Problem Statement:
Post on 23-Feb-2016
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Sarah Bush Lincoln is a rural regional health system located in Mattoon in East Central Illinois that received the state’s highest performance honors from Illinois Performance Excellence (ILPEx) in 2011. The financially strong and innovative hospital has 128 beds and provides a full range of ambulatory services including a Regional Cancer Center, Center for Interventional Pain, Diagnostic and Rehabilitation Services, Advanced Wound Center and a Heart Center in partnership with nationally renowned Prairie Heart Institute of Illinois.
Additionally, it has primary care clinics in nine area communities, as well as two Walk-In clinics and employs 125 physicians and mid-level providers. The organization employs nearly 2,000 people and was recently named a HealthStrong hospital, placing it among the top 15 percent of high performing hospitals nationwide.
• Problem Statement:• High patient volumes (Increase of average daily
chemo infusions by 56% over 2 year period)• No change in process as service expanded over
previous years• Chemotherapy orders written and faxed over a 3
to 4 hour time frame• Increased potential for significant or dangerous
medication errors• Increased patient wait time
Cancer Center Rapid Improvement Event- Project Charter
Focus Area-Patient Arrives Chemo Delivered
Impact on Customer-Increased wait times, Potential for dangerous errors, Staff frustration, Confusion in communication
Major factors of variation-Multiple orders faxed simultaneously, lab wait times, reporting of values, timeliness for physician to see
patients, flexible patient arrival times.
Assumptions-Need less congestion within the process, ACCURACY is the most important outcome.
Constraints-Space, staff, supplies, complex process, EHR
system does not support OncologyKey Metrics-
Time from door to chemoMed Error Rate- near missesTimeliness of chemo administrationStaff frustration and confusion
Time Frame = 30 daysTeam Members-
Cancer Center DirectorPharmacy DirectorPharmacistsPharmacy TechCancer Center RN’sCancer Center secretaryLab ManagerProcess Facilitators
Ad Hoc members- Admitting staff, IS staff, Oncologists
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Staffing • Cancer Center staff
• 5 RN’s, 1 Nurse assistant• Pharmacy
• All oncology incorporated into daily workflow. Staff rotation.
• No proactive interaction between Pharmacy and Oncology staff.
Chemo Near Misses• 112 Near Misses/22 days (5 near misses per day)• Typically missing BSA or dose calculation questionsDrug Waste $$$• Total value of drug waste= ~$160,000 per year• Process for consistently billing for waste not fully
developed or implemented.• No consistent method to audit payments for
services
OPPORTUNITIES IDENTIFIED (16)• Scheduling of Patient visits• Laboratory scheduling• Bedside Registration• Nurse Navigator• “Team Approach” (Nurse and Physician rounding together)• Patient demographics and information obtained during lab pre-work• Point of Care lab equipment• Inter-Disciplinary huddle daily• Laptop or tablet for physicians to view lab values• Electronic order entry by physicians• Addition of Pyxis machine to Cancer Center• Specialized Pharmacist and Pharmacy Technician for Oncology• Oncology Software system for order management• Reduction in the use of “Stat” lab orders• Lab results pushed to mobile device• Standardization of solutions- utilizing pre-mixes when possible
Actions tabled or delayed (6/16)• Bedside Registration
• Inadequate space to accommodate technology in current environment
• Nurse Navigator• Position is currently under evaluation
• Point of Care lab equipment• Improvements in scheduling reduced the need for specialized
equipment• Laptop or tablet for physicians to view lab values
• Computers (wall modules) available in each exam room.• Oncology Software system for order management
• Request to Administration for upgrade- approved and scheduled for FY15
• Lab results pushed to mobile device• Improvements in lab scheduling reduced the need for mobile device
alerts
Action Items Implemented (10/16)• Scheduling of Patient visits• Laboratory scheduling• “Team Approach” (Nurse and Physician rounding together)
• Improved communication = Improved patient flow• Patient demographics and information obtained during lab pre-work
• Vital Signs, weights, and Medication lists obtained when patients arrive for lab-work.• Inter-Disciplinary huddle daily
• Pharmacy, Nursing, Clerical staff, and Physicians (when possible)• Discussions regarding “What went well today, Opportunities, and future patients”
• Electronic order entry by physicians• Order sets created for “pre-meds” and IV’s
• Addition of Pyxis machine to Cancer Center• Specialized Pharmacist and Pharmacy Technician for Oncology• Reduction in the use of “Stat” lab orders
• Everything is Stat = Nothing is Stat• Standardization of solutions- utilizing pre-mixes when possible
• Stock pre-mixes and IV’s in Pyxis
Cancer Center Scheduling ChangesSchedulingMonday - Thursday
Friday
4 pts / RN = 12 -16 Chemo Pts 8-10 followups10 Labs (Day prior and Nadir's)= 10 labs infusions5 pts / Doc followups = 10-12 followups injections5 follow-up labs = 5 followup labs transfusions
1pt / Doc Consults = 2 Consults low risk chemo
Noon
"Lab only's" (RN-allday)Chemo capacity = 48/week Port Flush's (RN-allday)Current level = 42/week
(14% increase in capacity)
"Like Chemos"Monday Tuesday Wednesday Thursday
FridayAbraxane Erbitux/Alimta Avastin
Pharmacy- Oncology Center Changes• Addition of 1.0 FTE- Oncology Technician
• Responsibilities• Chemotherapy IV admixture• Daily rounding in Cancer Center• Standardization of work procedures- Standard Work Instructions• Daily review of drug charges and order entry• Tracking of drug utilization and drug waste
• Dedicated Oncology Pharmacist (reallocation of existing staff)• Responsible for all Oncology patient order processing, review, and IV
admixture checking• Daily Rounding in Cancer Center
• Dedicated Oncology Workspace• Isolated area for Oncology Pharmacist and Technician• Communication- dedicated Fax, Phone, Computer, Pharmacy Window
OUTCOMES:• Patient Wait times- decreased by 25%• Medication Error Opportunity Reduction- 65%• Before: 112 Near Misses/22 days (5.1 near misses/ day)• After: 36 Near Misses/20 days (1.8 near misses/day)
• Chemotherapy Patient Capacity Increase of 14%• Increase from 42 to 48 patients per week
• Drug Waste Reduction• $150,000 immediately• Combination of waste reduction and billing improvements
• Improved Revenue• $60,000 annual billing error discovery- Aloxi appropriate j-code
units• Patient eligibility screening- $$$• Pyxis capture of all floorstock charges- ~$20,000/year
OUTCOMES:• Staff -
• Decreased frustration considerably. New model is more efficient• Better communication• Interdisciplinary involvement
• Patient Outcomes-• More fluid process• Less waiting (25%)• 96% Patient satisfaction score• Less opportunity for Medication Errors (65% reduction)- potentially
devastating errors• Health Center-
• Revenue- Increased capacity (14%), decreased waste ($150,000), improved revenue/billing processes
• Responsive to Employee concerns employee satisfaction
The Future:• New free standing Cancer Center• New Electronic Health Record system• Nurse Navigator system (under
construction)
QUESTIONS? Michael Craig R.Ph.| Director of PharmacySarah Bush Lincoln Health System| www.sarahbush.org(217) 258-2520| mcraig@sblhs.org
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