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Rochester General Hospital optimizes its imaging department workflow to prepare for growth

Changes in staffing, resource utilization, governance and more help position them for future expansion

Rochester General Hospital (RGH), part of Rochester Regional Health, is the leading provider of comprehensive care for Western New York and the Finger Lakes region.

With strong Invasive Imaging and Neuroradiology programs in place, RGH planned to expand its services by growing outpatient Invasive Imaging volume and adding an additional Neuro biplane room. The hospital wanted to continue its high quality of care while streamlining workflow, improving patient, staff and physician satisfaction and leveraging market growth while preparing for this expansion effort.

Results

A committee has been established to oversee room utilization rules, staffing needs, competencies, program strategy, KPIs and a scheduling matrix.
KPIs have been identified to include: on-time starts, OP volume, labs available pre-procedure, room turnover times and high volume procedural times.
A standard of work with room turnaround metrics have been defined.
Pre-procedural patient calls have been shifted from 24 hours prior to 48 hours prior, allowing team members to know what type of labs are needed for any given procedure.
A dashboard has been created that captures the time a patient and Radiologist enters the room to determine if goals are being met.*

Our assessment methodology

Multiple data sources were analyzed to assess current state performance, understand the flow of patients, define the current baseline for analysis, and to support the creation of recommendations. Data sources included procedure reports, staff interviews, scheduled durations, market data, onsite observations and industry best practices. Business rules were built into the process to cleanse the data and adjust for outliers.

Throughput

Patient scheduling and arrival practices
Inpatient vs.outpatient process flows
Patient readiness
Capacity and utilization
Milestones in the patient experience, i.e. scheduled time to exam begin time
Scheduled vs. actual procedure times according to available data

Structure

Team roles, coverage and consistency in practice
Quality metrics and adherence to practice standards
Understand forecasted service demands
Alignment of staff coverage with Imaging service demands
Use of ancillary personnel
Assessment of storage spaces in and around labs

Culture

Collaboration and teamwork
Sense of urgency for throughput
Willingness and support for transformational change

Our recommendations

For Rochester General Hospital to achieve sustainable results and position themselves for future growth, Philips consultants developed a set of recommendations based on analysis, experience and best practices. These recommendations focused on enhancing patient/staff experience and efficiency through a more seamless operational workflow in these areas:

Nursing

Invasive Imaging

Neuroradiology

Computed Tomography and Ultrasound

Leadership

Arrival/Reception

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Customer story

Realizing 20% cost savings per square foot and 50% fewer construction phases*

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*Results are specific to the institution where they were obtained and may not reflect the results achievable at other institutions.

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Rochester General Hospital optimizes its imaging department workflow to prepare for growth

Changes in staffing, resource utilization, governance and more help position them for future expansion

Results

Our assessment methodology

Our recommendations

You're reading Leadership Perspectives