Right on schedule: Kentucky-based regional network eliminates scheduling conflicts and reduces wait times by implementing integrated enterprise scheduling systems - Scheduling: case history

Health Management Technology, Feb, 2004 by Phil Reynolds

In addition, Pecoraro asked USA to develop an R3 mirrored database, replicating the scheduling systems' database, so that JHHS department managers could generate custom scheduling reports (for example, a particular physician's schedule habits on Fridays) without interrupting access to the original database.

But the biggest challenge was rebuilding more than 15,000 surgeon preference cards that were paper-based and out-of-date. "Just the sheer magnitude of it was daunting," Pecoraro says. "When you move away from a manual system, there's a lot of cleanup that must be done."

Pecoraro and his implementation staff provided RMS instruction manuals and software in computer labs to train OR nurses and call center and registration staff. MRI and cath lab staff, located at stand-alone facilities, trained separately. Although training was intense to bring staff up to speed quickly, it went well and without problems. The toughest part of the process, according to Pecoraro was going into surgical suites and training perioperative nurses to use laptops on carts. "It's just like with any other new system--you're introducing change," he says.

Scheduling Simplicity Pays Off

With RMS and ORMS, schedules are shared electronically and in real time throughout JHHS. With their unique user IDs and passwords, call center staff schedule diagnostic and surgical events within the same systems, so they can avoid patient or resource conflicts. For example, when one CT facility is booked up on a given day, a new appointment can be scheduled at another CT facility for that day.

JHHS has reduced scheduling wait times for physician offices and patients from an average of 20 minutes to less than one minute, and its staff can provide multiple scheduling options, too. Administrators are able to monitor wait times and evaluate patient service levels via a "check-in and check-out" function. Staff also can ask the patient to verify his registration information obtained by the systems, rather than asking that the patient to repeat the information, and they are alerted to any drug or latex allergies the patient might have. "We don't get those wait time complaints anymore, so we're not losing business," Pecoraro says.

In fact, diagnostic volume attributed to improved scheduling throughout JHHS is 5 percent higher since implementing the USA systems.

Another bottom-line indicator of the systems' success is an overall return on investment that exceeds $1.2 million from February 2001 to October 2002.

Pecoraro and others continue to meet quarterly as an executive steering committee to get reports as well as information about new technology that JHHS could utilize. The committee is considering giving physicians direct access to the scheduling systems, so that they can schedule blocks of time themselves for procedures their patients need. "The system. technologically, will allow us to do that. it would be more hassle-free process for doctors," Pecoraro says. "We're trying to increase our market share." However, JHHS would have to provide this capability in such a way that a physician cannot see what his competitors are scheduling, he adds.