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


Members:• AD of Radiology.

• Assist. Rad.director

• Technologist


• HR rep (ad hoc)

• QC/QI Rep.

ClinicalClinical Asset QualityRecruitment&& Retention

Members:• AD of

Radiology.

• Technologist

• IS represent(ad hoc).

• Clerical

• Transporter

• Mammo tech.


Members:• AD of Radiology

• Technologist

• VP of Radiology

• VP of Human Resources

• HR recruiter

Support

Process Owners = CustomerProcess Facilitators = Siemens

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RIS/PACS Worklfow and Re-design Services RIS/PACS ... · RIS/PACS Consulting and Image Management...

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