACVPR. AACVPR Leadership. A Lesson in Patience and Success
AACVPR Cardiac Rehabilitation A Lesson in Patience and Success Founded in 1985, the American Association of Cardiovascular and Pulmonary Rehabilitation (AACVPR) is dedicated to the professional development
More informationThe Future of Access: A Patient-Centric Vision NAHAM Presentation
The Future of Access: A Patient-Centric Vision 2014 NAHAM Presentation Presenters Karen Shaffer-Platt Georgina Trunzo Vice President, Revenue Cycle/Patient Concierge Services at UPMC 25 years experience
More informationMedication 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
More informationImprove Access to Care for the Initial Patient Visit to the Gastroenterology Clinic
Improve Access to Care for the Initial Patient Visit to the Gastroenterology Clinic Cohort # 21 Team 6 Presenters: Hope Hubbard, MD & Chris Dominguez, MD Educating for Quality Improvement & Patient Safety
More information