achieving patient delight with quality - dr v.p thomas at knowledge series seminar, pune

A NABH Accredited HospitalA NABH Accredited Hospital

Dr L H Hiranandani HospitalDr L H Hiranandani Hospital““Your family hospital TM”Your family hospital TM”

“ “ To be the preferred choice for healing and good health”To be the preferred choice for healing and good health”


Achieving Patient DelightWith Quality

Dr (Col) V M P ThomasAssociate Vice President

Operations & ProjectsDr L H Hiranandani Hospital


Structure of PresentationStructure of Presentation

IntroductionIntroduction

Quality at every levelQuality at every level

Our experienceOur experience

ConclusionConclusion


Introduction – Genesis

Dr LH Hiranandani Hospital Powai Conceived in the honor of Padmabhushan Dr L H Hiranandani Arguably the fastest hospital project in India Broke ground in Nov 2002 Commissioned 22 Feb, 2004 Expansion work begins 28 Nov 2008 Completion – March 2011

Hiranandani Hospital Thane 25 July, 2004

Hiranandani Multispecialty Hospital Thane Foundation stone – 17 Sep 2011


Introduction – Focus and strategy

The Trustees were desirous that the hospital emulate global standards in healthcare, empathize with patients and attend to all who applied for assistance

The hospital’s focus thus encompassed Hiranandani Gardens township initially The country and then the International scene Public charitable trust hospital

Thus strategically the hospital while being a Trust hospital was to strive to render the best health care

This being in line with the below stated mission


Introduction – Mission Statement

“To be the preferred choice for healing and good health”


Introduction – Quality Policy

“We are committed to rendering the best available medical treatment to our patients. Therapy will be evidence based and will emulate global standards in every sphere. We will strive to improve the quality of care at every given time, thus ensuring patient satisfaction”


Introduction – Values

Respect and Dignity – Compassion and caring for the whole person – body and soul

Continuous Improvement – In every sphere and emulate global standards

Teamwork – Many hands, many minds, with a single purpose

Service – Enhancing community health by delivering superior value in high quality cost effective healthcare

Pride – In ourselves, our hospital and our work


Introduction – Quality Introduction – Quality

There are many definitions of quality and possibly text There are many definitions of quality and possibly text books written about how one defines qualitybooks written about how one defines quality

There is one simple definition – Quality is the result There is one simple definition – Quality is the result when a task is performed with the greatest carewhen a task is performed with the greatest care

In healthcare the watch word is ‘CARE’. In healthcare the watch word is ‘CARE’.

Care thus will translate into quality and that results in Care thus will translate into quality and that results in the happiness quotient - DELIGHTthe happiness quotient - DELIGHT


IntroductionIntroduction

Patients do not care how much you knowPatients do not care how much you know

They want to know how much you careThey want to know how much you care


Quality at every level

Every time a patient or family members interact with a staff member, the patient has an opportunity to rate us as Delighted, Satisfied or Dissatisfied

These are our “Moments of Truth” We try to control these experiences by assuring

that all interactions are handled respectfully and to the best of our ability



Greeting at the door by the security person



Cleanliness of the lobbies and elevators



Interaction with information desk

Clarity of directions to the

room of the patient


Nurses Backbone of healthcare delivery Highest quality of care & motivation Overseas training and external audit Soft skills, communication & grooming Leadership & managerial skills Cadre review Altered pay structure



Doctors Judicious blend of full time & part time Incentives to get the best out of them Full time doctors taken as partners Revenue share does not limit the capacity to earn Support to part timers by CME & awareness

programmes



Senior leadership has created an environment of Constant focus on performance improvement Team work Innovation Work force safety Fiscal performance Process to identify errors and address them



Strategic planning process has human resource development as an integral part of the plan

Hospital staffing Adequate for current hospital operations Regular salary review Salaries are marked to market Good selection process to ensure the correct fit of

the individual into the organisation



Organisation nurtures a culture of motivating employees to perform well as a team and as individuals Constant training & retraining at all levels Best employee every month Best department

Employee satisfaction survey is carried out annually with trends indicating decreasing dissatisfaction levels and attrition since inception

Considerable multitasking – individuals capable of taking on each others responsibility at various levels



ISO 9001:2000 / 9001:2008 QMS certification, NABH & NABL Except for the ISO 9001:2001 – without external

consultants System based approach Perfect documentation

1800 documents with 26000 pages created Environment which fosters and requires

Legal Ethical behaviour

Ethics committee evaluates ethical issues



Our experience Our experience


Our Experience - 2008Our Experience - 2008


Patient feedback Performa clearly indicates shortcomings Collected and analyzed for both IPD and OPD

Regular feed back from doctors in meetings Ability to review complaints quickly and resolve

them effectively and promptly by Complaint aggregation Root cause analysis Immediate implementation

Complaints are reviewed by the apex management group

Our ExperienceOur Experience


Our experienceOur experience

Patient Delight Jan - Jul 2012

0

10

20

30

40

50

60

Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12

Months

%

Excellent Good Unsatisfactory


Conclusion – Best Practices Review and share the monthly comment reports. It's the

fastest way to know what's working and what's not working for your patients. And you can quickly recognize individuals or teams who were complimented.

