Elective care conference: the Endoscopy Improvement Programme
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Transcript of Elective care conference: the Endoscopy Improvement Programme
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An Endoscopy Problem
20th April 2016
Authors:
Business Intelligence Specialist – Sophie Fleming
General Manager- Charlotte Timmins
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Background
• 3 sites- 2 with JAG accreditation
• Approximately 80 new referrals per day across the sites
• Failing 2WW performance at 50%
• Diagnostic backlog over 1,500 patients waiting over 6 weeks
• Variety of issues contributing to this chaos
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Issues on the ground
• Poorly utilised lists
• Phone not being answered
• Stopped partial booking
• Booking by PTL
• Electronic scheduler
• Extra capacity
• Scanning referrals
• SOP / processes
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Methods
• Improvement methodology taught by NHS IQ to General Manager and Matron
• Walk round with NHS IQ and interviews
• LIA with admin team
• Team planning meeting
• Weekly phone calls involving Director of Performance
• Visit to UCLH
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Working with business intelligence
• On the ground we knew the operational challenges, however Sophie provided the “fact” or “intelligence” on where we needed to focus our next improvement.
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What is capacity and demand?
• A process
• A set of measures
• A balancing act
It’s about making sure that the capacity you have in terms of people/ hours/ and slots is what you need to do (demand), taking into account other variables such as seasonal variation and drop off for example.
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Demand Requests in
Bottleneck Constraints e.g. how
fast requests can be
processed by WL Staff
Backlog Waiting List
Activity What we did
Capacity What we could do
The Process
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500 -100-50 +30 -50 -15 +5 320
0100200300400500600700
The Measures
In this example, 180 patients would be added to the waiting list
500 -320 = 180
For illustrative purposes only…
Measure Description Running Total Change
Demand Additions to the WL 500
Processing constraints WL staff can only process some of the referrals in a week 400 -100
Drop off Drop Off, inappropriate referrals, DNAs 350 -50
Rebooks New patients who cancel on the day and rebooked back in 380 30
Capacity Full capacity 330 -50
Reductions Staff on leave 315 -15
Additional capacity Could be locums temporarily taken on 320 5
Activity Patients we saw 320 -180
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1. Control Demand
2. Control Capacity
Controlling demand is harder as it is the element that UHL has less control over; however this has been successfully achieved by the change of a clinical pathway, i.e. CT Colon rather than Colonoscopy.
Two key strategies for controlling capacity:-
i) look for ways of gaining capacity within the system
ii) look for ways of increasing the flexibility of the capacity
Develop and agree ways to meet the unexpected and the expected situations
that occur e.g. add more appointment slots or clinicians as needed when demand goes
up unexpectedly.
Operational solutions
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• Use scheduling to find and ease the constraint
• Work differently - flexible hours, weekends, pre-plan and cover annual leave, extended roles, etc.
• Bid for resources only when constraint is equipment or staff and working differently will not help.
• Temporary solution – external provider, if the system is too broken
Ideas for increasing capacity
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• Process Mapping – improvements can be made to any of the points in the process including reducing demand e.g. analysis of where and when the majority of demand is coming from.
• Modelling - models can be as straight-forward or complex as you want to make them. Because Capacity and Demand models are only models, they are:- – A theoretical guide
– Reliant on robust source data (garbage in garbage out)
– No model can give an absolute assurance of waiting times
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Some key things to know
• Understand how the pathways work
• The nuances of the data you have to work with
• Talking to people /discussing the model is key to success
• Working in silos is a recipe for disaster
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Why All Models are Wrong
But some are useful
October 15 1987 BBC weather forecast
“Earlier on today apparently
a woman rang the BBC
and said she'd heard there
was a hurricane on the
way”.
"Well if you are watching don't worry, there isn't."
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What happened
• The Great Storm of 1987 was the worst storm in nearly 300 years.
• Winds gusted at a speed of up to 115 miles an hour across the UK and France.
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What the MET Office said:
• “We had picked up that there would be this vicious storm four or five days in advance.
• But one of the problems is that we have a computer which has a numerical model and we use that entirely to do the forecasts. Because it's a global model, a very small error doesn't necessarily show up”.
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Endoscopy Metrics
• Daily backlog – No. Waiting 6+ weeks with and without dates
• Demand vs activity delivered – are we managing to deliver more activity than work coming through the door?
• Demand for 2ww referrals
• Waiting List Size
• On the day cancellations / DNAs
• Cancer 2ww performance
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Endoscopy Metrics – Pictures Speak 1,000
words
0
100
200
300
400
500
600
12
/04
/20
15
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/05
/20
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/05
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/08
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/09
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/10
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08
/11
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/11
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/12
/20
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/01
/20
16
31
/01
/20
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/02
/20
16
Weekly Endoscopy Demand vs Total Activity
Total Activity Additions Less Removals (i.e., Demand)
194 0
200
400
600
800
1,000
14
/12
/20
15
21
/12
/20
15
28
/12
/20
15
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/01
/20
16
11
/01
/20
16
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/20
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25
/01
/20
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08
/02
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/02
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/02
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/02
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07
/03
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/03
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/03
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28
/03
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Patients on Gastro Diagnostic Waiting list 6+ weeks Actual vs Target
Patients on Gastro Diagnostic Waiting list 6+ weeks Target
500
1000
1500
2000
2500
3000
Endoscopy Waiting List Size (Excl Planned)
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Mar
-15
Ap
r-1
5
May
-15
Jun
-15
Jul-
15
Au
g-1
5
Sep
-15
Oct
-15
No
v-1
5
De
c-1
5
Jan
-16
Feb
-16
Mar
-16
2WW Cancer Performance
Upper GI Lower GI
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Future Proofing Endoscopy Services
• Increasing prevalence of cancer
• Demographic factors; The UK population is projected to increase to 68 million by mid-2022, equivalent to an annual growth rate of 0.6%; the proportion aged 65 or over is projected to be around one fifth to one quarter of the population across all regions of the UK.
• More than 750,000 additional endoscopy procedures a year will be undertaken by 2020 – this is more than the population of Leeds and represents a 44% increase on 2013/14 activity.
• Demand for colonoscopy and flexible sigmoidoscopy has been reported as doubling between 2012 to 2017.
Source: - SCOPING THE FUTURE. An evaluation of endoscopy capacity across the NHS in England
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Future Proofing Endoscopy Services
Source: - SCOPING THE FUTURE. An evaluation of endoscopy capacity across the NHS in England
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Any questions?