Case Study

Oper­a­tional Excellence

A health­care organ­i­sa­tion dis­cov­ers $10 mil­lion in opportunities

2022/06/13

Our client is one of the most pro­gres­sive and inte­grat­ed health­care organ­i­sa­tions in the Unit­ed States. They have hun­dreds of pri­ma­ry care physi­cians and spe­cial­ists pro­vid­ing ded­i­cat­ed physi­cian cov­er­age and high-quality med­ical services.

Key results

>$10 mil

ben­e­fits from iden­ti­fied oppor­tu­ni­ties

326%

improve­ment in on-time performance

33%

reduced lob­by wait-time

68%

reduc­tion in aver­age med­ical examina­tion delay

36%

improve­ment in com­pli­ance to After-Visit Summa­ry (AVS) print­ing

 

The chal­lenge

The group want­ed to increase per­for­mance of its prac­tices, allow­ing for bet­ter capac­i­ty util­i­sa­tion and increased patient sat­is­fac­tion to deal with the increas­ing demand for ser­vices. We dis­cov­ered that the organ­i­sa­tion was large­ly miss­ing struc­tured man­age­ment tools such as data-driven KPIs, short inter­val con­trol round­ing, vari­a­tion analy­sis, action logs and per­for­mance reviews. This pre­vent­ed the real­i­sa­tion of con­tin­u­ous improve­ments. There was also a sig­nif­i­cant over­lap of respon­si­bil­i­ties and account­abil­i­ty which result­ed in wast­ed resources.

Com­mu­ni­ca­tion through­out the group was also inef­fec­tive and unstruc­tured. As a result, best prac­tices were not shared, com­mu­ni­cat­ed or even made known between prac­tices. Work­load allo­ca­tion var­ied great­ly between prac­tices while a gov­er­nance mod­el that ensured staff account­abil­i­ty for per­for­mance did not exist. Patient slots in same-type prac­tices var­ied. There were also sig­nif­i­cant dif­fer­ences in how wait­ing times were man­aged and how patients were assist­ed between practices.

What we did

Renoir set up a task force togeth­er with the com­pa­ny to over­see all ini­tia­tives and estab­lished a feed­back loop for process changes and data cred­i­bil­i­ty. Open dia­logue was ini­ti­at­ed among physi­cians, senior lead­er­ship, clin­i­cal sup­port per­son­nel and the client’s task force to dis­cuss process­es iden­ti­fied at the site lev­el, applic­a­ble Key Per­for­mance Indi­ca­tors, and desired tar­gets for the clin­ics to achieve.

We mapped clinic-level process­es such as patient check-in, clin­i­cal room­ing as well as analysing the Group’s man­age­ment con­trol sys­tems. Data capa­bil­i­ty queries as well data cred­i­bil­i­ty con­cerns were also looked into.

Cre­at­ed bet­ter access to care

Sec­re­taries’ and sched­ul­ing coor­di­na­tors’ work­flows were adapt­ed and turned into a stan­dard­ised check­list for sched­ul­ing appoint­ments. The new “every patient, every time” men­tal­i­ty com­bined with min­i­mum provider-patient week­ly con­tact hours reduced vari­abil­i­ty in dai­ly slot availability.

Opti­mised staffing

Based on patient vol­ume and employ­ee pro­duc­tiv­i­ty, clin­ics were often over­staffed. Bench­marks were used to iden­ti­fy appro­pri­ate staffing lev­els. Flex­ing rules were writ­ten and imple­ment­ed across all clinics.

Improved patient satisfaction

The team devel­oped a tool that pro­vid­ed site-level trans­paren­cy of patient flow. Employ­ees were held account­able for proac­tive mon­i­tor­ing of patient arrival sched­ules through a “dai­ly week­ly oper­at­ing report” (DWOR). As a result, lob­by wait times was reduced and there was a stricter adher­ence to appoint­ment punctuality.

Improved physi­cian satisfaction

Chang­ing the “silo” approach to pod staff respon­si­bil­i­ties at multi-provider clin­ics increased staff avail­abil­i­ty to providers’ needs. The imple­men­ta­tion of a sys­tem­at­ic patient track­ing mech­a­nism enabled pod staff, providers and front desk per­son­nel to know where each patient was with­in the patient flow. Cou­pled with a for­malised com­mu­ni­ca­tion process for providers, sec­re­taries were able to pre­dic­tive­ly adjust patient expec­ta­tions before delays occurred.

Reduced over­time

Dai­ly patient vol­ume was matched with appro­pri­ate lev­els of staffing. The expand­ing flex­i­bil­i­ty in the staffing float great­ly reduced over­time costs.

Bet­ter per­for­mance management

We estab­lished week­ly per­for­mance reviews with key staff mem­bers and ser­vice providers at all clin­ics to address vari­ances to ser­vices pro­vid­ed. The devel­op­ment of the per­for­mance man­age­ment report in the form of the DWOR was instru­men­tal in cre­at­ing a cul­ture of account­abil­i­ty and action in the organisation.

Results

With Renoir’s guid­ance, best prac­tices were adopt­ed through­out the group. Man­age­ment con­trol sys­tems and work process­es were also stan­dard­ised across all clin­ics. This improved pro­duc­tiv­i­ty and capac­i­ty util­i­sa­tion, whilst it reduced both patients’ wait­ing time and over­time cost.

More than $10mil was gained from iden­ti­fied benefits.

After the changes, patients received the best qual­i­ty ser­vice in the most pre­dictable man­ner possible.

There were 326% improve­ment in first appoint­ment on-time per­for­mance, 33% reduc­tion in lob­by wait time, 68% reduc­tion in first appoint­ment aver­age exam­i­na­tion delay and 28% reduc­tion in patient throughput.

For ser­vice providers, there was a 102% improve­ment in over­all on-time per­for­mance, 55% reduc­tion in over­all aver­age exam­i­na­tion delay and 36% improve­ment in com­pli­ance to AVS printing. 

* We take client con­fi­den­tial­i­ty seri­ous­ly. While we have kept the brand anony­mous, the results are real.  

Share This Case Study

How We Can Help

Related Industry

Connect with us

Let us work with you to achieve exceptional results.

Share this case study

Other case studies

Oper­a­tional Excellence

Case Studies

2022/01/06
Mine Main­te­nance: Haul Truck Availability

Oper­a­tional Excellence

Case Studies

2022/01/26
A min­ing com­pa­ny reduces costs after improv­ing oper­a­tional efficiency

Oper­a­tional Excellence

Case Studies

2022/01/06
Pro­cess­ing Plant – Improve­ment Hard Rock Tons per Hour / Tons per Day

Case Studies

Oper­a­tional Excellence

An agri-tech man­u­fac­tur­er opti­mis­es effi­cien­cy and saves $450,000
04 May 2021

Case Studies

Oper­a­tional Excellence

A coat­ings man­u­fac­tur­er boosts its com­pet­i­tive­ness with a new way of working
20 Dec 2021

Case Studies

Oper­a­tional Excellence

A phar­ma­ceu­ti­cal com­pa­ny cre­ates a cul­ture of productivity
13 Jun 2022