how we successfully integrated our multi-site health ......•new ceo advocates innovation and...
TRANSCRIPT
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How We Successfully Integrated our Multi-site Health System Laboratory Organization in a Budget Constrained
World
Michelle Barthel, System Director of Lab Services
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Objectives • Provide overview of Regional Health
• Discuss System Integration Journey
• Share Results
• Provide Lessons Learned
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Regional Health is the Largest Health Care System in Western South Dakota
Regional Health is community based health care. We are in more than 20 communities, 2 states and 32 specialty areas of medicine. Regional Health: 5 Hospitals 25 Clinic Locations 1 assisted living facility 2 care centers 6 urgent cares 7 specialty treatment centers
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Regional Health Laboratories
• Five hospital laboratories • 25 clinic laboratories • 1.75M tests annually
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2015 Laboratory Consolidation Goals
• Quality and Safety • Financial Stewardship
– Increase revenue through outreach growth – Decrease expenses through consolidation and standardization
• Provider and Caregiver Engagement – Decrease annual turnover to <20% – Improve provider and caregiver engagement scores
• Patient and Family Experience – Improve patient experience scores to >=75th percentile
• Community Stewardship – Increase laboratory access
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SWOT W S
O T
Strengths •Advanced platform •Large testing menu •New CEO advocates innovation and growth •Capacity for growth
Weaknesses •Limited resources •Budget constraints •Low employee engagement •High turnover rate •Difficult to recruit •Low patient experience scores •Lack of standardization •8 EMRs/difficult to obtain metrics
Opportunities •Gain Executive support •Standardize and consolidate •Expand patient access •Improve quality •Improve engagement and retention
Threats •Resistance to service line by market presidents •Low percentage of commercial payers •Increasing competition •Non-competitive Pricing •MLS/MLT shortage •Declining reimbursement
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SWOT Analysis: Weaknesses • Negative culture/ low engagement • 41% turnover rate (several openings for
MLS/MLT positions) • Low patient experience scores- 58th percentile • Each lab reported to a different market
president/ processes not standardized or efficient
• Quality and process issues • 8 EMRs/lack of good data and metrics • Limited resources/budget constraints
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Where to begin?
What is the root cause of major weaknesses?
– People issues • Culture • Engagement/turnover • Patient Experience
– Quality issues • Process
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Next Steps • Gain executive support and trust
• Establish effective leadership team
• Begin teambuilding and strategic planning
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Executive Support
• Established monthly meetings with president in each market
• Gained trust by adding value and support to each individuals area
• Regular updates and transparency
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Establish an Effective Team
Skillset needed for leadership support: – People development and focused – Quality and process focused – Service focused – System thinkers – Innovative
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Teambuilding
• Gain trust • Set expectations • System planning • Share expertise • Create efficiencies
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Strategic Planning- New Team • Establish Vision
• Identify Breakthrough Objectives
– Gap Analysis – Impact Analysis
• Annual Objectives/Metrics
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Original Vision
• Regional Health’s vision: We aspire to be the best health care system in America
• RH Laboratories’ vision: We aspire to be the best laboratory system in America
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Revised Vision
• To be the trusted leader in service excellence and innovative quality solutions.
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Determine Breakthrough Objectives
– Using affinity diagram and $100 test of potential
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Ideal State
Gap Analysis Improve Recruitment
8.
Implement Lean
Improve Patient Experience
Obtain ISO Certification
Expand Outreach
Improve Caregiver Development
Improve quality and reduce errors
Expand Testing Menu
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Impact Analysis Improve Recruitment
Implement Lean
Improve Patient Experience Obtain ISO
Certification
Expand Outreach
Improve Caregiver Development
Improve quality and reduce errors
Expand Testing Menu
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Annual Objectives
• Focus on development opportunities for laboratory
caregivers Metrics: – Turnover rate – Patient experience scores
• Focus on Implement Lean processes into all laboratories Metrics: – # of people trained on Lean processes – # of Lean processes implemented
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Improve Development Opportunities: Strategies
– Develop career path • Leadership and system support roles • Develop system education coordinator and trainers • Improve continuing education and training • Succession planning • Development plans for all caregivers • Mentorship program
– Perform stay interviews
• Identify and address issues early – Improve hiring process
• Behavioral based interviews • Job shadowing on shift prior to offer • Standardize onboarding
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Leadership • Supervisor • Manager • Sr. Director
Pre-Analytic: • Lab Assistant I • Lab Assistant II • Sr. Lab Assistant Technical:
• MLT • MT/MLS • Sr. MT/MLS
Client Services: • Office Assistant
System Support Staff: • Educational Specialist • Quality Specialist • POC Coordinator • Technical Specialist • IT Specialist
Laboratory Career Path
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Implement Lean/Improve Quality: Strategies
– Develop system lean team – Provide lean training for all – Perform Value Stream Analysis – Perform Quick Win Waste Walks in every lab – Standardize equipment and processes – Reorganize testing
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Standardization of Equipment and Processes
• Chemistry and hematology • Autoverification • Supplies • Competencies • Patient experience • Accreditation • Inspections
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Reorganization of Testing
• Microbiology • Blood bank • Fertility • Respiratory PCR • Consolidation of laboratories • Waived testing and lab assistants in
remote locations
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Communication and Implementation
Participation of all roles in system Executive team meetings and presentations Board presentations Interdisciplinary team meetings
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Annual Results Review • Staff Development Results 9 Certifications and promotions 4 pursuing MLT degree 3 pursuing MLS degree
• Turnover Rate
– Baseline= 41%; Target= <20% – FY17 = 24% – FY 18 YTD = 22%
• Patient Experience Score
– Baseline= 58th percentile; Target=>75th percentile – FY17 = 92nd percentile – FY 18 = 95th percentile
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Annual Results Review • Percent of people trained in lean concepts
– Baseline= 33%; Target= 100% – FY17 Results= 100%
• Number of lean initiatives implemented – Baseline= 0; Target= 10 – FY17 Results= 10
• FTE reduction of 12.76 • Cost savings of = $2.8M
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Accomplishments Pe
ople
• Restructured leadership
team
• Implemented better hiring practices
• Implemented Laboratory Career ladder
• Created new system roles
• Gained executive and provider support
• Obtained certifications and training.
Tech
nolo
gy
• Implemented new chemistry and hematology instruments
• Implemented automation line
• Implemented auto-verification
• Standardized EMR and LIS
Proc
ess
• Implemented zone
coverage phlebotomy and new morning draw process
• Increased access • Standardized and
centralized onboarding
• Centralized billing
• Centralized microbiology • Blood bank efficiencies
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Lessons Learned
• Too many competing goals • Too many ineffective meetings • Continued focus needed • Start somewhere even if conditions aren’t
perfect • Don’t forget to celebrate successes
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Recap of Keys to Success
• Executive and provider support • Effective leadership team • Strategic planning/focus
– Focus on people – Focus on quality
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References Cowley, Michael and Domb, Ellen. (1997). Beyond Strategic Vision Effective Corporate Action with Hoshin Planning. New York. Routledge.
Smart, Geoffrey and Street, Randy. (2008). Who: The A Method for Hiring. New York.
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Questions & Answers
32
Michelle Barthel, MT, MHA System Director of Laboratory Services Regional Health 605-755-8094 [email protected]