Communicate about Service Excellence widely and often. You can make service an agenda item in staff meetings, put service information on bulletin boards. Be creative and have fun with it.

Prepare scripts for patient processes and encounters. You can select a common, routine patient process and create a service map (i.e. what happens when and who does it). Walk in the patients shoes and look ways to help the patient understand and manage the process better.


Conclusion – Best Practices Consider adding the following phrases to your patient

communication: Please May I Thank you

Explain the rituals to patients. You know what's going to happen and why, but most patients don't. One of the biggest complaints of patients is that they aren't kept well informed.

Keep track of patient likes and dislikes. Some patients (i.e. patients receiving radiation therapy or rehabilitation) have multiple recurring visits. They appreciate that you remember a favorite drink or snack.

Remember that service recovery is everyone's responsibility. If a patient complains to you, you own the complaint. And you need to be provided with the resources and skills needed to fulfill this responsibility.


Conclusion – Best Practices Evaluate service issues from both a systems as well as a

people perspective. If the system doesn't work, think of ways to change the system to be more patient-friendly. But never underestimate the power of a smile and a kind word.

Identify and manage the "high leverage" processes like call light response time, pain management, admissions and discharge. These are the processes that are likely to raise patient anxiety. Anticipate this and address their need for explanation and reassurance.

Increase "face time" with patients whenever possible. If possible, sit with patients while you do your documentation. They will perceive that you've spent more time with them.

“Wish" people in the hallways. When patients see staff smiling and greeting others, the environment seems less cold and more friendly.


Conclusion – Best Practices

Identify high risk patients (either from a clinical standpoint or a service standpoint) and do a call back just to see how they're doing.

Keeping the place clean is everyone's job. Be a "Secret Shopper." Examine processes and first

impressions through the eyes of the customer. A great way to check phone etiquette is to call your own department. Or walk onto a unit and imagine what the patient sees, hears, feels.

Create a "service disaster plan." Identify the worst possible service scenario for patients and what you might do about it. Then you're prepared (rather than panicked) in case it really happens.



Manage noise. You may impact the noise level on your unit by turning the lights down. Or implement a "quiet hour."

Clearly establish the difference between "red rules" and "green rules." "Red rules" are rules that you never break, no matter what. Rules around smoking and propping doors are examples of "red rules." "Green rules" are rules that you can bend, depending on the circumstances. Sometimes you need to bend the rules a little to satisfy a patient.

Remember the "Grandmother Rule" - Do what you say you're going to do, when you say you'll do it and do it right the first time.



Overestimate time frames. Then try to exceed their expectations.

Remember the "Iron Law of Customer Service" - Respond to customer complaints within 24-48 hours. That doesn't mean you have to solve the problem - if you can, great. But you need to acknowledge the problem and let them know when you can get back to them.

Implement a "no negativity day" on your unit. The impact of that may surprise you.


Conclusion

The adopted best practices are not only adding to Customer Delight but are propelling the hospital towards its cherished mission

“To be the preferred choice for healing and good health”


ConclusionConclusion

By applying for and receiving the National Accreditation By applying for and receiving the National Accreditation for Hospital and Healthcare Providers (NABH) and being for Hospital and Healthcare Providers (NABH) and being the first hospital in Mumbai to do so, Dr L H Hiranandani the first hospital in Mumbai to do so, Dr L H Hiranandani Hospital has demonstrated a commitment to quality Hospital has demonstrated a commitment to quality health care. Quality health care is crucial to our people's health care. Quality health care is crucial to our people's welfare and it is important to have organizations that are welfare and it is important to have organizations that are willing to measure themselves against national standardswilling to measure themselves against national standards

Dr Sujit Chatterjee MDDr Sujit Chatterjee MDChief ExecutiveChief Executive


Thank you

achieving patient delight with quality - dr v.p thomas at knowledge series seminar, pune

Health & Medicine

nabh accredited hospitalquality

nabh accredited hospital

preferred choice

red rules

hospital

quality

time

patient