Transcript Trillium Health Partners
Improving The Human Experience Through Technology
Reducing Patient Wait Times Through Connexall Portering Software
Trillium Health Partners Footprint: An Opportunity
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Various Portering Models
• • Centralized Portering – Could increase flexibility and utilization of porters Decentralized Portering – Unit specific or area specific • Hybrid Model – Unit specific and centralized
OUR JOURNEY – PHASE 1
Background and History:
Prior to this project, there were separate paging and portering processes utilized by departments to request patient transportation by Trillium porters. Each Area operated independently of the other, functioning in a “silo” manner. THC porters respond to approximately 16,000 tasks per month
The Diagnostic Imaging Department who were “not ready”.
had dedicated portering resources. Various different methods of directing work to the porters were used, with very few calls to the central 2700 number. It was a manual, paper-based process. There were a high percentage of patients The Emergency Department (ED) relied upon an overhead paging system to call for transport assistance. This was very noisy and disruptive to patients and staff, and could be unreliable if portering staff were out of the department on another call. In addition, there was no way to track response times or acknowledgement of a request.
The “Float Pool” for portering has always been dispatched through the Customer Support Centre (2700). The customer would call and request patient transport, and the Customer Service Representative (CSR) would dispatch calls via a page to the most appropriate resource through a service desk tool .
Interdisciplinary Team Members •
Elena Pacheco Director, Corporate Services
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Michael Brunner Manager, Corporate Services, Customer Support, Transportation, Linen
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Sandy Balappa Team Leader, Corporate Services
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Mike Lindsay Director, Diagnostic Imaging
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Merideth Van Oene Manager, Infrastructure Services
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Clifford Docanto Quality Analyst, Corporate Services
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Sean Cassidy Quality Analyst, Corporate Services
Porter Value Stream Map Process Defects and Improvement Summary
Time/Motion Study results: Average Porter Calls by Hour ED
Call Location Breakdown Main Float Porter Pool
Data for the start and end location of the task % of Calls starting from: Ground = 25.3% Main = 44.2% 2 nd = 21.4% Other = 9.1%
Showed a need to relocate Porters to Main Floor
% of Calls ending at: Ground = 5.8% Main = 41.3% 2 nd = 35.9% Other = 17.0%
Call Location Breakdown
Changes Implemented
Data for the start and end location of the task % of Calls starting from: Ground = 25.3% Main = 44.2% 2 nd = 21.4% Other = 9.1%
Showed a need to relocate Porters to Main Floor
% of Calls ending at: Ground = 5.8% Main = 41.3% 2 nd = 35.9% Other = 17.0%
OUR JOURNEY – PHASE 2
Aim
• Improve patient safety and quality care through reducing transportation wait times • Develop and implement an organization-wide quality process improvement and redesign for timely delivery of services to our Patients • Build on existing technology and apply lean methodology to new process
Project Measures/Indicators
• • •
Process Indicators
Porter response time from time request made to time request completed.
Before project initiated, no request detail reporting system was in place to measure response time, productivity or performance
Outcome Indicators
Routine Process Audits Statistical analysis and transparency in posting stats in public space on Quality Board
Balancing Measures
Health Workplace Survey Results Routine huddles with Portering Staff Anecdotal feedback from Patients Audits Corporate Services active participation in daily Bed Meetings
Changes Implemented
•
2009 - Developed partnership with GlobeStar Systems, maker Connexall software platform.
• Process Mapping in ED, DI and trial commencement, training of Call Centre Staff • Cisco phone training with Portering Staff • • Extensive training sessions with UCA’s and Nursing Staff “Go Live” Organization Wide in August •
2010 - Hospital Wide Standardization
• Establishment of benchmarks and performance monitoring • Process transparency through posting of Portering statistics in public space on Corporate Service’s Quality Board
PORTERING STATISTICS JANUARY 2014
16000 14000 12000 10000 8000 6000 4000 2000
6901 14441 Total Activations Average Duration Average First Acknowledgement
0
STAT CALLS STAT ROUTINE ROUTINE CALLS 6901Total Activations 0:13:23Average Duration 0:02:16Average First Acknowledgement AVERAGE TOTAL CALL TIME (STAT & ROUTINE H:M:S) 953 OTHER 14441Total Activations 0:16:29Average Duration 0:04:02Average First Acknowledgement OTHER CALLS 0:14:56 953 0:24:17 0:14:29
7000 6000 5000 4000 3000 2000 1000 0
2043 6069 3462
Charts and Tables
Charts and Tables
Previous Model
2700 Exchange of info Dispatch to Porter CSR make Decision Go & complete request •
Requests PUSHED to Portering
Time added due to not knowing where the Porter is located in the hospital
Connexall Model
Requests PULLED by Portering – No intermediary Call Centre
Value added as Porters can respond to calls geographically which reduces wait times! CSR’s and Nurses are now in DIRECT contact with Portering!
Connexall Screen
Connexall Screen
Phone Technology
Engagement of Clinical/Organization • • • • VERY IMPORTANT!!!!!
Everybody will be on board if the service is improving Co-lead should include a clinical representative Process mapping to understand current state Ensure training champions are available around the clock
Engagement of Clinical/Organization • • • Train the trainer approach THP focused first on unit clerks who then trained nursing KEEP IT SIMPLE
Outcomes
Health Workplace Survey Results (Portering)
10% improvement in satisfaction with workload.
5% improvement in satisfaction with materials (wheelchairs, stretchers) needed to do the job.
“Pull” System
Allows Porters to respond to requests by geography reducing steps needed to arrive and reduce wait times
Customer Support Can Better Meet Your Needs
Over 2000 calls diverted per day from Customer Support
Turnaround Time Improvement
Less than 5 minute response time to ALL request types with a 13 minute total turnaround!
Customers Are Thrilled!
During Accreditation, Patients spoke of the high level of service and personable quality of care they received from Portering. This was even mentioned at the report out!
Accountability Increased
CSR’s and Clinical Staff can now track the status of their requests in real time.
Routine audits and stat tracking helps identify areas of high performance and opportunities for improvement!
Outcomes
Outcomes
Sustainability Plan and Next Steps
Sustaining Improvements
- Routine auditing of process, rapid response to any issues identified and transparency of our stats.
Monitoring our Measures
Corporate Services Quality Analysts run monthly reports to monitor response and turnaround times.
By listening to our Customers! Team Leaders attend the daily Bed Meeting to help identify and address any issues that arise.
Huddles
Communication is the key to sustaining any process improvement and by listening to Staff and raising awareness of our commitment to our Customers and Patients we can ensure the momentum and change will be long term.
Sustainability Sustainability Plan and Next Steps
Sustainability
Lessons Learned • • • • • Staff respond well when they have control over their workload Technology, when used right, can improve the human experience.
The Quality of Patient Care has improved with no needless wait Communication and monitoring of performance is critical for any process improvement.
There is no cookie cutter approach and tweaks along the way – Don’t give up – do what works for your facility