Bill Griffith, TeleTracking’s Vice President of Performance Improvement, joins us for this episode of Patient Flow Podcast. Griffith discusses his approach to solving healthcare challenges using Lean Six Sigma, as well as proven methodologies that have been successfully employed in manufacturing.
We are constantly evaluating our products and services to ensure that we’re doing the right thing for our customers.
The importance of spending time walking the floors [a Gemba walk], in order to effectively implement lean techniques and understand the intricacies at different sites.
Working with executive teams to prioritize challenges, put values behind them, and help them move forward.
Optimizing processes at existing client sites through assessments and roadmaps, and a more advanced analytics platform.
Phyllis McKoin, supervisor of the ambassador program (patient transporters) at North Mississippi Medical Center, joins us for this episode of Patient Flow Podcast. McKoin, who has led the program for the past 24 years, shares how the shift to an automated transport system had a positive impact on NMMC’s discharge process.
The ambassador program was originally created with the sole purpose of keeping nursing at the bedside.
Phyllis engaged her team and helped them adapt to the culture change by letting her team know she was there for them and would not ask them to do anything she wouldn’t do first.
The team could collect and have visibility to the data they needed, identify challenges, and then adjust to meet patient needs.
Transport times have decreased over the years―in fact they recently met their goal of 35 minutes or less.
Executive engagement has been key to the ambassador program’s success
Tammy Moore, Vice President, Client Success Management for TeleTracking joins us for this episode of Patient Flow Podcast. Tammy shares her thoughts on the evolution of the Client Success Management program and how it helps clients realize the full potential of TeleTracking’s patient flow solutions.
Heather Boyle, Director of Patient Logistics at Penn State Health Milton S. Hershey Medical Center joins us on this episode of Patient Flow Podcast. Heather shares her thoughts on the importance of aligning the operational and clinical aspects of healthcare and the logistics surrounding the launch of their Patient Logistics Center.
It’s vitally important for clinical and operational teams to work together closely. Each team brings different aspects of expertise to the table—and when their missions align – patients are receiving the best clinical care and the operational objectives of the hospital are also being met.
All hospitals are face capacity challenges at one time or another so it’s important to have a positive working relationship with the community hospitals, as well as the larger network.
Executive engagement is key to success, including the involvement of Chief Medical Officer, Chief Nursing Officer and Chief Administrative Officer.
Extensive data and reporting capabilities make it possible to drive decision making at the health system.
Improving patient flow within the hospital makes it possible to place patients exactly where they need to be, resulting in a better patient experience.
Stamford Hospital in Stamford, Conn. is a 305-bed, not-for-profit hospital providing the residents of Fairfield and Westchester counties with access to the latest technology using a compassionate, patient-centered care approach.
Kelly Jones, BSN, RN, Nurse Informatics Manager joins us on this episode of Patient Flow Podcast to share how she transitioned from a traditional nursing role to her current role, and how she implemented a RTLS solution that put Stamford on the path to owning, renting and losing less equipment.
RTLS technology is helping the clinical staff spend more time with the patients and less time running around trying to find devices. It is also helping with early discharges and turnaround times for getting those rooms cleaned and ready for the next patients.
The implementation team understood the importance of getting clinical buy-in. Environmental services and transport also liked the idea of an RTLS solution to improve their work flow.
Implementation also included process optimization and a focus on infection control through the use of effective reporting.
Executive engagement includes their Executive Director of IT, Director of Nursing and Chief Nursing Officer.
To learn even more about the great work being done by Kelly at Stamford Health, check out the Spring 2017 issue of Patient Flow Quarterly. Download your copy today!
Adventist Health Glendale [AHG] is the go-to provider for holistic health and wellness in California’s San Fernando Valley. They are also the largest provider with 515-beds, 800 physicians, 2,400 associates and 1,100 volunteers.
Cynthia Norman-Bey, Director of the Customer Experience and Marina Chakhalyan, Nursing Operations Data Analyst join us for a two-part episode of Patient Flow Podcast to discuss the AHG transfer center and the positive impact it is having on patient care.
