Case Studies
Medical Records.
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.
Medical Supply Management:
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.