snapshots of change ubts are getting results examples of operational success september 2012
TRANSCRIPT
SNAPSHOTS OF CHANGE
UBTs are getting resultsExamples of operational success
September 2012
SNAPSHOTS OF CHANGE
Team nets $10 million in Medicare reimbursement
WHAT THEY DID
Members of this UBT discovered a technical issue with Kaiser Permanente’s partner hospitals in the region that resulted in incomplete physician signatures on patient charts. This glitch prevented KP from submitting bills for hospital stays and procedures to Medicare for reimbursement.
After the error was corrected, the team reviewed 26,000 hospital inpatient notes for 2010. Since then, the team has captured more than $10 million in reimbursements.
The team attributes its ongoing success to: quick huddles, holding each other accountable and transparent communication. Visit LMPartnership.org for ideas and
tools for your team.
Medicare Risk Business Services, Colorado
SNAPSHOTS OF CHANGE
Optical team making fewer corrections to glasses
WHAT THEY DID
To curb the growing number of times that members’ prescription glasses needed to be fixed or replaced, staff members at the Optical Center in Redlands now:
•Log each redo in a tracking book.
•Troubleshoot service gaps and address them with a newly created “redo monitor” and lead optician taking primary responsibility.
•Use KP HealthConnect to identify possible factors contributing to vision problems.
•Collaborate with optometry and ophthalmology units in problem solving.
•Counsel patients on eye health and manufacturing warranty limits.
Visit LMPartnership.org for ideas and tools for your team.
Vision Essentials Optical Center, Southern California
SNAPSHOTS OF CHANGE
Collaboration reduces medication delays
WHAT THEY DID
Members of the Redwood City pharmacy team worked across departments to reduce the percentage of medications given late to hospital patients by:
•Posting laminated cards at each med station with information about which medications are stored there and where to find drugs that are delivered and stored elsewhere.
•Delivering drugs to the Med-Surg department 15 minutes before they are scheduled to be administered to a patient.
•Giving pharmacy staff members the nurses’ cell phone numbers, allowing them to call a nurse when a patient’s medication is ready for pick up.
•Establishing color-coded bins to distinguish patients’ newly prescribed medications from drugs that the physicians have discontinued for that patient.
Visit LMPartnership.org for ideas and tools for your team.
Inpatient Pharmacy, Northern California
SNAPSHOTS OF CHANGE
Supply team cuts annual linen costs
WHAT THEY DID
Members of this Panorama City, Calif., team reduced annual linen costs in the Maternal Child Health department by educating other hospital staff about the true costs of buying and washing linens.
The team created and used storyboards, which provided a confidence-boosting roadmap for staff members who are inexperienced at public speaking.
Visit LMPartnership.org for ideas and tools for your team.
Materials Management, Southern California
SNAPSHOTS OF CHANGE
“Shot nurse” takes the pain out of waiting
WHAT THEY DID
Members of this team at the Honolulu Clinic shortened the average wait time for injections by:
•Designating a “shot nurse,” whose main duty for the day is to give patients injections.
•Using a whiteboard to communicate who is the day’s shot nurse and who is the floor nurse (who directs patients to the shot nurse and helps with shots when needed).
•Using Lotus Notes Sametime instant messaging to alert clinic nurses when a patient checks in.
Visit LMPartnership.org for ideas and tools for your team.
Obstetrics and Gynecology, Hawaii
SNAPSHOTS OF CHANGE
Improved label printing saves money
WHAT THEY DID
Pharmacy technicians in Cumberland, Ga., now get the medication off the shelf before typing in the prescription or passing the prescription on to a pharmacist. This helps them select the right product from the National Drug Code database and increases the likelihood that labels will not need reprinting. They also found a way to clearly identify which prescription drug containers have been opened, improving inventory control and preventing delays.
Visit LMPartnership.org for ideas and tools for your team.
Clinic Pharmacy, Georgia
SNAPSHOTS OF CHANGE
Collaboration gets teams top patient satisfaction
WHAT THEY DID
UBTs in two Sunnyside Medical Center departments —Labor & Delivery and Women & Newborn Care—worked together on the same service goals. They focused on key drivers of overall satisfaction, including hospital quiet and good communication. As a result:
•Nurses try to respond to all call lights within three dings, regardless of which nurse is assigned to the patient.
•Use of the Nurse Knowledge Exchange and patient rounding have minimized interruptions, reduced noise levels and improved communication.
•The unit’s report rooms, where staff noise levels tend to be higher, now have doors that close automatically.
Visit LMPartnership.org for ideas and tools for your team.
Women and Newborn Care, Northwest
57%