Tool: The tools we used include, electronic dashboards and Epic reports, as well as line graphs updated weekly displaying current performance, national benchmarks, goals, and notations indicating when specific interventions were implemented. We also relied heavily on flowcharts/process maps, root cause analysis, a visual project management system, and team huddles.
Problem: Attempting to keep pace with rapidly changing priorities and numerous value-based contracts can lead to stagnation in improvement due to spreading resources thinly across too many objectives. At OSUWMC, a multidisciplinary team collaborated to analyze the payer/program quality metrics to narrow the focus from 70+ to the 12 most impactful.
Tool Selection: Line graphs tracked performance over time. Flowcharts and process maps were used to illustrate the sequence of steps in each process to identify redundancies, inefficiencies, workarounds, and non-value-added steps. A root cause analysis was performed to help to identify opportunities related to documentation, data capture, and patient level care gaps.
Usage: Comprehensive process maps were used to visually outline roles and workflow to meet CMS measurement requirements most effectively. Real-time data visualization and analytics allowed team members to quickly gauge performance and make data-driven decisions. The visual project management system provided a common set of tools to guide process improvement efforts.
Results: The outcome is demonstrated improvement across the 12 measures. The tools critical to success include comprehensive process maps to outline the clinical workflow and best practices by role, real-time data visualization and analytics, Epic decision support tools, and a visual project management system to support and guide rapid cycle changes.