REMASTERED. the. ebook. by CAROL NEWCOMB with a foreword by JILL DYCHÉ - PDF

Description
the REMASTERED ebook HAPPENS TO GOOD COMPANIES by CAROL NEWCOMB with a foreword by JILL DYCHÉ table of CONTENTS FOREWORD by Jill Dyché... 3 INTRODUCTION... 4 THE SETUP... 6 The Setting... 7 The Players...

Please download to get full document.

View again

of 47
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Information
Category:

Recruiting & HR

Publish on:

Views: 16 | Pages: 47

Extension: PDF | Download: 0

Share
Transcript
the REMASTERED ebook HAPPENS TO GOOD COMPANIES by CAROL NEWCOMB with a foreword by JILL DYCHÉ table of CONTENTS FOREWORD by Jill Dyché... 3 INTRODUCTION... 4 THE SETUP... 6 The Setting... 7 The Players... 8 THE STORY Bad Stuff Happens Lining Up Resources Here We Go Again One More Angle Uncomfortable Truths Getting Expert Advice NUTS & BOLTS: The Steps to Data Quality Improvement The Business Perspective NUTS & BOLTS: Assessing Data Quality High Level Support Anticipating Results The Right Direction NUTS & BOLTS: Recommended Steps NUTS & BOLTS: Data Quality Discovery A New Understanding NUTS & BOLTS: Data Quality Improvement A Sustainable Plan AFTERWORD About the Author FOREWORD by Jill Dyché EVER SEEN THOSE NEW-AGE ADAGES? They ll be printed on greeting cards or refrigerator magnets. You usually find them in airport gift shops or those bookstores that burn incense. They feature quotes from Gandhi or Deepak Chopra. They want you to be a goddess, or the change you want to see in the world, or a flickering candle. Here s one of my favorites: Expect trouble as an inevitable part of life. And when it comes, hold your head high, look it squarely in the eye, and say, I will be bigger than you. You cannot defeat me. The Dalai Lama, right? Nope. Ann Landers. That s right, Dear Abby s sister wants you to deal with your problems head-on. And so do we. Hence our new data quality e-book. After all, bad data is big trouble. You ve heard the well-worn statistics about what missing, inaccurate and meaningless information costs companies. You may have also heard about all the data quality vendors on the market and how their products fix what s broken, rendering your data pristine and your career hotter than a, um, flickering candle. I m pretty sure your company needs to clean up its data. You may have already bought a tool, gathering dust as so much shelfware. Why? Because no one s been authorized to actually deconstruct the business impact of poor data and set things right. This e-book adapts a real-life client story into a justification for a data quality program and a set of formalized processes. It s about a health care provider but it s really the story of every company in every industry and how the business impact of bad data ultimately bubbles up to C-level managers. In the case of the healthcare provider, these business problems translate into patient wellness. In your company, they might translate into higher revenues or improved cross-sell/up-sell rates or refined product planning based on voice of the customer feedback. Whatever your business problem, high-quality data will have a ripple effect. If it s relevant, timely and useful, it will be to use a term business-enabling. And if it s not, there could be trouble. Please enjoy reading our e-book and, in the meantime, Namaste. Jill Dyché Vice President, SAS Best Practices 3 INTRODUCTION All truths are easy to understand once they are discovered; the point is to discover them. Galileo Galilei ( ), Italian natural philosopher, astronomer and mathematician who made fundamental contributions to the development of the scientific method and to the sciences of motion, astronomy, and strength of materials. SOMEONE MIGHT HAVE ASKED YOU this question already, but in case they haven t, here goes: Do you trust your data? Organizations of all types rely on data to make both strategic and operational decisions. The decisions you make every day depend on what you know. What you know depends in large part on the information provided by your data. As consultants we ve seen a number of organizations with data quality problems. The frightening part isn t that the data are wrong; it is that oftentimes nobody even knows! Million-dollar investments may be based on half-truths; projections may be misleading; metrics intended to reflect quality, value or profitability may be downright wrong! THE QUESTION OF whether your data is right or wrong is actually simple to answer. It is wrong. Every organization has bad data. The question is, do you know the steps to take to fix it? For instance, poor data quality at one retailer cost it market share, not to mention all the money it spent trying to get the data integrated and loaded into its data warehouse. One financial services company spent so much time (and money) reconciling its customer data that it was left behind in a highly competitive market. A trading firm made erroneous market predictions. The list goes on and on. The question of whether your data is right or wrong is actually simple to answer. It is wrong. Every organization has bad data. The question is, do you know