HOW TO ACHIEVE MAXIMUM EFFICIENCY IN THE ULTRASOUND DEPARTMENT

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HOW TO ACHIEVE MAXIMUM EFFICIENCY IN THE ULTRASOUND DEPARTMENT by Mind Map: HOW TO ACHIEVE MAXIMUM EFFICIENCY IN THE ULTRASOUND DEPARTMENT

1. DESIRED OUTCOME

1.1. OBJECTIVES

1.1.1. higher quality patient care

1.1.1.1. timely out-patient exams

1.1.1.2. room for excess hospital patient volume

1.1.1.3. streamlined supply stocking

1.1.1.4. balanced daily hospital workload

1.1.2. sustainable, expandable structure

1.1.2.1. minimal room stocking

1.1.2.2. full exam room usage

1.1.2.3. faster room prep

1.2. INVESTMENT RETURN

1.2.1. profit increase

1.2.1.1. greater efficiency equals greater profit

1.3. CULTURE TRANSFORMATION

1.3.1. improved team environment

1.3.1.1. less interruptions

1.3.1.2. decompress exam load

1.3.1.3. exam ready rooms

1.4. COMPARATIVE ADVANTAGE

1.4.1. ultrasound verses other modalities

1.4.1.1. exam number increase

1.5. LEADERSHIP PERCEPTION

1.5.1. meaningful improvement

1.5.1.1. What are the expectations and desired outcomes from a leadership point of view?

2. PLAN IMPLEMENTATION

2.1. Proposed timeline

2.1.1. preparation

2.1.1.1. establish the framework

2.1.1.2. generate ideas

2.1.1.3. redefine the issues

2.1.1.4. implement planning

2.1.2. application

2.1.2.1. IMMEDIATE: specimen order confirmation

2.1.2.2. 1-2 MONTHS: patient prep, room assignment, patient schedules

2.1.2.3. 6-9 MONTHS: shift adjustments, core assignment

2.1.2.4. 9-12 MONTHS: create innovation team

2.1.3. success measurement

2.2. Topics of change

2.2.1. specimen order confirmation

2.2.1.1. verify all specimen orders prior to patient arrival

2.2.1.2. team lead or procedure assistant

2.2.1.3. specimen order quality control

2.2.1.4. isolate preventable specimen issues

2.2.2. patient prep on exam order

2.2.2.1. collaborate with IT to include prep on in-patient exam orders

2.2.2.2. doctors and nurses know exam requirements

2.2.2.3. doctors and nurses know expected time of exam

2.2.2.4. no unnecessary phone calls

2.2.3. room assignment

2.2.3.1. exam/patient type room division

2.2.3.1.1. use past daily schedules to test and implement this concept

2.2.3.1.2. rooms organized according to exam type

2.2.3.2. one room per sonographer

2.2.3.2.1. design according to available sonographers and exam types

2.2.3.2.2. this is proven successful at both clinics

2.2.3.2.3. full or partial day assignments with a rotation

2.2.3.2.4. identify room assignment upon arriving at work

2.2.3.2.5. use exam room computers for patient look up

2.2.3.2.6. utilize "core" sonographers

2.2.4. in-patient schedule

2.2.4.1. collaborate with IT and team leads to create this schedule

2.2.4.2. includes only non-urgent orders

2.2.4.3. improved communication with nursing and ordering doctors

2.2.4.4. allows patient and nurse to create a daily plan

2.2.5. out-patient schedule adjustments

2.2.5.1. reconfigure schedule to streamline out-patient studies

2.2.5.2. assign specific time slots for VIP patients at MCH

2.2.5.3. consolidate MSK and endometriosis exams

2.2.6. shift schedule adjustments

2.2.6.1. analyze past and predicted workload, future space and current employees

2.2.6.2. to include professional advice

2.2.6.3. minimize the variety of shift times

2.2.6.4. align shift schedule with the workload

2.2.7. create ultrasound innovation team(USIT)

2.2.7.1. MISSION: solve problems relevant to our team and workflow, resulting in the highest quality patient care possible

