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Metrics used in healthcare management

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  • #25624

    Ashish
    Participant

    I am preparing a case on metrics used in healthcare management and how we can incorporate newer metrics to enable better reporting/management. The idea is to improve the healthcare available to patients (by plugging potentially reportable loopholes) while improving hospital finances by increasing efficiency.
    What I am looking for is a free online resource (or reader inputs) to list, by department, the metrics currently used in hospital management along with how these metrics are derived. Any help is greatly appreciated.Thanks,
    Ashish.

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    #61971

    annon
    Participant

    I would suggest mapping your processes first…go fast to go slow….focus on basic process management before you jump into heavier skill sets that might not be required.
    This is simple to do and will identify each of your coreΒ processes and their key elements which will provide you with not only the key process inputs and their specifications (your leading indicators) but the key process outputs (your lagging indicators).Β 
    If these lagging indicators do not directly link to the organizational goals and objectives, consider revising them using a Balanced Scorecard approach.
    Now you can work to optimize and control the former in order to ensure the quality of the latter.Β  Using any basic mapping techniques should suffice, although a Value Stream Map might be more useful when looking at time and cost elements (patient processing times, overall lead times, wasteful practices, etc).Β Β 
    Good luck.

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    #61972

    Frank Cohen
    Participant

    So much if this is dependent upon the department and the process.Β Β There are, however, certain metrics that we use irresepctive of these variables.Β  Cycle time for steps in each process is alway critical to assess throughput.Β  This includes time to wait, time to Tx or Dx procedure, time to code, time to submit claim,Β billing cycle time, etc.Β  We also look at non-flow metrics, such as rates of cancellation or no-show and then conduct cause and effect analysis to determin root cause of this type of waste.Β  We measure basic resource effort, such as assisting patients with completing forms (literacy, language, etc.), waste in documentation packets (duplicate HIPAA forms, routine ABNs, etc.), rework (re-validation of insurance, pre-certification, etc.), quality issues (compliance risk, denial analysis) and others that are identified through process mapping.
    Hope this helps and please feel free to contact me directly at [email protected].
    Frank Cohen

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    #62006

    Grasshopper
    Participant

    I am certified BB in manufacturing company with manufacturing degree and experience. I would like to get into healthcare (hospitals etc) as a BB but not sure of the difficulty level, if any. Company I work for is extensively into SS andI had to complete 2 projects with certain financial savings and proof. So this is an excellent program and training at the corporate company, not an internet course etc. Please let me know if you think it is a bad transfer from manufactruring into healthcare with only manufacturing (molding) background? Thanks for your time.

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    #62007

    Frank Cohen
    Participant

    Grasshopper,
    I have been in healthcare for 30 years as a data analyst and statistician and it is definitely a different animal.Β  I obtained by SSBB a couple of years ago and was quite surprised at how much wasn’t applicable to healthcare.Β  Now, having said that, utilization of these concepts depend upon what area of healthcare you explore.Β  For example, hospitals are far more likely to employ enterprise models like SS because of their size, budget and diversity.Β  This would include everything from quality issues to revenue cycle to supply chain management.Β  Medical practices, on the other hand, are far less likely to use SS, primarily due to their size, resistance to change and ownership models.Β  Lean is far more applicable and I approach it by using my statistical analyses to recommend lean-type projects.Β  Very popular are items like throughput analyses, revenue cycle, general efficiency work (phone calls, appointments, scheduling, etc.).Β  Patient satisfaction is also becoming a big issue since payers are now starting to either bonus or penalize docs based on this metric.
    Bottom line it, it is a very exciting and challenging area and we are brand new to the concept of continuous process improvement.Β  I am finishing up a book entitled “Total Practice Improvement; Lean as a Tool for the Medical Practice”.Β  It should be released in October, published by Greenbranch Publishing.
    Take a look at some of the articles written here on using SS and Lean in healthcare and maybe visit a hospital or doctor’s office that has tried these to get a better idea.
    Hope this helps.
    Frank Cohen, MPA

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    #62008

    dpslattery
    Participant

    Ashish:
    You can try the JCAHO site – this should help you get started, but I would continue using a search engine using different strings key words such as data sets, quality management, healthcare.Β  Good luck!
    http://www.jointcommission.org/PerformanceMeasurement/PerformanceMeasurement/Current+NHQM+Manual.htm
    Dan S.

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