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.