A hospital has a backlog in the medical records area.
A team of medical records associates are assigned the
task of eliminating the backlog and preventing future occurrences.
The team completes:
- Process Maps of several areas
- Failure Modes & Effects Analysis
- Data Acquisition & Analysis
- Metrics Design
Conclusions:
• The bottleneck of the process is the scanning system.
• Extra time and errors are coming from specific departments
and procedures
• The work does not flow smoothly
Team Actions:
- Redesign the processing of medical records
- Re-layout the processing area
- Work with key departments to eliminate errors that
increase handling time & errors
- Establish daily metrics tracking• Establish shift
briefings
- Establish downtime log
- Implement a cross functional team for completing
records
- Provide a HIPPA compliant place for patients to
pick up their records.
- Increase capacity on a temporary basis to eliminate
the backlog.
A
new process and physical layout were designed to accommodate
these changes.
The team decreased cycle time to 24 hours initially and
within 2 weeks were completing the records within 8 hours
of receipt. The required floor space to stay current was
reduced by 50%. Extra capacity was added on a temporary
basis to clear the backlog. The team meets every shift to
discuss issues and problems in achieving their target production
levels.
“Soft” Dollars: Being In Compliance = Priceless
This work was completed in 5 days.
BACK TO TOP
A hospital suspects that they are not adequately charging
for patient supplies.
A team of clinicians and administration representatives
are assigned the task of determining whether or not charges
are being adequately captured for proper billing.
The team completes:
- Process Maps of several areas
- Failure Modes & Effects Analysis
- Failure Mapping
- Data Acquisition & Analysis
Conclusions:
- Up to 25% of the supplies being used on patients
are not being captured for correct billing
- Procedures are not being captured from some areas
for correct billing
- Supplies are aging and have to be thrown away periodically
($XX annually)
- 80% of the supplies (in dollars) are managed by
individual departments
- The process to set up supplies and procedures for
correct billing is not well understood
Team Actions:
- Develop the process to set up supplies and procedures
for correct billing
- Centralize all supply management & establish restocking
system for departments
- Establish cut off limits for single patient use
supplies that are to be recorded
- Provide tools for recording all supplies used that
are not shop supplies
- Eliminate clinicians having to provide detailed
information for ordering
A new process was designed to accommodate these key changes.
The team is working to train the departments in the new
process as it is rolled out. Current savings to date are
$200,000 from making a number of tactical changes. Ongoing
increases in net revenue are expected to be at least $2,000,000
annually.
