ris/pacs worklfow and re-design services ris/pacs ... · ris/pacs consulting and image management...
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RIS/PACS Consultingand Image Management
Services
RIS/PACS Consultingand Image Management
ServicesSteven WagmanGlobal Services, Imaging Enterprise PracticeSiemens Medical Solutions USA, Inc.Health Services Corporation
May, 2004
Steven WagmanGlobal Services, Imaging Enterprise PracticeSiemens Medical Solutions USA, Inc.Health Services Corporation
May, 2004
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©2004 Siemens Medical Solutions Health Services Corporation. Siemens Confidential2
Imaging Enterprise Practice
RIS/PACS Worklfow and Re-design ServicesRIS/PACS Project ManagementRIS/PACS Additional Implementation Support RIS/PACS Interim AdminstratorsRIS System Performance Evalutations (SPE) Imaging Operational AssessmentsModality Asset PlanningChange Management
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RIS/PACS Clinical Workflow and Re-design
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Why We Offer It….
Holistic approach to RIS/PACS implementation focusing on People, Process and Product/Technology.
Focused change-management resources.
Development of cost-to-performance metrics to measure Benefits Realization.
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Polytron/VascularPolytron/VascularLabLab
Radiology Department Radiology Department -- 2 South2 South
TrainingTrainingWorkstationsWorkstations
UltrasoundUltrasound
Room 7Room 7FluoroFluoro ReadingReading
WorkstationsWorkstationsCTCT
SomatomSomatom
NuclearNuclearMedicineMedicine
How We Do It….
Assess Improvementspre- and post-implementation performance analysis
Monitor Performancerelative to key indicators of the department’s quality, cost and speed in delivering patient care
Implement Change Managementrevise processes to yield maximum impact
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PatientSatisfaction
MedicalStaff
DepartmentOperations
Facilities
What’s Included?
Analysis of financial impact of RIS/PACSnetwork on imaging departmentand entire health organization.
Recommendation for the implementation team as it relates to:
Patients
Information flow
Physician and staff workflow
Staff roles & responsibilities
Determination of qualitative andquantitative gains to be achieved.
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Deliverables
Pre-implementation ReportBaseline assessmentIdentify barriers/roadblocks
Performance MonitorsKey indicators; tracking templates
Implementation PlanTraining templatesWorkflow redesignPatient flow redesignCommunications plan
Post-Implementation PlanResults versus baselineIdentify remaining barriersRecommendations
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RIS/PACS Consulting(Supplemental Staffing &
System Performance)
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RIS/PACS Project Management
Single point of contact
Accountability for RIS/PACS implementation success
Focus on customer’s business objectives
Define measurable outcomes for RIS/PACS
Essential for large facility RIS/PACs implementations
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RIS/PACS Additional Implementation Support
Assist customers with resource constraints
Critical Customer tasks completed on-time
Project milestones are met on-time and within budget
Allows customers to focus on patient care
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RIS/PACS Interim Administrators
Provide operational oversight for RIS/PACS systems
Mitigate resource loss due to employee turnover
Educate new RIS/PACS administrators
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System Performance Evaluation (SPE)
Provides cost-effective evaluation of customer’s use of RIS post implementation
Offers recommendations to improve use of RIS functionality
Maximizes customer’s technology investment in RIS
Increases customer satisfaction
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Imaging Operational Assessment
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Dx. Radiology & Angio. Dx. Radiology & Angio. Dx. Radiology & Angio.
CTCTCT
MRIMRIMRI
TranscriptionTranscriptionTranscription
Nuclear MedicineNuclear MedicineNuclear Medicine
UltrasoundUltrasoundUltrasound
Assessment of operations are performed in:
Scheduling & RegistrationScheduling & RegistrationScheduling & Registration
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Contents of an Assessment PresentationIntroduction
• Background• Objectives
Assessment Findings• Observations• Recommendations• Core Processes• Workflow analysis • Staffing Assessments• Benchmarks• Summary
Proposed Implementation Plan• Proposed Changes
Next Steps
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Benchmarking
Compare key financial and operational indicators to peers and best demonstrated practice (BDP).
Total cost per procedure
Medical supply cost per procedure
Film cost per procedure
Labor cost per procedure
Worked hours per procedure
Technologist productivity
Report Turn Around Time
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Medical Expense per Procedure
$0.00$2.00$4.00$6.00$8.00
$10.00$12.00$14.00$16.00$18.00
MGH BDP 25th 50th 75th
(Siemens database ‘01, n=28, 150-250 Beds, ESC and ENC Region)
Overall Department Expenses
• Total expenses per procedure is significantly higher than all benchmarks, indicating the opportunity for overall process re-engineering.
• Medical expense per procedure consists of film and supplies, including radionuclides, and is beyond the outlier. The difference between this figure and the BDP represents a significant opportunity for cost reduction.
Imaging Svcs Total Cost per Procedure
-10.0020.0030.0040.0050.0060.0070.0080.0090.00
MGH BDP 25th 50th 75th
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Assessment Findings
Identify opportunities to improve processes
Staffing
Increase patient throughput
Scheduling/Registration
Decrease film & supply costs
Optimize workflowsReduce CostReduce CostReduce Cost
ImproveQuality
ImproveImproveQualityQuality
ImproveWorkflowImproveImprove
WorkflowWorkflow
EnhanceRevenue
EnhanceEnhanceRevenueRevenue
OptimizedOperation
OptimizedOptimizedOperationOperation
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Savings Opportunity Recap
Potential Direct Cost SavingsPotential Direct Cost Savings
BaseMin.$850k $1,300k$652k
400k
171k
81k
765k
331k
200k
580k
198k
144k
Max
Staffing
Repair & Maint.
Supplies/Inventory
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Modality Asset Planning
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MarketLocal and Regional Market Review
Population growth forecasts.
Current and future market share BY MODALITY.
Market strategies aimed at increasing market share.
+8% +8% growthgrowth
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Change Management Consulting
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Process Improvement BackgroundPhase One - Assessment
A comprehensive evaluation of current Radiology operations has been completed and a formal operational assessment report has been presented.
Phase Two - Implementation
A six-month initiative designed to implement the findings of the Assessment. Siemens Consultants will work with customer staff to design and implement key changes for operational improvements.
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Customer ApproachOrganize Action Teams to focus on improvement opportunities, such as:
Supply utilization
Staffing-to-demand optimization
Workflow optimization
Scheduling & registration improvements
The teams will receive education from Siemens on how to proceed, monitor success and report to an Executive Steering Committee.
The Steering Committee will remove barriers to success when necessary, authorize changes, and guide the teams toward successful implementation.
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Action Teams
Steering Committee
Members:• AD of Radiology.
• Techs.(MR/CT)
• Radiologist(ad hoc)
• Clerical
• Admit/Reg.
• IS Rep.(ad hoc)
Members:• Technologist
• Assist. Director/Rad.
• Biomed/Plant Ops.
• CIO
• Radiologist(ad hoc)
Members:• AD of Radiology.
• Assist. Rad.director
• Technologist
• Radiologist(ad hoc)
• HR rep (ad hoc)
• QC/QI Rep.
ClinicalClinical Asset QualityRecruitment&& Retention
Members:• AD of
Radiology.
• Technologist
• IS represent(ad hoc).
• Clerical
• Transporter
• Mammo tech.
• Radiologist(ad hoc)
Members:• AD of Radiology
• Technologist
• VP of Radiology
• VP of Human Resources
• HR recruiter
Support
Process Owners = CustomerProcess Facilitators = Siemens
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