Presentation on theme: "How Sourcing Excellence Can Rationalize Hospital Costs"— Presentation transcript:
1Med Health Cairo 12-13 March 2014 How Sourcing Excellence Can Rationalize Hospital CostsMed Health Cairo March 2014Ashraf Ismail, MD, MPH, CPHQManaging Director, Middle East RegionJoint Commission International
2consistently meet and manage patient expectations Service ExcellenceAbility of the provider toconsistently meet and manage patient expectations
3Key Elements of Service Excellence According to Robert Johnson (Institute of Customer Service), service excellence has four key elements:Delivering the Promise (of quality healthcare)Providing a personal touchGoing the extra mileResolving problems well
4Reducing the Drivers of Dissatisfaction, & Providing Exceptional Healthcare In order to achieve key elements of service excellence, healthcare institutions, in particular, must be concerned with reducing the drivers of dissatisfaction, and providing exceptional healthcare.According to the federal Agency for Healthcare Research and Quality (AHRQ) exceptional healthcare is defined as “doing the right thing, at the right time, for the right person, and having the best quality result [outcome]”
6Evidence of Quality Problems Several types of quality problems in health care have been documented:Variation in servicesUnderuse of servicesOveruse of servicesMisuse of servicesDisparities in quality
7Waste And Variation In Health Care According to the Institute of Medicine, 30 to 40 cents of every dollar spent on health care is for costs associated with: Overuse, misuse, underuse, Duplication, System failure, Unnecessary repetition, Poor communication, and Inefficiency, all of which can be described as “waste.”
9The proportion of waste in health care has been estimated in a range from 30% to 60%.
10Poor Quality/ Waste In HealthCare Failure to provide effective treatmentsOveruse of certain treatments and underuse of others,Use of ineffective tests or serviceMisdiagnosis and poor coordination and communication.InefficiencyPoor Quality/ Waste In Healthcare
11Poor Quality/ Waste In Healthcare Duplicate Or Repeat Testing/ProceduresDelays In Care,Failures of care coordinationInefficient Use Of Clinician Time,Improper Documentation/Record Keeping,Iatrogenesis, AndPatient InjuriesPoor Quality/ Waste In Healthcare
12Waste Can Include—but Is Not Limited To Waiting; Barriers To Flow;Handoff Breakdowns; Errors And Mistakes;Correcting, Revising, Or Reevaluating;Inaccurate Information; Inaccessible Information;Shortage Or Lack Of Tools Or Equipment; Incorrect Or Inappropriate Equipment;Inefficient Motions, Unnecessary Movement;Inaccessible Tools Or Supplies; AndInflexible Processes (Inability To Quickly Improvise).
13What is the Most Cost Effective Way For Providing Exceptional Healthcare? Does Improving Quality Save Money?
14Quality Can Be Improved By Safe Health DesignAccreditationEvidence Based MedicineQuality Can Be Improved ByLean, Six SigmaEffective Utilization Management
16Lean in Health CareLean is a compilation of world-class practices that can improve a health care organization through an evidence-based methodology.Lean health care strives to be patient-centric and to always serve the patientIt is not always easy to implement in health careBarriers includeNatural Human Desire To Cling To The Familiar,Fear Of Change,A Lack Of Understanding Of How Lean Works
17The Case for Lean in Health Care Lean practices help a health care organization run as a successful business, focusing on achieving a positive return on investment (ROI) by eliminating, or at least minimizing, non-value-added activities.Conti..
18The Case for Lean in Health Care Practices might include the following:Improving employee retentionReducing adverse eventsReducing re-admission rateReducing length of stayBetter leveraging available resourcesImproving employee and physician satisfaction and physician/nurse relationsIncreasing nurses’ direct patient care time, which will result in improved patient perception of care
19Results of 175 Rapid Process Improvement Weeks at A Medical Center in United States – Published by IHI
20Joint Commission International Standards Lean Thinking Principles directly or indirectly facilitate their compliance with many of the Joint Commission International standardsStandard QPS.5The data analysis process includes at least one determination per year of the impact of hospital wide priority improvements on cost and efficiencyStandard FMS.9The hospital establishes and implements a program to ensure that all utility systems operate effectively and efficiently
21Joint Commission International Accreditation Potential Return on Investment Improved care – fewer complicationsBetter reputation -- increased number of new patientsMore satisfied staff – better retention and lower recruitment and training costsMore efficient, cost effective work processesBetter preventive maintenance program – longer life of biomedical equipmentBetter safety management, and risk reduction – reduced liability exposureGreater clarity to leadership structure and quality oversightSpecial recognition from payment sources and insurance companies
23Standards-based design incorporates elements of the JCI standards into the built environment
24Evidence-based Design Features And Effects Evidence Based Design Principles Have Shown Return On Investment In Many WaysAll reducing operational cost!!
25You can’t manage what you don’t Engaging patients and their families in care decisions and management of their conditions leads to better outcomes and can reduce costsIntroducing evidence-based concepts into policies, regulationsIdentify opportunities to reduce overused and misusedServices, Take actionMeasure performance, Reports should be sharedYou can’t manage what you don’tMeasure,”
27Quality improvement programs often do save money Effective quality improvement strategies require continued nurturingDespite challenges, hospitals should be committed toimproving patient care and make steady progressBetter Outcomes For Patients And Meaningful Cost Savings For The Health Care System
28شكرا Thank you Dr. Ashraf Ismail, MD,MPH,CPHQ Managing Director, Middle East Region