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Download: Maximizing Physician Satisfaction and Patient Throughput

Posted by Matthew Smith on Oct 24, 2015 12:15:29 PM

Case study on maximizing physician satisfaction and patient throughput.This case study from The Camden Group focuses on a large independent primary care medical group (the “Medical Group”) with approximately 500 physicians in 200 primary care and 8 urgent care sites throughout the United States.

The Medical Group was committed to improving physician satisfaction and engaged The Camden Group to assist them in understanding the challenges faced by its physicians in their daily work life through the documentation of current-state work flows, identification of best practices, and prioritization of opportunities for improvement. It launched a major work flow assessment initiative including the use of surveys to identify issues and examining work flows in representative clinics throughout the country.

Based on recommendations by The Camden Group, the Medical Group would be able to add 90 minutes of productive time per physician per day.

(Download the PDF case study by clicking the button below and register for The Camden Group's upcoming November 12 webinar, Transforming Your Medical Group for Future Success here. If you do not see a button, please click here.)

Physician Services, The Camden Group, Case Study, Patient Throughput

 

 

Topics: Medical Practice Workflow, Medical Practice Workflow Redesign, Medical Group Efficiency, Physician Satisfaction, Patient Throughput, Case Study

Case Study: Maximizing Physician Satisfaction and Patient Throughput

Posted by Matthew Smith on Jul 8, 2015 2:30:12 PM

Case study on maximizing physician satisfaction and patient throughput.This new case study from The Camden Group focuses on a large independent primary care medical group (the “Medical Group”) with approximately 500 physicians in 200 primary care and 8 urgent care sites throughout the United States.

The Medical Group was committed to improving physician satisfaction and engaged The Camden Group to assist them in understanding the challenges faced by its physicians in their daily work life through the documentation of current-state work flows, identification of best practices, and prioritization of opportunities for improvement. It launched a major work flow assessment initiative including the use of surveys to identify issues and examining work flows in representative clinics throughout the country.

Based on recommendations by The Camden Group, the Medical Group would be able to add 90 minutes of productive time per physician per day.

(Download the PDF case study by clicking the button below. If you do not see a button, please click here.)

Physician Services, The Camden Group, Case Study, Patient Throughput

 

 

Topics: Medical Practice Workflow, Medical Practice Workflow Redesign, Medical Group Efficiency, Physician Satisfaction, Patient Throughput, Case Study

Three Keys to Improved Medical Practice Workflow Redesign

Posted by Matthew Smith on Apr 28, 2015 3:25:00 PM

By Susan Corneliuson, MHS, FACHE, Senior Manager, and Shannon Wolfe, Senior Consultant, The Camden Group

Doctor-Nurse-Communication.jpgNew consumer-oriented service delivery sites such as retail clinics and virtual visits are popping up to fill voids in access to care. In order to successfully compete in the future, medical groups must evaluate the way they currently operate with a critical focus on managing patient access through the promotion of consumer-oriented services and efficient workflows. One way of competing in this new market is to increase access without adding locations or providers by improving the efficiency of existing locations and providers. Redesigned workflows place the patient at the center of the care model, with the goal of improving patient engagement and access to care. This results in a better patient experience and improved clinical outcomes at reduced cost.

1. Identify Care Model and Care Team

One of the key attributes in workflow redesign is to identify the care model and care team needed to ensure that providers and staff are practicing at the top of their license or skill set. This might mean transferring work from providers to clinical staff or from clinical staff to front office staff. It also entails identifying the most valuable use of all staff time. This may be achieved through effective use of technology while engaging patients through the use of patient portals, email, text messaging, and home monitoring.

2. Utilize Process Flow Mapping

Another attribute is to utilize process flow mapping to create a picture of the current-state workflows and identify areas of potential waste or bottlenecks. Once current-state workflows are mapped, utilize a team of providers and staff to create a vision for the future (or ideal state). Work as a team to eliminate as much waste as possible to move towards the future state. Establish performance targets for the ideal state and measure baseline performance to gauge progress. Conduct cycle time studies as part of the redesign effort as an effective measure of wait time (value-added vs. non-value added time). Test the redesign efforts and compare results to established targets and continue to modify until goals are achieved.

3. Optimize Technology to Meet Clinical Care Needs

Finally, ensure providers and staff are effectively trained on the practice management (“PM”) and electronic health record (“EHR”) systems and that the technology is fully optimized to meet clinical care needs. Spend time shadowing providers to evaluate how the system is used in practice and what changes can be easily made to better accommodate workflows. Make sure a local resource may be contacted with questions or advice as well as dedicated site-specific subject matter experts (“SMEs”) for immediate troubleshooting. Create a continuous learning environment, through the use of webinars, on-site educational sessions, and shadowing to increase provider/staff adoption of the technology, and reduce rework or general frustration due to a lack of training or appropriate optimization of the system.

Workflow redesign efforts, if successfully implemented, can significantly decrease non-value added time by allowing for increased time with patients and increased access to care. Improving operational efficiencies and optimizing electronic systems also increases provider and staff satisfaction thereby supporting a patient-centered environment.

Medical Practice Workflow Redesign, The Camden Group,


Susan_Corneliuson2.pngMs. Corneliuson is a senior manager with The Camden Group and has over 13 years of healthcare management experience. She specializes in physician integration strategies, practice assessments, operational improvement, care and workflow redesign, and compensation arrangements. She is the co-author of The Governance Institute’s signature publication for 2012, Payment Reform, Care Redesign, and the New Healthcare Delivery Organization. She has a strong background in physician practice management with experience in medical foundations, provider-based clinics, and specialty hospital settings. She may be reached at scorneliuson@thecamdengroup.com or 714-263-8200.

 

Shannon_Wolfe.pngMs. Wolfe is a senior consultant with The Camden Group specializing in the areas of physician practice operational improvement, physician compensation modeling and redesign, practice assessments, and workflow studies. She also has experience in strategic and business planning, facility planning, medical staff development and structure, market analysis, and hospital operations. She may be reached at swolfe@thecamdengroup.com or 310-320-3990.

Topics: EHR, Care Model, Susan Corneliuson, Shannon Wolfe, Workflow Redesign, Medical Practice Workflow Redesign, Care Team

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