SSM Imaging - SSM Health Care

Service Excellence:We can effectively compete withFreestanding Imaging CentersSSM ImagingOutpatient RadiologySluggish Performance2007-2008120000Volume (Procedures)100000800006000040000200000(5%)(-5%)(4%)(-8%)DePaul MP Wentz MRI/CT West2007 2008 (%change from 07-08)1

Creating a VisionEmployee forum to discuss where we want to be in 1-515 yearsResponses:‣ “Put Metro out of business”‣ “Expand a broader geographic area of influence aroundthe imaging center”‣ “Increase loyalty with physicians and patients”‣ “Provide highest level of quality imaging to the patients we serve”‣ “Be the preferred employer, best place to work”‣ “Second to none”NOG Diagnostic ServicesVision“Our vision is to be recognized as the leaderin the community for Diagnostic Testing byboth patients and physicians we serve,providing safe, exceptional, and compassionatecare one patient at a time.”2

It Takes a TeamTo Make a DifferenceWorking together as a team“The strength of the team is each individual member...the strength of each member is the team.”Coach Phil Jackson Chicago Bulls“We are fiercely committed to our vision, and are allhighly motivated to combining our energy and expertiseto achieve a common objective.”Our Team:NOG Diagnostic ServicesPhysician Services RepresentativesCentralized Scheduling3

Voice of the customerReceived feedback from customers in various ways:• Press Ganey survey with patient’s feedback• Physician Services Reps rounding with feedback• Complaints from physicians/patients• Secret shopping of competitors serviceMean Score9594939291908988Press Ganey Results2008-BaselineReorganizationJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec706050403020100Percentile RankMean Score%ile Rank4

• Patient Satisfaction Training (Part I and Part II)• Staff signed a Commitment Statement for Exceptional Patient Satisfaction• Share monthly Press Ganey survey results with staff and post results forpatients to see• Created an Expectation Statement Card/Book mark to give to each patient• Campaign to convert 4’s to 5’sFocusing onPatient SatisfactionPhase I• Review Priority Index from Press Ganey to identify focus areas• “What is one thing I can do for you that will make this visit exceptional?eptional?”Focusing onPatient SatisfactionPhase II• Creation of New Patient Satisfaction Team (to meet weeklymembership from all modalities)• Team (Staff) Meetings Weekly to focus on Patient Satisfaction• Daily Huddles – all modalities – all shifts to discuss and focuson delivery of exceptional care to improve satisfaction• Daily Leaders focused rounding on both staff and patients5

Press Ganey Results20099695Reorganization9080Mean Score9493929190898887Mean ScoreJanFebMarAprMayJunJul%ile RankAugSepOctNovDecJanFebMarAprMayJunJulAugSep706050403020100Percentile RankPhysician FeedbackPhysician Services Feedback:• Scheduling patients for imaging is too complicated• Unable to add on same day patients from office• Cannot get a hold of imaging staff to schedule pts• Next available appointment is too far out• Inconsistency with patient instructions• Rule-out fracture and return patient to doctor’s office• Inconvenient hours, late hours and weekends• Labs for CT/MRI• Send patients to competitor’s Open MRI especially westSt. Charles County6

Move to ActionResponse from Physician Feedback• Created policy to no longer allow staff to say no to anyrequest for an add-on patient• Created additional appointments designed specifically for add-onpatients without the need to contact the department for approval• Created policy in which no schedules may be changed or blockedwithout the Team Leader’s approval• Redesigned the scheduling tool for the NOG, standardizingall scheduling criteria and instructions for all 5 imaging centersand eliminated collapsible schedules• Paired up facilities to move patients desiring next availableappointment from West to Wentzville and SJHC to Medical ParkMove to ActionResponse from Physician Feedback• Standardized appointment time slots across all 5 imaging centerscreating additional appointments/access• In many modalities/entities readjusted schedules to meet theneeds for later appointments and appointments during lunchhours by staggering schedules• Purchased Creatine test point of care device-No need for lab order-No longer search for lab order, calling physician’s office7

Move to ActionResponse from Physician Feedback• Created a policy for all X-Ray patients needing an X-Rayto rule out a fracture, test will be treated as a stat, requiring theradiology technologist to alert a Radiologist to read study,self-edit results, and alert physician’s office results are complete• Due to the increase number of claustrophobic and bariatricpatients, submitted a request for a new Open MRI in the NOG• Open MRI at DePaul is in the process of being upgradedYou Asked – We ListenedClosing the loop:• Physician Services• Physician Newsletters• Direct feedback to physician/office• Both Physician Services and Imaging Staff visiting physicianoffices• Special Events: Physician Office meetings/luncheons8

Results from Imaging InitiativesPercent Change - Before and After30%25%20%15%10%5%0%-5%-10%DePaul9%24%MP13%WentzMRI/CTWest3%%change from 07-08 %change from 08-099%TotalSSM ImagingMaking a DifferenceOne Patient at a Time9

Point of ContactJerry RumphExecutive Director,SSM Health Care - North Operating Group(636) 947-5036jerry_rumph@ssmhc.comNancy PhillipsTeam Leader, Physician ServicesSSM Health Care - North Operating GroupPhone (636) 755-3024nancy_phillips@ssmhc.com10