Cynthia and Marina detail:
The communities they serve and the competitive environment they face
The role that Transfer Center Service Coordinators and House Supervisors play in the transfer process
The tactics they used to help break down silos between departments, and encourage engagement amongst the staff
How they manage physician relations
How they are using reporting capabilities to drive performance improvements
P.S. Cynthia and Marina were recently featured in the Spring 2017 issue of our “Patient Flow Quarterly” publication. Click here to download your copy today!
San Diego’s Sharp HealthCare, a six-hospital system, operates with the mission to improve the health of everyone they serve. As a not for profit facility, their resources are dedicated to delivering the highest quality patient-centered care, the latest medical technology and superior service.
Janet Hanley, Vice President Patient Technology, Innovation, Efficiency, discusses how a robust patient flow strategy has helped Sharp improve visibility, accountability and overall patient satisfaction.
Sharp’s patient flow goals included finding ways to move patients through the system more efficiently, maximizing the use of technology, and using real-time data to drive decision making.
Sharp was also focused on asset management—making it easier to find the right asset for the right patient, while also ensuring that too many or too few of any asset isn’t purchased.
Sharp was faced with not knowing what was going on at each hospital—and since they didn’t know, the inclination was to say no to incoming patients.
The implementation of their Centralized Patient Placement Center has been successful at getting patients in, decreasing wait times, and improving discharge efficiency.
Tim Chapman, Executive Healthcare Advisor joins us on this episode of Patient Flow Podcast to share his thoughts on how now, more than ever, it’s important to stay focused on the key imperatives that drove successful results in 2016.
There has been more change affecting healthcare in the last 20 years than in the previous 200 years. And the speed by which that change is occurring is also increasing.
Strategy is a very dynamic, real-time process that requires constant and continuous monitoring and adaptation.
There are five broad process dimensions that health systems will need to master well:
Making money while taking risks
Clinical cost management to attain superior cost quality and safety outcomes
Total non-labor cost management including a holistic assessment
Patient flow throughout the entire continuum
Systematic elimination of waste and wait times
P.S. Tim was recently featured in the Spring 2017 issue of our “Patient Flow Quarterly” publication. Click here to download your copy today!
Part of the University of Illinois at Chicago (UIC), UI Health is a 495-bed tertiary care hospital, with 22 outpatient clinics, and 13 Mile Square Health Center facilities, which are Federally Qualified Health Centers. Lisa Potts, the system’s Senior Director of Patient Care Services, joins us on this episode of Patient Flow Podcast to discuss how UI Health has improved patient throughput by integrating Ready-to-Move functionality into their workflows.
Lisa talks about:
How taking a bird’s eye view of hospital operations, she saw opportunities to use technology to improve patient flow.
Using Ready-to-Move to standardize nursing hand-off processes led to efficiency with bed assignments.
The education strategy they used to engage employees and encourage adoption.
How shortly after implementation they experienced a 40% decrease in boarding time.
Advocate Good Samaritan Hospital [part of Advocate Health Care] in Downers Grove, IL is a 324-bed community hospital, which operates as the only Level 1 Trauma Center in DuPage County. The hospital has received Magnet® recognition for nursing excellence and is the only healthcare organization in Illinois to earn the prestigious Malcolm Baldrige National Quality Award for performance excellence.
Roz Lumpkin, Clinical Bed Management Coordinator and Site Administrator for TeleTracking, joins us on this episode to discuss how they have improved visibility and communications. Specifically,
How the nursing portal has become a communications tool, and the positive impact that it’s had on how nurse’s do their daily rounds
The dramatic improvements they have seen related to ED bed request to patient occupy and transport trip times
To learn even more about the great work being done at Advocate Good Samaritan, check out the Spring 2017 issue of Patient Flow Quarterly. Download your copy today!
TeleTracking is pleased to bring you the Patient Flow Podcast. Here you’ll find insightful conversations with the leading experts in patient flow and a focus on the best practices that drive successful outcomes—helping ensure patients across the healthcare continuum get the right care, in the right place, at the right time.