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Expeditor Systems
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Patient Engagement a Priority: As we edge closer in healthcare to value-based reimbursement, the focus of improving the overall patient experience becomes more critical. Patient engagement has been one of the most talked about aspects of healthcare and unquestionably a way to improve the care experience. What we need to ensure is that the patient is willing to participate in the decision making and the provider advocating this intervention. Even though healthcare providers are making efforts to improve patient engagement at their end, a survey revealed that only 34% of the patients are encouraged.

https://www.linkedin.com/pulse/patient-experience-101-future-healthcare-abhinav-shashank

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If you can’t measure it, you can’t improve it! - Measuring outcomes in the value-based world of healthcare reform has become increasingly more critical to every practice. The question is what should be measured? The Core Quality Measure Collaborative, along with multiple organizations, worked to identify the core measurements that are the most beneficial to Patients, Consumers and Physicians, as stated in the attached article. The alignment of these core measure sets will aid in the promotion of measurement that is evidence-based and generates valuable information for quality improvement. One in particular that falls squarely underneath is to increase efficiency in patient flow which results in better quality of care and higher patient satisfaction.

http://www.mgma.com/healthcare-consulting/hot-topics/consulting-articles/measuring-quality-in-a-value-based-world?feed=bf94c0a2-ad70-45a9-85c9-b2c74b9ab2e7&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+MGMAInPractice+%28MGMA+In+Practice%29


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Using data to spur physician change management - Physicians rely on data and facts to determine the course of clinical decisions regarding their patients. Dr. Schwieterman, in the enclosed article, brings up the question of why we haven’t been using this method to solve clinical patient flow challenges. The continual issues of patient wait times and patient bottlenecks are seen in almost every practice at one point or another. The challenge is getting the “buy in” of the physicians. They are scientists that require strong data in order to implement change. Providing data with exact wait times in the waiting room, exam rooms, time spent with the providers and overall door to door times are sufficient data to acquire the physician’s investment in the patient flow process.

http://www.physicianspractice.com/blog/use-data-spur-physician-change-management?cid=TP2



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Turnaround Times should be evaluated by every clinic. Capturing and analyzing patient flow data from check in to check out is critical to overall patient satisfaction.

At the Hurley Medical Center, a Lean Six Sigma Healthcare study was started to improve overall patient satisfaction. The original goals were to decrease the turnaround times (TAT) and improve quality of patient care. The initial TATs were 115 minutes…they were ultimately able to decrease to 94 minutes by the end of the study. See enclosed for more details on how they reduced their TAT.

https://www.isixsigma.com/industries/healthcare/improving-process-turnaround-time-outpatient-clinic/

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KPIs in Urgent Care


Key Performance Indicators (KPIs) usually reveal a facilities’ financial health, in addition to its strengths and weaknesses. Setting these KPIs in an urgent care center requires a different approach due to the unpredictability of volume and the significance of patient satisfaction due to potentially extended wait times.

In a recent article in The Journal of Urgent Care Medicine, two leading urgent care executives were interviewed to discuss the most common KPIs in urgent care. Both executives agree that the measurement of Wait Times, Door to Door Times (D2D) and Overall Patient Satisfaction are the most critical in an urgent care setting. The more frequent measurement of these KPIs is essential to the superior operation of the urgent care.

http://www.jucm.com/using-key-performance-indicators-measure-track-improve-performance-urgent-care/




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Strategies for Better Patient Flow - No one likes to be kept waiting, especially if you’re waiting for healthcare. So, how can you make sure your patients no longer have to play the waiting game?

The best way to know what your patient’s experience is to, of course, be a patient. Go through and capture times for each step of the patient flow lifecycle and keep an open mind.

Once you have collected the average times for each key metric or Key Performance Indicators (KPIs), then you can take action. The following article does a good job of explaining what you need to look for.

http://www.expeditor.com/images/easyblog_images/812/Door-to-Door-or-Cycle-Times.pdf

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Quality Patient Flow Data: Don't wait until the end of year to collect and analyze important patient flow data for your practice? Why not review it monthly, weekly, or even daily so that you can make actionable change to improve patient flow efficiency throughout the year? More frequent tracking of quality Key Performance Indicators (KPI) such as patient wait time in the waiting room, patient wait time in the exam room, and Dr/patient encounter time will lead to process improvements, resulting in improved patient service and satisfaction.

http://www.expeditor.com/images/easyblog_images/812/Door-to-Door-or-Cycle-Times.pdf

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Use Lean’s Push/Pull concept to save time and money & improve patient satisfaction: A tremendous amount of time (some studies estimate more than a half-hour) is wasted for patients who wait in the waiting room as well as the exam room for providers to see them. This dynamic is called a “push” because it refers to medical practices pushing a service to the patient according to the practice’s schedule. In comparison, a “pull” dynamic applies to medical practices that produce a service to fit the needs of the patient through a process with no excess waste. In other words, a smooth and an efficient patient flow process.

See more at: http://www.mgma.com/practice-resources/mgma-connection-plus/mgma-connection/2015/august-2015/use-lean-to-save-time-and-money-improve-patient-care#sthash.MZCsgvep.dpuf

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According to Seattle Children’s Chief Data Officer, Eugene Kolker, “We have to drastically improve the experience for our customers.  In the next five years, we’ll have really different customers.  They’ll have a Google or Amazon-like experience to compare providers by outcomes and expense, and they’ll be able to do that conveniently with phones they have right now.”  Addressing that demand is going to require putting “big data” and analytics to work in new ways such as aligning it with workflows like patient flow.
 
There are three steps to consider when becoming a data-driven organization…first, how will you collect the Key Performance Indicators (KPIs) or key data along the patient flow lifecycle; second, how will you turn raw data into meaningful/readable data; and third, how will you analyze the Key Performance Indicators (KPIs) to ensure that patient flow ehttp://www.expeditor.com/Patient-Flow-Blog-Podcast/the-transformation-of-big-data.htmlfficiency is constantly measured and improved upon.

The following article goes into greater detail about how to become a data/information-driven organization.

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Following the patient throughout each stage of their visit allows you to focus on where there are wasted steps in the process. Just like in an assembly line, the patient proceeds from one point to another until they have completed the visit: check-in, triage, provider encounter, ancillary services, and check-out. Assessing this process and identifying the roadblocks leads to more efficiency and thus better patient satisfaction and ultimately helps bring more to the bottom line. https://lnkd.in/ejdEFgS
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