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Demand, Capacity, Activity and Queue (DCAQ) Analysis and Application October 2012 Mike Henderson & Paul Arbuckle QuEST Quality and Efficiency Support Team.

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Presentation on theme: "Demand, Capacity, Activity and Queue (DCAQ) Analysis and Application October 2012 Mike Henderson & Paul Arbuckle QuEST Quality and Efficiency Support Team."— Presentation transcript:

1 Demand, Capacity, Activity and Queue (DCAQ) Analysis and Application October 2012 Mike Henderson & Paul Arbuckle QuEST Quality and Efficiency Support Team

2 Flow chart: What we will cover in the next hour Flip chart: If you’d like a hand after today Flow chart & Flip chart

3 Demand, Capacity, Activity & Queue (DCAQ) Getting the right level of flow through a system AND Really understanding and managing the levels of work we are asked to do

4 Demand: What do we need to factor in? The amount of resources required to respond to all requests for a service Number of referrals in period Number inappropriate Percentage DNA (& CNA) New, Follow-up Number who don’t opt in Length of appointment, New, Follow-up Average Number of appointments Percentage Individual/ Group … and Both! Who do they NEED to see? First, set your time period and agree your service function Groupings?

5 Capacity: what do we need to factor in? The amount of resources potentially available to respond to all requests for a service Number of staff First, set your time period and agree your service function Number of each type Experience and skillset Other capacity resources eg rooms AdminTravelTrainingMeetings Sick Leave Annual Leave & Special Leave Other projectsData collection The way we work: processes, waste

6 Activity The amount of resources actually used in responding to all requests for a service

7 This makes life and calculations complicated Demand, capacity and activity are determined by how we operate

8 SoistheQueue This is an opportunity: Each factor in the calculations presents an opportunity for improvement Complex calculations: Tool and surrounding materials

9 Things to bear in mind The pursuit for perfect data is a very long one Don’t let the results be used as if they are perfect – conditions of use & assumptions sheet Keep in mind the aim – service improvement Other types of analysis – fit with problem

10 What process improvement work can we do around different aspects of Demand and Capacity? Number of referrals in period Number inappropriate Percentage DNA (& CNA, CBS) New, Follow-up Number who don’t opt in Length of appointment, New, Follow-up Average Number of appointments Percentage Individual/ Group Who do they NEED to see? Number of staff Number of each type Experience and skill set Other capacity resources e.g. rooms TravelTrainingMeetingsAdmin Sick Leave Annual Leave & Special Leave Other projectsData collection The way we work: processes, waste

11 What process improvement work can we do around different aspects of Demand and Capacity? Number of referrals in period Number inappropriate Percentage DNA (& CNA, CBS) New, Follow-up Number who don’t opt in Length of appointment, New, Follow-up Average Number of appointments Percentage Individual/ Group Who do they NEED to see? Number of staff Number of each type Experience and skill set Other capacity resources e.g. rooms TravelTrainingMeetingsAdmin Sick Leave Annual Leave & Special Leave Other projectsData collection The way we work: processes, waste

12 Does it really make a difference? 48 more clinical hours per month 14 month reduction in waiting time Clarity, less chaotic, sustainable

13 People get the help they need sooner 48 more clinical hours per month 22 month wait down to 8 months Clarity, less chaotic, sustainable

14 Thank you for taking part If you would like a copy of the tool, please fill out a Conditions of Use sheet QuEST Quality and Efficiency Support Team


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