I recently had the pleasure of working with Rodney Adams, Director of Pre Service and Patient Access at Maury Regional Medical Center, on a case study to show the impact AccuReg has had at their hospital (the case study is still in the works and will be published on our website soon). Rodney’s hospital has been using AccuReg since early 2011. The most dramatic measurable results our clients see from AccuReg usually show up in the first several months after installation, as there is a huge impact on awareness of errors and registrars learn to correct their own mistakes and prevent them in the future. Because it has been almost two and a half years since they implemented AccuReg, I wasn’t really expecting to see any major changes in the statistics Rodney sent to me. I was pleasantly surprised to see that in the most recent statistics he sent to me, that his team had made a pretty dramatic improvement in their registration accuracy rates and clean claim rates from March 2013 to June 2013. It was such a clear improvement over the prior year, that I just had to ask Rodney what on earth they did to achieve such an improvement on numbers that were already strong.
I learned that Rodney had implemented visual management boards, a LEAN tool used to convey leading metrics vs. lagging metrics. QA numbers are posted daily by department so staff can see each day if they are meeting the goals or not. If not, they get the dreaded “red X” but if they meet the goal they get the wonderful “green check”. The boards contain metrics for POS collections, QA, pre-reg rates, scheduling, etc., based on the area the board is in. Monthly metrics (lagging) are on the top row, pareto analysis of the problems are the 2nd row, 3rd row is problem solving efforts and bottom row is for the daily metrics (leading). They have seen their registration accuracy scores lift by 2-3% per area and POS collections were up 38% last month (July 13 vs. July 12)! They are so excited about the results (as they should be). In fact, all pre-service and registration areas now have a visual management board and we are working on how to roll them out through the entire organization.
Being a numbers nerd, I love to see the impact sharing the numbers has had on Rodney’s department. There is such reward in being able to see measurable progress in one’s work. For those of us who aren’t architects, painters, or mechanics, we don’t get to see that final building, painting, or running car…the final product that provides the satisfaction of a job well done. Producing and sharing measurable results for patient access jobs helps create that reward and fosters an environment where people can work to make improvements individually and as a team. I have no doubt that seeing the several months of great numbers has had a positive impact on morale at Rodney’s hospital. Employees can take ownership for improvements and celebrate their measurable success.
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P.S. If you’d like to learn how AccuReg can help track and measure patient access results and even automatically assign educational courses/tests based on individuals’ measured performance, fill out the form here!