Connect with sales

Contact information

* This field is mandatory
*
*
*
*
*
*
*
*
*
By specifying your reason for contact we will be able to provide you with a better service.
*
*

Stay up-to-date and subscribe.

Join your peers, sign-up to stay informed and receive insights into healthcare innovations, straight to your inbox.

(Please be sure to check the box to receive communications from Philips)

Contact information

* This field is mandatory
*

Contact details

*
*
*

Company details

*
*
*

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

Rochester

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:

green check mark
Nursing
green check mark
Invasive Imaging
green check mark
Neuroradiology 
green check mark
Computed Tomography and Ultrasound 
green check mark
Leadership 
green check mark
Arrival/Reception 
Rochester thumbnail
Customer story
Realizing 20% cost savings per square foot and 50% fewer construction phases*
Could your imaging business run more efficiently?
Our team can help.
Subscribe today to receive compelling and relevant articles, customer stories and insight into thought leadership perspectives.

You're reading Leadership Perspectives

blue line break
Let’s figure out the future of healthcare today
blue line break
Discover more perspectives
*Results are specific to the institution where they were obtained and may not reflect the results achievable at other institutions.