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This particular client was not sure where to begin for process improvement and needed to identify priorities that included team feedback to gain culture buy-in. Through key stakeholder interviews and waste walk activities, we collectively determined priorities and a road map of improvement initiatives.
Before: Improvements that affected the bottom line of this company were not being made due to not having culture buy-in or priorities established
After: Culture buy-in and company priorities were established and improvement initiatives were able to carry through without cultural resistance.
This client was experiencing inconsistency in work performance in particular areas. They were not making their daily goals for patients to be processed. An undefined workflow process for determining how to process a patient caused errors, confusion, and time being spent on non-value-added tasks.
After collaboratively working together with every team member in the department we came up with the most efficient documented process.
The client enjoyed the following results:
This client was not meeting their quarterly goal of “closing healthcare gaps” based on insurance payer criteria. After key stakeholder interviews and waste walk activities, it was discovered that not all team members had the same understanding of each healthcare measure’s criteria, therefore opportunities for closing more healthcare gaps were being missed.
Collaboratively we created a documented manual that met insurance payer specific criteria that was organized by each healthcare measure for team members to use and reference. We also set document owners to keep the document up to date.
Before the team was not meeting quarterly goals, after the documented manual, the team met or exceeded quarterly goals.
Improving processes enables organizations to better manage the quality of products, services, and resources to achieve operational excellence.
