Patient
Cynthia Ernst, who works in Physicians Billing, meets with orthopedic
surgeon Dr. Erin Greer for a follow-up on her recent hand surgery. The
team at Ferrell-Duncan Orthopedics is successfully handling a high
volume of patients thanks to a lean project that focused on streamlining
the patient experience.
If you
want to know how powerful lean thinking can be, just talk to someone
who’s been involved in a lean project at CoxHealth. They’ll tell you
lean has improved the way their department works, but they’ll also point
out how the skill of mapping the steps in a process and eliminating the
waste gets internalized. Once you’ve seen it applied, it colors the way
you view everything. It becomes clear that lean projects don’t just
make satisfied workers, they make lean evangelists.
“The
lean process is so valuable, the whole system should go through it,”
says Karen Miller, medical secretary in Ferrell-Duncan Clinic’s
Orthopedics department at the Bone & Joint Center. Lean thinking has
her looking at everything her department does and asking “is this the
best way?” or “does this add value for our patients?” “Lean really
teaches you to be open minded to change. Keep your ears and eyes open
and don’t get stuck in a rut.”
Miller’s
first exposure to her new way of thinking came during a lean project
the department conducted last spring. The project was designed to help
staff members handle an increasing volume of patients while streamlining
the patient experience. The lean team broke down the process from a
patient’s initial phone call to having an appointment scheduled – any
step that didn’t add value for the patient was a candidate for
adjustment or elimination. At the same time, clinic staffers identified
waste in their own work processes, which they eliminated and made their
own workdays more efficient.
The
orthopedics project is one of several lean projects under way at
CoxHealth and leaders say the lean approach to constant improvement is
key to getting the most out of the resources we have and thriving in the
future.
Ken Jennings, operations administrator at Ferrell-Duncan and
a lean team facilitator, spells out the need for lean in a simple
equation: Volumes are up, but reimbursements are down. Quality must go
up. How do we make up this difference? By improving our own processes
and cutting waste and inefficiency.
“Lean
projects are exactly what we need to be doing at Cox,” Jennings says.
“We need all the people we have, so where do we find the resources to
make it work? We have to look at and streamline every single process.”
Applying lean
At
Ferrell-Duncan Orthopedics, physician turnover had left the department
with fewer doctors, but the demand for orthopedic services continued to
rise.
“The
issue became how do we sort, separate and filter this volume, this huge
need in the community for orthopedic services, in a more appropriate
way,” Jennings says.
Like
many people hearing the term “lean” for the first time, some staff
members were leery of what applying lean thinking would mean for their
work. Scott Rogers, CoxHealth’s administrative director of
organizational development, says that one of the first steps to
introducing a lean project is making it clear what lean is and what it
is not.
Lean
began as a process-improvement discipline developed by Toyota as the
company sought to perfect its manufacturing processes. They created the
Toyota Production System, which studies how people work and looks for
ways to eliminate waste – wasted time, wasted effort and anything that
doesn’t add value for the customer.
Departments
like orthopedics that take on a lean project examine their own work,
beginning by mapping out all the steps in a particular process, such as
how patient calls are routed. The lean team will take a step back from
the map and look for barriers, bottlenecks or frustrations in the
system, what Jennings calls “boulders” or “stones” in the stream of
daily work.
Karla
Riley, certified medical assistant for Dr. Erin Greer, says mapping the
scheduling process from the patient’s perspective opened the eyes of the
clinical staff.
“From a
clinical perspective, you think about your area, but not about the
broader context,” she says. Riley says having lean team members from
administration, clerical and surgical scheduling helped everyone to
think beyond their individual areas of responsibility. “This puts the
patient at the center and helps you see how to be more effective.”
The
lean team developed what’s called a “current state map” of all the
workflows in the clinic. After identifying areas for improvement, they
created a “future state map” to work toward. Ideally, that future map
will become their new current state map and they will develop a new
future state to work toward in a cycle of constant improvement.
Chad
Kuhlmann, orthopedic department supervisor, says just looking at those
maps and being able to ask questions and propose solutions brought staff
on board with the lean process.
“When
you map everything like this, light bulbs come on,” Kuhlmann says. “The
staff support was incredible. Now the team is engaged and they throw out
ideas to help everybody. You see your co-workers as a resource, not as a
barrier.”
Key measurements
With
the department’s processes mapped out, the lean team could see where
improvements were needed to help patients access care efficiently.
They
began by focusing on two priorities: streamlining the way phone calls
are handled and making sure patients are scheduled with the most
appropriate physician for their case.
After
identifying the issues, the team began working on ways to collect
relevant data. Kuhlmann says having concrete data is key to making the
lean process work. It removes perceptions and allows the team to work
with measurable facts everyone can agree on. The lean team looked at two
key measurements: the volume of calls coming into the clinic and the
physician/surgery ratio, a measurement of how often a meeting with a
surgeon results in a surgery.
Phone volume:
The sheer volume of phone calls coming into the department was an
obvious first target – simply hearing the way the phones rang constantly
illustrated the need for a new process.
Staff
members estimated that the main line for the department was receiving
3,200 calls each month. With the previous screening method, patients
were being transferred among staff before getting to the right person.
It was a process that could be frustrating for patients and staffers and
calls were sometimes dropped.
Kuhlmann
says that as staff members scrambled to handle the phones, they were
less able to handle their regular duties in the department, a fact that
was beginning to show up in Press-Ganey patient satisfaction scores.
