Improving throughput for a busy imaging department

The goal for the Imaging Department was to be positioned to capture market share despite the declining population of their community. A comprehensive, multi-channel approach was taken to bring together key stakeholders to improve workflow. An overarching aim of the project was to define key metrics and performance targets to establish valid KPIs and subsequently help with throughput to maintain a positive patient experience while providing more efficient care.

Process and practice routines were analyzed and discussed with the stakeholders to discover inefficiencies. During the assessment, performance improvement opportunities were identified at two of three locations including opportunities to optimize workflows, improve data capture, align staffing with testing demand, streamline protocols, reduce redundant paperwork, and enhance operational design.

Four staff workgroups were created to define the future state performance improvement tasks. The workgroups organized were scheduling, throughput, quality, and data capture.

Each group was organized to demonstrate a new way of working that merges skills and capabilities. This approach, termed ‘Operational Intelligence’, is a partnership of continually synchronized people, process, and technology.

· People – engagement and communication

· Process – standardization around best practice

· Technology – enablement of work

In order to affect true performance improvement, ‘buy-in’ from many hospital entities was needed. Philips and hospital project leaders were able to bring together the clinical, operational, and functional stakeholders. Philips consultants guided each group to a set of recommendations which were then implemented across the imaging department.