Reengineering an Reengineering an Information Management Information Management

Help DeskHelp Desk

“a quality improvement process”MAJ Louis Schwartz, CPHIMS

“Analysis, Survey, Feedback”

“Gathering Information”“Define the Problem”

“Make a Tentative Plan”

“Implementing the Plan”

The process we used to achieve a markedimprovement in our

Facilities Information Management Help Desk.

Gathering Information•Observations

•Based on your experience and knowledge•Interviews – “open format they provide information”

•Customers, Superiors, Peers, Employees•Staffing Model – ”do we have enough folks to provide good service”

•Benchmarking•Internal Analysis

•Information Mgt. Division (IMD) Needs Assessment“Joint Commission of Accreditation on Healthcare Organizations requirement - where do we stand with the customer”

•Average time for the completion of work orders. “how long the customer waits”

•Customer satisfaction analysis•Internal process analysis•Elements that affect service

Staffing Model

Information Mgt. Staff Component

Formula Study Recommendation Actual Staffing

Application Support Based on 8 common Dept. of Defense systems

6.31 9

Network Administration 1 technician per 200 users 10 3

E-Mail Administration 1 technician per 1000 users

2 1

Help Desk Support (troubleshooter)

1 analyst per 150 users 20 7

Desktop Support (hardware)

1 technician per 500 devices

4 4

Voice Communications Support

1 technician per 1000 devices

2.5 2

Video Conference SupportManagement

1 technician per 80 Video Tele-Conferences per month

.75 1

TOTAL 45.65 31

4

Model developed by Booz, Allen, & Hamilton for US Army Medical Command

Benchmarking

• Comparing your organization against others– Working with CIOs, Information System Directors– Look to different businesses but provide the same internal

service• IT help desks in manufacturing, utilities, and service

companies• “What are they doing well and why?”

• Industry Standards– Resolution Times, How to Support, Products to assist

• Employees – Flextime, Education Opportunities, Stability, Promotion

Potential

Information Mgt. Division (IMD) Needs Assessment

4. a. How do you rate the support you receive from Information Management Division in the following areas (where applicable): (1 – very satisfied, 2 – satisfied, 3 – somewhat dissatisfied, 4 – dissatisfied, X – not applicable)

Help Desk SupportInformation DeskTelephone ServiceEnd User Computing CenterMedical TVMedical Illustration/GraphicsPhotographic ServicesVideo TeleconferencingForms, Printing and PublicationsSystems Support (e.g., ADS, CHCS)IMD-Sponsored TrainingMail ServicesSelf-Help DistributionSystems Order Processing, Approval, and Advice

40%

26%

14%

20%

One day

2 to 6 days

7 to 13 days

2 weeks or more

5.4 daysAverage

Average timeAverage time to complete IM office automation to complete IM office automation requests JAN- JUL 99 prior to start of projectrequests JAN- JUL 99 prior to start of project

Snapshot in time

Old Customer Resolution Time Graph

Helpdesk Aging Report 25JAN 01

25 2034

15 16

69

179 179 179 179 179 179

0

50

100

150

200

4hours 1 day 2 days 3 days 4 days 5 days

Time

Hel

pd

esks

IMD Customer Satisfaction Survey by Section Systems Admin Services Plans

Help Desk Support 1.68 Information Desk 1.71 Systems Ordering 2.07

End User Computing 1.93 Telephone Service 2.17 Systems Support (CHCS)1.75 Medical TV 1.5

IMD Sponsored Training 1.95 Photographic Service 1.64

Forms, Printing 2.26 Video Teleconference 1.75 1=very satisfied 2= satisfied 3=somewhat dissatisfied 4=dissatisfied

““Happy with our quality of service but our response time is slow”Happy with our quality of service but our response time is slow”

Determine which section handles requestDetermine which section handles requestMilitary Health Computer SystemsMilitary Health Computer Systems

Office Automation E-MailOffice Automation E-MailAudio/Visual Audio/Visual

PhonesPhonesEnterprise Clinical Information System (CHCS)Enterprise Clinical Information System (CHCS)

