Workflow andHIT Process Toolkit Redesign Sponsors: HIT Toolkit for Nursing Homes • Sponsored by Aging Services of Minnesota and its subsidiary, Alliance Purchasing for nursing homes • Produced by Stratis Health 2 Presenter • Margret Amatayakul RHIA, CHPS, CPHIT, CPEHR, FHIMSS President, Margret\A Consulting, LLC, Schaumburg, IL • Independent information management and systems consultant, who focuses on achieving value from electronic health records, HIPAA, and health information exchange • Adjunct faculty College of St. Scholastica, Duluth, MN, masters program in health informatics • Founder and former executive director Computer-based Patient Record Institute, associate executive director AHIMA, associate professor University of Illinois • Active participant in standards development, HIMSS BOD, and cofounder of and faculty for Health IT Certification 3 Stratis Health ● Stratis Health is a nonprofit organization that leads collaboration and innovation in health care quality and safety, and serves as a trusted expert in facilitating improvement for people and communities ● Stratis Health works toward its mission through initiatives funded by federal and state government contracts, and community and foundation grants, including serving as Minnesota’s Medicare Quality Improvement Organization (QIO) ● Stratis Health operates the Health Information Technology Services Center for health care organizations seeking to use health information technology in support of their clinical transformation 4 Agenda • Purpose of Workflow and Process Redesign • Steps in Workflow and Process Redesign • Setting Expectations to Achieve Goals through Workflow and Process Redesign • Initiating Change Management through Workflow and Process Redesign • Tools and Tips to Support Workflow and Process Redesign • Practice Redesign 5 Purpose: Create Ah Ha! Moments • Workflow and process redesign – Starts the process of identifying improvement opportunities with HIT – Helps users identify solutions for current problems and today’s workarounds that will form the functional requirements for your HIT – Aids in setting expectations for achieving HIT goals because users will now expect to see improvements – Ensures that critical controls built into current processes are retained or enhanced Hardware that enables system use Software that directs computer devices People to support and use systems Policy that drives adoption of systems Process that helps achieve results Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 6 Process Mapping • Process is the manner in which work to be completed to achieve a particular result is performed – Example: How do you verify the timeliness of medication administration? • Work flow is the sequence of steps and handoffs performed within a process – Example: How does the physician’s order for medication get to a pharmacy and the medication to the nurse? • Workflow and process mapping depicts the detailed nature of the processes and how they may be redesigned to enable improvements with HIT 7 Steps in Mapping Current Processes 1. Identify processes to be mapped; e.g., those that will be impacted by the HIT being acquired 2. Use individuals who actually perform the process; they know it best and need to own the impending change 3. Instruct persons on process mapping – why it is being done and how it is done 4. Map current processes. Avoid identifying opportunities for improvement now, or critical controls built into current processes may be overlooked 5. Validate maps to ensure they reflect current processes, all variations, and the information payload 6. Collect all forms and reports that are part of processes to be automated through HIT 7. Obtain benchmark data to define expectations for change and for use in benefits realization studies 8 Processes to be Mapped • Intake referral management • ADT, census • Nursing assessments • Care plans • MDS • Medication administration • Patient monitoring, notes, treatments • Dietary management • Other ancillary information (Lab, Radiology) • Physician order entry – E-prescribing with safety alerts and DUR • H&P (if required) • Physician notes • Document management • Care communication/ coordination • Financial services • Case mix management • Executive dashboard • See Goal Setting tool 9 Steps in Redesign 8. Identify potential problems in current workflows and processes and determine their root cause 9. Identify changes that may resolve problems today 10. Educate about HIT and EHR and identify further changes that will be possible 11. Document changes by creating improved map 12. Use new processes to create use case scenarios to identify HIT functional specifications, and later to build out the HIT application to achieve improvements 13. Test new workflows and processes 14. Train all on new workflows and processes 15. Incorporate changes into policy and procedure 16. Conduct benefits realization and celebrate successful change/correct course as necessary 10 Expectations for Goal Achievement Process mapping captures: • Specific ways information is Specific used today and in future data for metrics to Measurable • Baseline improve Attainable Realistic Timely • Changes people agree upon • Changes people think they can make • Commitment to goal achievement in future 11 Managing Change • Everyone facing the change brought about by HIT or EHR needs to be a master of their own destiny • Process mapping, especially with coaching,* highlights where staff can benefit from improvements – Example: EMAR at the point of service may reduce amount of walking for nurses * But don’t over coach to the extent you are taking away the ah ha moments! 12 Mapping Tools • Flowcharts describe – Actions on information – Decisions made with information • Two basic symbols – Rectangles describe who does what – Diamonds describe what decisions are made, with branches to the results of the decision • A terminal symbol is often used to show where each flow begins and ends Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 13 Sticky Notes Alternative • Give everyone performing a process a pad of sticky notes • Write down what you do as you do it • Put on a blank wall or large sheet of paper (e.g., exam room table paper) • Let people make additions and adjustments • Use different color notes to indicate variations Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 14 Tips • Any tool will work, as long as it is accurate • New mappers tend to map only what they can see, e.g., chart • Mappers need to think about how they think about information • Mappers often miss the decision points – but this is where HIT and EHR are most valuable Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 15 EHR is Not about Automating Charts “Only automating form, content, and procedures of current patient records will perpetuate their deficiencies and be insufficient to meet emerging user needs” EHR is about automating & using Information to improve health care EHRs “encompass a broader view of the record than today, moving from notion of location for keeping track of patient care events to a resource with much enhanced utility” Institute of Medicine, 1991 Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 16 Redesign • Review current maps to identify: • Pareto chart – What factor – Bottlenecks contributes most to this issue? – Sources of delay • Control chart – Rework – Where or when – Role ambiguity are most errors made? – Duplications • Layout – Unnecessary – Do we have the steps physical infrastructure to – Cycle time issues support • Use other tools to determine root cause if necessary B A C efficiency and effectiveness? Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 17 Practice Redesign ! ! • Map of 5 nurses performing medication administration • Variation and risky ! practices exist today – Some can be resolved today – Others will need EMAR to support improvement • Do not blame –find all the issues • Also find the good practices Copyright © 2009, Margret\A Consulting, LLC. Used with permission of author. 18 Use Maps • Fix broken processes today • Refine goals • Use maps as criteria for evaluating systems – Example: Will the EMAR being implemented help overcome the issues identified? • Use maps as a way for staff to understand how HIT and EHR will change things for the better For More Support • Contact: Stratis Health 2901 Metro Dr., Suite 400 Bloomington, MN 55425 952-854-3306 1-877-787-2847 (toll free) www.stratishealth.org 20