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Imagine turning the tech era's most annoying invention voice-response telephone systems into something good.
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When Sen. Edward M. Kennedy (D-MA) was brought to the ED at Washington (DC) Hospital Center on Jan. 20, 2009, following a seizure, the department was well prepared.
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By implementing a Lean process change that it calls TAPP (Team Assessment Pull Process), the ED leadership in the Children's Healthcare of Atlanta system has realized a 25-minute reduction in median overall turnaround time, from 192 minutes to 167 minutes, excluding its fast track.
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In February 2008, 12% of the patients who presented to the ED at Gaston Memorial Hospital in Gastonia, NC, left without being treated.
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No ED cuts its average door-to-doc time from 93 minutes to 20 minutes by accident. The success story at Memorial Hermann Memorial City Medical Center in Houston was the result of discovering a patient flow model at another facility that was superior to theirs, and then continuing to search out additional models to come up with their own system that best addressed their specific needs.
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The malpractice case had all the makings of a large jury verdict: It was emotionally charged, with a tragic outcome for the patient, who was a quadruple amputee.
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Fair or not, patient access managers have historically had lower salaries than patient account managers. But this is something that just might be ripe for change even in today's down economy.
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To increase collections, you need accurate information at registration.
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Considering the amount of turnover in the average patient access department, the last thing you probably want is to lose a staff member. However, there are times when a staff person has to be terminated never a pleasant task, but at times, a necessary one.