the steps to take to fix it? Do you know where the skeletons are hidden? How much work is involved in discovering them? How much effort is reasonable to eliminate them? Healthcare organizations are increasingly judged on their quality, efficiency and cost-savings. Without robust and transparent techniques for checking that the metrics actually mean what they say, or that the data used to construct the measures is accurate, trusting that data is risky. In the case of healthcare providers, the decisions could be life-or-death ones. 4 INTRODUCTION The following story about a modern healthcare organization is what we call a blended case study, based on several real-life organizations. The types of data issues are those faced by companies across industries. Our e-book focuses on Central Health Alliance, a healthcare network, as they start to analyze reports from a number of new information systems in order to improve their decision-making and operational efficiencies. Little did they know how important their data would become. 5 the SETUP. the SETTING the SETUP: CENTRAL HEALTH ALLIANCE serves the healthcare needs of a suburban population just outside a major Midwestern city. In the past decade, this community has grown rapidly, but with the recent downturn in the economy new home purchases in the area have slammed to a halt. While local businesses aren t closing, they aren t hiring either. The impact on the health network is still hard to judge, but administration is carefully considering its options for maintaining market share, especially as some of the major urban hospitals have begun courting local physicians. Central Health Alliance is a medium-sized health network. It consists of a 275-bed hospital, 2 long-term care facilities, an emergency department, an outpatient office wing with about 12 general practitioners, 4 OB/GYN physicians, 8 pediatricians, 2 mental health providers and a team of social workers. It owns a physical rehabilitation facility that doubles as a health center for the community and staff members. It has done a thriving business in maternal and child healthcare, as new residents in the area tend to be young families. However, as growth slows, the network wants to solidify its position as a Community of Caregivers, and possibly attract older clients who are looking to retire near their grandchildren. 7 the PLAYERS the SETUP: PRESIDENT & CEO MARY ELLEN WYNN, J.D. has been in her position for the past 8 years. She has a legal background in risk management, and she wants to make sure that Central Health Alliance is current with information technology. The hospital has always passed accreditation reviews with flying colors, and they are disease-specific certified in inpatient diabetes care and chronic kidney disease. She has promoted their Six-Sigma training program for all nurse managers, and spearheaded the investment in an electronic patient record system 6 years ago, which she credits with saving the Alliance $2 million in reduced administrative expenses and expedited scheduling efficiencies. Despite the Health Alliance s good reputation in the community, however, she is concerned that competition from urban academic medical centers could quickly erode their market, no matter how good the quality of care they provide. CHIEF MEDICAL OFFICER DR. PETER SWANN came to Central Health Alliance 3 years ago from a large academic medical center. He prefers the smaller size of the Alliance, but has been rallying to diversify the services offered in order to meet the medical needs of a wider age range and even attract some of the immigrant families that have moved to the area. He is also very datasavvy, and is prepared to thoroughly evaluate the clinical quality of any physician group the Alliance might consider for acquisition. Attracting more and better doctors will be crucial to the Alliance s success in the future. Doctors, he believes, drive revenue, reputation and respect for the healthcare organization. 8 the PLAYERS the SETUP: CHIEF NURSING OFFICER DOROTHY BROOKS, R.N. has been with Central Health Alliance for 18 years, and she has seen everything! This used to be a nice community hospital, but now with the new patient record system, everything on computers, nurse staffing shortages, financially-driven performance measures, quality measures, and now pay for performance from CMS and the other insurance companies, she feels that true compassionate care got lost somewhere. Nurses spend more time entering data than attending to their patients! Six Sigma is just another fad that will come and go; but all the time and energy they spend in meetings, collecting data and scouring reports when will it end? DIRECTOR OF INFORMATION SERVICES HENRY BECKMAN is proud of the work his department has done in integrating electronic health records (EHRs) throughout the Alliance. He oversees a staff of IT experts who each have deep expertise in the clinical, administrative and financial systems that integrate with the electronic medical record system. There is a separate Inpatient Pharmacy system, a Surgical Suite system, a Clinical Pathology and Laboratory system and a centralized Human Resources and Payroll system. Materials Management, Purchasing and Inventory are each stand-alone systems. In addition, Timekeeping, Medical Credentialing and Finance each have separate software platforms. IT staff support all the interfaces between these systems, and provide data for reports when needed. The department supports all the data collection for Six-Sigma projects from various clinical areas. He feels that the electronic patient record system has helped them streamline the medical records headaches they used to have with tons of paper copies. Accounts receivable, claims processing and lab order results have been the major wins with the EMR, since transmission delays and errors have been significantly reduced. 