Seeking
a solution, the lean team took a “gemba walk” at Adult Medicine &
Endocrinology Specialists. The gemba walk is a lean tool that involves
looking closely at another group’s processes to see what can be applied
to the problem at hand. They discovered Adult Medicine &
Endocrinology Specialists uses an automated phone system to route their
incoming calls. After seeing the system in action, the team recommended
adding a phone system called Agent to the Orthopedics department.
The
new system includes menus and a queuing process that allows patients to
answer questions and actively assist in triaging their own calls. In its
first few months of use, the system has greatly improved the way
patients are connected with the appropriate areas.
The
Agent phone system also provides real-time tracking of call volumes,
which offers hard data that quantifies a truth staff members already
knew: they are busy. In the first month, the total calls added up to
more than 6,000, almost double their estimate.
“We all knew we were busy, but we didn’t see the real volume until we went through this project,” Miller says.
Now,
with the Agent system in place and more calls going to the right staff
member the first time, the phones have become quieter.
“Well,
we don’t like to say that,” Miller says with a laugh. “As soon as we
say it, they’ll start going ballistic. Let’s just say they’re peachy.”
The
automated phone system frees up staff members to take care of the
patients who are in the office in person rather than juggling duties
answering phones. Similarly, nurses in the clinic are freed up to work
with their patients with minimal interruptions.
Jennings
points out that the phone changes are a good example of how eliminating
waste produces a synergy of benefits for everyone involved. The more
efficient system speeds things up for patients and it improves both the
way employees work and the overall culture.
“Transferring
calls is waste, and if staff members can’t take lunch because of trying
to keep up with call volumes, that’s bad for morale.”
Physician/surgery ratio:
When the team began looking at the overall workflow in the clinic, it
became clear that patients and physicians would benefit from a better
triage system as patients first made contact with the clinic. It wasn’t
just a matter of handling the volume of calls, there needed to be a
standardized way to route patients into the correct path of care. Before
the lean project, there were times when patients with surgical needs
were placed with non-surgical doctors and vice-versa.
“Our goal is to get the patient in the right exam room at the right time,” Jennings says.
Meeting
that goal is a key to providing the best patient access for the clinic –
getting patients to the care they need with the most efficient use of
their time and the physician’s time. The lean team began looking at how
often a visit with a surgeon was resulting in a surgery. The team wanted
to improve scheduling accuracy for patients and move that ratio toward
1:1, ensuring that only patients needing surgery met with a surgeon. The
team found the original number to be 2.76 patients seen for every
surgery a physician scheduled.
To
correct the issue, the lean team designed a clerical triage process in
which schedulers ask patients a series of questions and then use a
decision tree to confirm the correct course of action. The team worked
with doctors to develop “scope of practice” documents for each
physician. Those documents, updated quarterly, detail what surgeries and
treatments a physician is currently doing and they make that
information available at a glance for schedulers.
“This
makes everything visual for everyone to see and it keeps the physician
in the driver’s seat in terms of how they want to structure their
practice,” Jennings says.
A team culture
In the
first few months following the lean project, numbers tracked by the
department were already showing that their efforts were paying off.
Press-Ganey
scores on “ease of access to the clinic” had started around 85. By the
end of October, the department had gained 5 percentage points on that
question. On the question about the ease of reaching the clinic by
phone, the numbers rose from the 81-82 range to the 88-89 range.
“The data reflects a positive change,” Kuhlmann says. “The patient is more in control than before and that’s a satisfier.”
Equally
important is the change the project has made for the culture of the
staff. The project has engaged staffers from throughout the department
and given them a voice in ongoing efforts to improve their workplace.
Miller
says the regular meetings offered a positive setting for staff members
to discuss issues and find solutions together. She says there’s a real
fellowship among co-workers and with their leaders.
“If
you’re invited to join a lean project, say ‘yes’ and get involved,”
Miller says. “It’s amazing. Instead of being told ‘here’s how you’re
going to do it,’ the people who do a job every day have real input on
how it should be done.”
Jennings says that’s what makes lean so valuable, and so empowering for the front-line staff who help drive the improvements.
“The
people who actually touch the work being done know where the barriers
are and they know what the solutions can be,” he says. “We just bring
the tools so they can remove those barriers to providing better patient
care.”
The
team is currently focusing those tools on the clinical side of their
practice. Remember those maps of the current state of processes the team
developed at the beginning of the first lean project? They included
what’s called a “parking lot” – a space for additional issues that fall
outside the scope of the current project. The items noted there are now
forming the basis of a second lean project that is tracking the entire
process of care a patient goes through.
Team
members are excited about the possibilities lean thinking brings as they
look at the entire scope of care from the patient’s perspective. They
know they’ll find ways to make things better for the people we serve
every day.
Riley says: “Everything you do is for the patient and increasing value for the customer.
“Satisfied
customers improve the bottom line and we want to provide the best care
we can provide. That’s why I went into health care, I want to take care
of people.”
About lean
Lean
thought has its roots in a process improvement discipline developed by
Toyota. While it began in the world of manufacturing, the lean approach
can be used to examine and improve a variety of work processes. Here are
a few of the terms you’re likely to hear as lean projects are deployed
at CoxHealth:
Muda: A Japanese term for an activity that is wasteful and doesn’t add value.
Gemba walk:
When leaders examine first-hand how work is done on the front lines.
They’re visiting “gemba,” or “the real place” in Japanese.
Value stream: All
the steps in a process of producing or delivering a product or service.
Value streams are mapped to show the flow of information and work in
the process. How work is carried out at the beginning of a lean project
is defined on a current state map while a goal for how processes could
be improved is spelled out in a future state map.