how to identify radiology productivity bottlenecks?
TRANSCRIPT
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Prof.SergeyMorozovMD,MPH,PhD
EuSoMII President
Howtoidentifyradiologyproductivity
bottlenecks?
PIER @ ECR’17 – March 3 – Vienna
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1. Toreviewthemetrics ofsharedradiologyworkflowinthedomainsofefficiency,qualityandsafety – what?
2. Todemonstratevariousmethodsandtechniquesfortotalproductivityimprovement– how?
3. Todelineateteamrolesinproductivityimprovementcycle– who?
Agenda
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Radiologydepartment==Systemthinking
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Theactivitieschainofradiology
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Improvingaprocessdoesnotmeantoobtainbetteroutcomes.
Achainofactivitiesthatanindustryperformstodeliveravaluableproductorserviceiscalleda"valuechain"
fromBolandGW,GSRQS2015
Referrer Scheduling Protocol
ProcedureReportingDistribution
§ Customizedservice§ Patientsafety§ Throughput
§ ImagingTechnology
§ Anatomic§ Functional
§ Datamining§ Oncology-standard
templates§ Decisionsupport§ Secondopinion
§ Route§ Urgent§ Feedback
§ Appropriateness§ Utilization§ DecisionSupport§ Examtimeandlocation§ Pre-procedureprocess
Actionablereport
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StrategicgoalsofRadiology
1. Selectioncriteria2. Equipment3. Patientrouting
Access1. Numberofsites2. Numberofspecialists3. Satisfaction
Quality&Safety
1. Standards2. Peer-review3.Training
Costs1. Reimbursementrates2. Additionalbudget
AccessCosts
Details StandardsMethods1. Imagingprotocol2. Reportingtemplate3. Terminology
1. Schedulinginterval2. Reportturnaroundtime3. Requirednumberofspecialists
”ASIS”1. Access – X2. Quality - Y3. Early Dx – Z4. Costs - M
”TOBE”1. Access – 2X2. Quality - 3Y3. Early Dx – 2Z4. Costs - M
StrategyTactics
Operations
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ACTIONPLAN
EarlyDx
EarlyDx
Quality&Safety
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Recipeforfailure
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Engagemultiple
interconnectedparts
Startwithacomplexsystem
Payirrespectiveoflevelofquality
Adoptacultureofindividualism
Resiststandardization
Operate24/7
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“Bottlenecktheory”
§ Equipment§ Process§ People
§ Materials§ Environment§ Management
§ Strategy§ Resources§ Motivation§ Datacollection
andanalysis(esp.manual)
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Howtotacklethebottlenecks?
§ Standardizingtheprocesses§ Increasingqualificationofemployees§ Minimizingdowntime,setupandchangeovertime
§ Eliminatingnon-valueactivities=calculatecostsatthepointofcare
§ Provideaconstantbufferstockupstream=suppliesandconsumables
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Administrativefunctions
Losttime:- Oversizedtime
slots- Waitingfor
emergentpatients
Patientpreparation
Sideactivities
Waste‘Muda’
Preparations Scan
Totalobservation
time
Admin.fx Patientwait
Effectivetime
Patientprep.
Contrastinjection
Patientdeparture
Scan
“MotionStudy”ofCTtechnician
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Thebestmethodfortackling‘bottlenecks’
§ Time-drivenactivity-basedcosting(TDABC)through§ betterresourceutilization§ matchingofpersonnelskillstotasks§ locatingcareinthemostcost-effectivetypeoffacility
§ Resultsin25%savingsofcosts
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Thebiggestproblemwithhealthcareisn’twithinsuranceorpolitics.It’sthatwe’remeasuringthewrongthingsthewrongway.
byRobertS.KaplanandMichaelE.Porter
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Outcome27%
Mostcommon:Peer-reviewmetrics
Qualitymetrics
Narayan,A.,Cinelli,C.,Carrillo,J.A.,Nagy,P.,Coresh,J.,Riese,V.G.,&Durand,D.J.(2015).QualityMeasurementsinRadiology:ASystematicReviewoftheLiteratureandSurveyofRadiologyBenefitManagementGroups.JournaloftheAmericanCollegeofRadiology,12(11),1173-1181.