2.2.7.2. consists of sonographers who are passionate about the ultrasound department

2.2.7.3. to create a truly harmonious, productive work environment

2.2.7.4. consider the personas and VAT/DiSC styles

2.3. Stakeholders & Group Involvement

2.3.1. sonographers

2.3.1.1. small involved team

2.3.1.1.1. variety of personas

2.3.1.1.2. variety of personalities

2.3.1.2. full team perspective

2.3.1.2.1. send out email questionnaires

2.3.1.2.2. set up an anonymous idea drop box at each facility

2.3.1.2.3. conduct short personal interviews seeking ideas

2.3.2. radiologists

2.3.3. other departments

2.3.4. leadership

2.3.5. patients

2.3.6. According to Fonseca (2002), "Nowadays, facing the world as their market, and so even more competitive threats and demanding consumers, organizations seem to have no alternative but to keep innovating. As they struggle to achieve some stability, so they keep creating more and more complexity,"(p 4).

3. CURRENT MODIFIABLE ISSUES

3.1. substandard patient care

3.1.1. in-patients not prepped for exam

3.1.2. inconvenience to in-patient daily schedule

3.1.3. limited time slots available for urgent out-patients

3.1.4. long wait times for out-patients

3.2. imbalanced room-to-tech ratio

3.2.1. empty exam rooms not being utilized

3.2.2. inefficient use of sonographer skills

3.2.3. shift schedule does not coincide with workload volumes

3.3. inadequate exam rooms

3.3.1. ergonomically harmful to songraphers

3.3.2. impedes on efficient workflow

3.3.3. unsanitary environment

3.3.4. unnecessary items taking space in rooms

3.4. work space dissatisfaction

3.4.1. not enough work stations

3.4.2. tech room workflow disruption

3.4.3. dirty, unorganized exams rooms

3.5. Shift inefficiencies

3.5.1. lack of shift breaks

3.5.2. slow workflow by clinic sonographers

3.5.3. incorrect or nonexistent specimen orders

3.5.4. lack of shift coverage

4. REFERENCES

5. RECIPE FOR SUCCESS

5.1. consider collective knowledge to solve complex issues

5.2. do not assume boundaries without validation

5.3. avoid repeating past mistakes while understanding the department's history of development

5.4. achieve leadership support

5.5. Business Model Innovation

5.6. Weiss and Legrand (2011), "Organizations need to value thinking at work and create a climate where innovative thinking is legitimized and valued," (p 9).

6. MAKING A CASE

6.1. current strengths

6.1.1. skilled, professional sonographers

6.1.2. knowledgeable, supportive radiologists

6.1.3. good rapport with other departments/staff

6.1.4. 3 vacant US rooms available of Fridays at MCB

6.1.5. opportunity for complete project funding Fall 2020

6.1.6. more rooms in the ultrasound department future

6.1.7. 24/7 ultrasound department staffing

6.1.8. new high quality equipment

6.1.9. expert information technology department

6.2. department & organizational benefits

6.2.1. patient care improvements

6.2.2. positive ultrasound reputation

6.2.3. harmonious, cohesive work environment

6.2.4. efficient, productive, profitable department

6.2.5. expert sonographers

6.2.6. pliable workflow and infrastructure

6.2.7. no more wasted time

6.2.8. clean, healthy environment

6.3. limitations and boundaries

6.3.1. budget

6.3.1.1. IT hardware/software

6.3.1.2. external vendor expenses

6.3.1.3. operational budget

6.3.1.4. renovations

6.3.1.5. total projected budget

6.3.2. space

6.3.3. renovations

6.3.4. timeline

6.3.5. programming/software

6.3.6. leadership approval

6.4. diffusion potential

6.4.1. analytical scheduling techniques can be used in other departments

6.4.2. ultrasound department will build trust with doctors, nurses and surrounding departments

6.4.3. exam prep viewing technique can be used in other departments

6.4.4. innovation teams can be utilized in other departments