Jason Tessari, Hospital Operations Manager, Mainspring Brian Reed, Equipment Distribution Center Manager, SUNY

Dick Billharz, Director of Clinical Engineering, SUNY

Using Evidenced Based Data to Drive Process Improvement

2

Partnership History

Pre-Program Functionality• All CES requests through phone/Voicera• Equipment delivery times averaged 30-60 mins

Pre-Program Facts:

Nursing Satisfaction Level: Poor

Employee Accountability: Low

Employee Productivity: Unknown

Asset Tracking: Poor

Workflow Automation: Poor

3

Current Program Functionality

Mainspring

National Average %

Complete visibility into the flow of equipment

to inform Nursing of any possible delays of care

Automated proactive response to Equipment Recalls/Overdue PMs utilizing passive RFID

and workflow automation tools

Strong relationship between CES and

Nursing and Biomed to streamline operational

compliance

Nursing Satisfaction, Patient Care & Safety and Operational Compliance

4

Staying Connected

• SUNY Upstate and Mainspring are committed to:• Our customers• Service Excellence• Continuous Improvement

…because we work together to start at the root cause, improve and automate vital work flow and maintain a platformfor sustainable operational success that reacheseveryone within the SUNY healthcare system.

Mainspring

“I cant believe how easy it is to make a request for equipment. We were very skeptical”Charge Nurse, 12F

“When I request equipment now, it comes up extremely fast”Nurse 9F

5

Key Performance Metrics

• Nursing Compliance– All requests go through request system– Soiled equipment placed in soiled equipment room

• Demand– Visual displays allow to view all incoming requests– SUNY and Mainspring monitor demand to proactively predict the need

• Delays/Availability– Visual displays allow to view real time delays and react proactively

• Trip Times/Staff Productivity– Management are able to view in real time, productivity of staff and

report on weekly/monthly benchmarks

6

“When I request equipment now, it comes

up extremely fast”Nurse 9F

Nursing ComplianceKey

Performance Metrics

“I cant believe how easy it is to make a request for equipment.

We were very skeptical”Charge Nurse, 12F

0

200

400

600

800

1000

1200

1400

1600

1800

1055

1435

1652

7

Key Performance

Metrics Equipment Demand

5A Surge

ry Unit

5B Surge

ry Unit

6A Med

icine U

nit

6B Med

icine

6H Med

icine I

CU

6I Surgi

cal IC

U

8E Coro

nary Icu

9E Neu

ro St

epdown

8G Med

icine U

nit

7A Orth

opedic U

nit

9F Neu

ro Icu

9G Neuro

surgi

cal

ED-A

, Emerg

ency

Dept -

Adult

8F Card

iopulmonary

10E Onco

logy

11E Ped

iatric

Step

10G Onc. O

verfl

ow

6K CT Step

down

6E Burn

Icu

12E Ped

iatric

Unit0

50

100

150

200

250

Requests made by Department by Month (Top 20)

JanuaryFebruaryMarch

8

Delivery DelaysKey

Performance Metrics

Air MattressesBladder Scanners

BrainsChairs

CommodesElebedw/scale

FansFeeding Pumps

Heating PadsIsolation Carts

Lift SlingsLVPChannels

PCA`sPolesSCD`s

Seizure PadsSeizure Pads New

StretchersSuction GaugesSyringe Pumps

WheelchairsWheeled Walker

0 10 20 30 40 50 60 70 80 9011

277

5232

813

610

6962

845

4828

1414

29

578

What was delayed?

Number of Delayed Devices

1.82%2.54%5.10%

12.16%

0.70%

5.09%2.88%4.04%

1.73%3.92%

23.66%

18.30%

5.65%1.66%2.86%1.88%2.50%

39.69%

4.09%1.47%

11.22%

Percent of Orders that are De-layed per Device

Percent of Orders that are Delayed per Device

9

Delivery DelaysKey

Performance Metrics

10

Sustainability

Mainspring

National Average %

Determine specific workflow improvements to increase productivity based on observations

to date and nursing satisfaction survey.

Enhance and improve RFID deployment.

Nursing Satisfaction, Patient Care & Safety and Operational Compliance

11

Questions/Comments?

Mainspring