1861 papersreviewed
75uniquequalitymetricscategorized
Structure46%
Mostcommon:Facilityaccreditation
Process27%
Mostcommon:Appropriateness
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IdealPhysicianMeasures
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§ Cascade from organizational goals § Selected and supported by physicians § Be attributable to individual physicians§ Comparative and transparent § Align to electronic data collection
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BalancedScorecard-Outpatient
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WatsonClinicinLakeland,USA,2006
Themeasurementphaseoftheproject:§ PatientbacklogforCTwasatfour
days.§ Roomschedulevariedbyupto40
percentaday.§ Patientthroughputwasattwo
perhourperCT.§ Halfoftheexamswerestarting
15minuteslateorlater.
CTProjectResults§ CTbacklogreducedtooneday§ 90percentofexamsstartontime§ 40percentincreaseinCTcapacity§ Dashboardimplemented§ Increasedoutpatientvolumes
to3.3patients/hour§ Financialpotential~$674,000
overoneyear
Leantechniques(valuestreammapping)andSixSigmaDMAIC(Define,Measure,Analyze,Improve,Control)foranalyzingandadjustingprocesses.
Acomprehensivedashboardtomonitoreightoperationalandfinancialmetricsonamonthlybasis.
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§ AssessmentUnitUrgentCTScansperformedandreportedwithin4hours
§ AssessmentUnitRoutineCTScansperformedandreportedwithin24hours
§ AssessmentUnitRoutineUltrasoundScansperformedandreportedwithin24hours
§ AssessmentUnitRequestsreceivedsameday§ CTScansperformedwithin24hoursofreceipt
ofrequest§ MRIScansperformedwithin24hoursof
receiptofrequest
§ EDUrgentCTScansperformedandreportedwithin1hour
§ EDCTScansperformedandreportedwithin3hours
§ X-RaysScansperformedwithin24hoursofthereceiptofrequest
§ NuclearMedicineScansperformedwithin2daysofreceiptofrequest
§ CTReportsissuedonsamedayasscan§ MRIReportsissuedonsamedayasscan
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Patients’satisfactionmeasurements
HOWTOGETA5STARRATINGASANUBERDRIVER
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Reportsandratings
Healthcarefacility
123456789
101112131415
For
CMO
Head of radiology department
Healthcare Department
Oneofresults:Avg. report turnaround time decrease by80%(from 53 to 8 hours)
TATCTQIV’15 TATCTQI’16 CHANGE
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Ratings’roleinmanagement
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Heads of departments and CMOshavesporting/competing interest
Achievingexcellent results
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Whilehealthcareorganizationshaveneverbeenagainstimprovingoutcomes,theircentralfocushasbeenongrowingvolumesandmaintainingmargins
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M.Porter,HBS
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https://hbr.org/2016/11/4-steps-to-sustaining-improvement-in-health-care
Aradiologyservicemightbeagoodinitialcandidateforthepilotunitforengagingandstandardizingtheworkoffrontlinemanagers=techniciansandnurses.
HBR.4StepstoSustainingImprovementinHealthCare
Kedar S.Mate,JeffreyRakover,November09,2016
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“Doingmorewithless”=efficiency
Elton Mayo (1880-1949):- Human relations movement- The Hawthorne Effect- Importance of human interaction and
morale for productivity
William Worrall Mayo(1819–1911)
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Strategicradiologychallenge
§ Clinical operational metrics § diagnosis-relateddelaysoftreatment§ timetobegintreatment
§ Outcome measurements § patients’andclinicians’satisfaction§ grossmarginofservices§ involvementindisease-specificclinicalteams§ bettertreatmentbecauseofaccuratediagnostics
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Doctors-executives
§ Operationsmanagementandexecution§ Manycliniciansfailtoappropriatelydistinguishbetweenurgenttasksandimportant,non-urgenttasks- prioritize
§ Peopleleadership§ Learnhowtogivenegativefeedback
§ Settinganddefiningstrategy§ CIO:“Chief- it'snotourbusiness– officer”© Shahar Waiser,Gett
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https://hbr.org/2015/04/the-skills-doctors-need-to-be-effective-executives
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Take-homepoints
§ Definethepurposeof process or improvement§ Measure significant quality metrics§ Make metrics actionable§ Apply IT platform afterestablishingthe
processes§ Selectanddeveloppeople - “quality pioneers”
and change managers
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