9 the PLAYERS the SETUP: PROJECT COORDINATOR FOR DATA ANALYTICS CECELIA TAYLOR recently became Black Belt certified in Six Sigma. The Joint Commission is now heavily promoting Six Sigma for quality measurement, so there s been a big push to get more of her staff certified. She coordinates the work of five analysts who participate in the various studies that arise when administrators or clinicians have issues they want to research. She has been reading more and more in online newsletters and regularly searches Twitter for links to data governance and data quality best practices, but she doesn t see how formalizing what they already do would make it any better. Sure they need to get data from different systems, and merging it can be a headache, but they do pretty well. The EHR was hard to get implemented because they had to do a ton of workflow analysis, and that slowed down some of their Six Sigma projects. But now that all the patient data is on one system (for the most part), it s a lot easier to pull together reports. 10 the STORY. bad stuff HAPPENS 01 in the boardroom: CEO MARY ELLEN WYNN is used to running her quarterly Board of Directors meeting with a tight agenda. But today s board meeting agenda items have her a bit nervous. She decides to forgo her usual cappuccino and instead pours herself a cup of decaf before entering the boardroom. The agenda is already printed and distributed. In its usual terse style, it lists three items: I. New regional Health Information Exchange II. Lawsuit related to NICU drug overdose III. Rising rate of orthopedic surgery device failures Mary Ellen enters the room with her decaf and her laptop and sits down. Everyone looks at her expectantly. It s nice to see we have everyone in attendance today, she begins, a bit too skittishly. There are some important things on our agenda, so let s get started. Everyone opens notebooks and laptops, papers shuffle, and Mary Ellen continues. I ve asked our CMO, Dr. Peter Swann, to join us and provide some detail on a few of these agenda items. First, I would like to say that we are all excited about the new Health Information Exchange downstate that we re starting to contribute patient data to. As you know, the federal government is pouring millions into spurring the development of these exchanges so that health care organizations across the region can benefit from each other s data. We re hoping that we see some positive impact in our ER once things develop a little further. Peter, can you address some of these additional agenda items here? Peter Swann rises to speak. Yes Mary Ellen. First, thanks for inviting me. It looks like it s going to be a challenging year for our organization. As one of the first organizations participating in the HIE, we will 12 01 increase our quality of service as well as our presence in the community. We are a great organization with a solid medical staff and we have lots of data that will be very useful in showing our value. That being said, I wish I could say it was all good news. We ve had some setbacks that have hit us hard financially, and we re trying to figure out how to manage these better moving into the future. The other executives in the room know what s coming, and watch Peter for telltale signs of backtracking. The first issue I need to report is that we had a near-death in our NICU a few months back related to a drug overdose, and we ve got a Six Sigma nursing team working to figure out what happened. This set us back $100K in additional hospital charges, plus a $250K lawsuit that the parents filed. We ve taken a bad PR hit as a result, and our competitors are having a field day with it, but we know that the doctor in charge wasn t directly responsible for the error, so we must have something related to systems or transcription or something else that contributed to this situation. Second on our list of less-than-good news is a trend we ve been seeing with the Pherus line of orthopedic implant devices. We re beginning to see a rising failure rate among our hip surgery patients about 8 months post-op. Drs. Jones, Scott and Vishnu all use this equipment and have been satisfied with it for years. We ve discussed the problems with their sales reps, but so far we re not quite su Hang on! Stop right there, Peter! Dr. David Fino, a long-time board member, is positively erupting. This is outrageous! You mean to tell