Medical IllustrationMedical Illustration

How to get service from IMD How to get service from IMD

Customer request is completedCustomer request is completed

Type of requestType of request

Multiple methods of problem and support, Multiple methods of problem and support, tracking, analysis, and resolution:tracking, analysis, and resolution:

manually, telephonic, and computer assistedmanually, telephonic, and computer assisted

Internal Process Analysis Internal Process Analysis

limited home grown database

Office Automation (OA) help desk

manual processes

Admin. Service

manual closeouts not done by service

providerOA help desk

No tracking

DOD Systems

tracking

Work order Assignment inefficient

OA help desk, Admin. Service, DOD Systems

No consolidated knowledge base

DOD Systems OA help desk

No automatic trend analysis

All

analysis

Multiple phone numbers to call

All

Limited Information for customer

Admin, DOD Systems, OA help desk

reporting

multiple pieces of equipment & software

to serviceOA help desk DOD Systems

limited cross-training

All

training

limited numbers

All

personnel

Slow Resolution Time

Root Problem five elements that effect customer service

Defining the Problem

•Gather a group of folks•Studying your findings

ObservationsInterviews Staffing Model BenchmarkingInternal Analysis

•Develop an “Opportunity Statement”•“focuses on the positive and keeps the team on track…much like a charter”

ManagementSection Leaders

Computer AnalystsOutside AdvisorStaff Members

CivilianContractors

Military

Team Members

We want to be able to providesuperior support to ourcustomers as well as anyservice organization in the IM/IT business

Develop your Statement

•Studying your data

•Brainstorming

Opportunity Statement

Make a Tentative Plan

• List Action Items• Define requirements and priority for each• Development timeline and critical points

Action Items

•Based on our analysis the Team determined areas for improvement to make our opportunity statement a reality.

ObservationsDocument Business ProcessesLarger Workspace and Updated Equipment

InterviewsFaster resolution times Need training for specific applications

Staffing Model Need more personnel in specific areas

BenchmarkingAutomated Problem Management SystemResolve customer problems within an hour remotely.

Internal AnalysisOne number to callFaster resolution times Streamline customers ways to get support

Defining Requirements and Priority

• Action Items require different activities by type and need. • We prioritized and grouped action items based on funding requirements,

required outside resources and impact on quality improvement.

Action Item Funding Outside ResourcesImpact

Priority

A. Document business processes A. Streamline customers ways to get support

None N/A 3B. Technicians need training for specific applications None N/A 5C. Larger workspace and updated equipmentC. One number to call

24K

None

Internal funding to Division

N/A2

D. Automated problem management systemD. Resolve customer problems remotely

132K upfront

10K reoccurring

Information Mgt. Guidance Council (IMGC) then

Executive Committee

4

E. Need more personnel in specific areas 88K reoccurring IMGC then

Executive Committee 1

Development Timeline and Critical Points

A. Document business processes A. Streamline customers ways to get support

B. Technicians need training for specific applications

C. Larger workspace and updated equipmentC. One number to call

D. Automated problem management systemD. Resolve customer problems remotely

E. Need more personnel in specific areas

A

B

C

D

E

Immediate Provide in-services presented by staff

5 months Appoint teams; define goal; ensure deliverables; publish SOP

12 months

12 months

12 months

Find the space; Bargain with section that has the space; Space committee; Union notification; Move; Number Set

Analysis; Selection Process; IMGC Recommends; Executive Committee Approval; Implementation

IMGC Recommends; Executive Committee Approval; Contract

Implementing the Plan

New officeOne number to call Server upgrade/PCs & phones/Problem Mgt SystemReorganization and additional personnelNT and Magic SoftwareDocumentation and streamline processesIntranet and management marketing

betterbetter customer customer resolution resolution

timetimespacetelephonesequipmentpersonneltrainingprocesses

Analysis, Survey, Feedback

•Internal Analysis

•IMD Needs Assessment

•Metrics

•Interviews - “One complaint in over a year”

•Observations -”Users call back after departing to say they miss us!”

94%

One Business Day

2 to 6 days

7 to 13 days

2 weeks or more

Less than a 8 hourAverage

New Customer Resolution Time Graph

Total Help Desk Aging Report19 Sep 02

8

16

6

14

0

5

10

15

20

4 hours 8 hours 16 hours 24 hours

Business Days

Help

desks