us that we ve got NO understanding of WHY these problems are occurring? We re going to have the state regulators and the Joint Commission crawling all over us! Another board member, Dr. John Norman, interrupts: I thought we d sunk all that time and money into Six Sigma so that we could be on TOP of weird stuff like this! And what about that new electronic patient record system? What did THAT get us if you can t even figure out how an infant almost DIED?! Just a second everybody! Mary Ellen expected some surprise, but not the level of emotion she is seeing in her normally subdued board. She tries to keep her voice dispassionate. Let s just calm down and discuss these issues carefully. Yes, some of what s happened should never have happened at all, and we will pay the price for it. But frankly, five years ago, we never would have been able to stand here and tell you that our patient demographics were changing and that our payer mix needs to change if we hadn t installed some of our current systems. Remember that we have the long term care facilities, the clinics AND the hospital integrated now on our system. And also, we ve always relied on the manufacturers or the FDA to alert us to equipment failures, and this time we re in the position of telling THEM. We have the kind of data now that we only dreamed about before our EHR system! 13 01 Having data is ONE thing, Dr. Fino acknowledges. Knowing how to USE it is another! We need to use our data to AVOID some of these messes, not just REPORT on them once they ve happened. This is a risk management NIGHTMARE, Mary Ellen! Peter Swann takes his seat and folds his hands in front of him as if to appease the attendees. I can promise you that at the next Board meeting, we will be able to provide some hard numbers and explanations for the setbacks we ve discussed today. Clearly we need to get a handle on what the data are telling us, and where we have clinical quality gaps. I really appreciate this lively discussion, and I will personally guarantee that we get to the bottom of these issues. Well, it looks like you ve got your work cut out for you, says Joanne Brody, a retired administrator at Central. We expect to see some believable explanations pretty soon. Otherwise, I don t know how you re going to explain this to our friends at The Joint! You have my word, Joanne. HAVING DATA IS ONE thing, Dr. Fino acknowledges. Knowing how to USE it is another! We need to use our data to AVOID some of these messes, not just REPORT on them once they ve happened. This is a risk management NIGHTMARE, Mary Ellen! Mary Ellen decides to close the meeting. She needs to get together with her team and figure out next steps before more heated words are exchanged and other board members pipe up. Thank you, everybody, for your time and your feedback. We ll see you all back here three months from now. Have a great summer! With that, we are adjourned. 14 lining up RESOURCES 02 LATER THAT DAY, IN MARy ELLEN s OFFICE: WOW, WHAT A BUNCH! says Peter, taking a chair at Mary Ellen s conference table. Why didn t you warn me? Well, I actually thought we were better prepared than that, says Mary Ellen. I thought you had researched these issues and that we had more data to explain why they happened and more importantly how we could prevent them from happening in the future. It s true that we have lots of data, but somehow it s not showing us where the breakdowns are happening, says Peter. I need to discuss this with Dorothy Brooks, our Nursing Director. She s pretty savvy on where things tend to go wrong around here, since she s been here so long. Maybe with her guidance we can start to look at where our failures are happening. I wouldn t limit my conversations to just her, says Mary Ellen. Be sure to include Henry Beckman from IT. He, or at least some of his staff, knows these information systems inside and out. If our problems aren t clinical quality, maybe there s a data trail we should be investigating. IT S TRUE THAT we have lots of data, but somehow it s not showing us where the breakdowns are happening, says Peter. Oh, Henry! says Peter. Yes, well, he and Dorothy don t exactly see eye-to-eye on very much these days. She s not happy about all the time her nursing staff is spending on their Six Sigma teams. Plus she absolutely detests our new computerized patient record. Maybe you could talk to her beforehand and let her know how she needs to support Henry to get to the bottom of some of these issues. Henry s team won t know how to interpret the data without some clinical help. Peter, I m not going to make any promises, says Mary Ellen. You and Dorothy are our clinical leaders. I know it s a brave new world, and Dorothy hasn t quite accepted all the technological change we ve incorporated, but my job is to understand the business and your job is to make sure that our investments in clinical information technology are helping us control quality and safety. Let me know when you three have had a chance to figure out your plan. 15 02 With that, Mary Ellen
Related Search
Similar documents
View more...
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks