“Shot nurse” takes the pain out of waiting - Labor Management

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					 SNAPSHOTS OF CHANGE




UBTs are getting results
Examples of operational success

September 2012
   SNAPSHOTS OF CHANGE                                          Medicare Risk Business Services, Colorado



Team nets $10 million in Medicare reimbursement

   WHAT THEY DID
   Members of this UBT discovered a technical issue with
   Kaiser Permanente’s partner hospitals in the region that
   resulted in incomplete physician signatures on patient
   charts. This glitch prevented KP from submitting bills for
   hospital stays and procedures to Medicare for
   reimbursement.
   After the error was corrected, the team reviewed 26,000
   hospital inpatient notes for 2010. Since then, the team
   has captured more than $10 million in reimbursements.
   The team attributes its ongoing success to: quick
   huddles, holding each other accountable and
   transparent communication.                                    Visit LMPartnership.org for ideas and
                                                                 tools for your team.
   SNAPSHOTS OF CHANGE                                    Vision Essentials Optical Center, Southern California



Optical team making fewer corrections to glasses

   WHAT THEY DID
   To curb the growing number of times that members’
   prescription glasses needed to be fixed or replaced,
   staff members at the Optical Center in Redlands now:

   • Log each redo in a tracking book.
   • Troubleshoot service gaps and address them with a
     newly created “redo monitor” and lead optician
     taking primary responsibility.
   • Use KP HealthConnect to identify possible factors
     contributing to vision problems.
   • Collaborate with optometry and ophthalmology                        Visit LMPartnership.org for ideas and
                                                                         tools for your team.
     units in problem solving.
   • Counsel patients on eye health and manufacturing
     warranty limits.
   SNAPSHOTS OF CHANGE                                          Inpatient Pharmacy, Northern California



Collaboration reduces medication delays

   WHAT THEY DID
   Members of the Redwood City pharmacy team worked
   across departments to reduce the percentage of
   medications given late to hospital patients by:

   • Posting laminated cards at each med station with
     information about which medications are stored there
     and where to find drugs that are delivered and stored
     elsewhere.
   • Delivering drugs to the Med-Surg department
     15 minutes before they are scheduled to be
     administered to a patient.
   • Giving pharmacy staff members the nurses’ cell phone
                                                              Visit LMPartnership.org for ideas and
     numbers, allowing them to call a nurse when a            tools for your team.
     patient’s medication is ready for pick up.
   • Establishing color-coded bins to distinguish patients’
     newly prescribed medications from drugs that the
     physicians have discontinued for that patient.
   SNAPSHOTS OF CHANGE                                      Materials Management, Southern California



Supply team cuts annual linen costs

   WHAT THEY DID
   Members of this Panorama City, Calif., team reduced
   annual linen costs in the Maternal Child Health
   department by educating other hospital staff about the
   true costs of buying and washing linens.

   The team created and used storyboards, which provided
   a confidence-boosting roadmap for staff members who
   are inexperienced at public speaking.




                                                             Visit LMPartnership.org for ideas and
                                                             tools for your team.
   SNAPSHOTS OF CHANGE                                              Obstetrics and Gynecology, Hawaii



“Shot nurse” takes the pain out of waiting

   WHAT THEY DID
   Members of this team at the Honolulu Clinic shortened
   the average wait time for injections by:
   • Designating a “shot nurse,” whose main duty for the
     day is to give patients injections.
   • Using a whiteboard to communicate who is the day’s
     shot nurse and who is the floor nurse (who directs
     patients to the shot nurse and helps with shots when
     needed).
   • Using Lotus Notes Sametime instant messaging to alert
     clinic nurses when a patient checks in.

                                                             Visit LMPartnership.org for ideas and
                                                             tools for your team.
   SNAPSHOTS OF CHANGE                                                           Clinic Pharmacy, Georgia



Improved label printing saves money

   WHAT THEY DID
   Pharmacy technicians in Cumberland, Ga.,
   now get the medication off the shelf before typing
   in the prescription or passing the prescription on
   to a pharmacist. This helps them select the right product
   from the National Drug Code database
   and increases the likelihood that labels will not
   need reprinting. They also found a way to clearly identify
   which prescription drug containers have been opened,
   improving inventory control and preventing delays.



                                                                Visit LMPartnership.org for ideas and
                                                                tools for your team.
    SNAPSHOTS OF CHANGE                                        Women and Newborn Care, Northwest



Collaboration gets teams top patient satisfaction

 WHAT THEY DID
 UBTs in two Sunnyside Medical Center departments —
 Labor & Delivery and Women & Newborn Care—worked
 together on the same service goals. They focused on key
 drivers of overall satisfaction, including hospital quiet
 and good communication. As a result:
 • Nurses try to respond to all call lights within three
   dings, regardless of which nurse is assigned to the
   patient.
 • Use of the Nurse Knowledge Exchange and patient
   rounding have minimized interruptions, reduced noise      Visit LMPartnership.org for ideas and
                                                             tools for your team.
   levels and improved communication.
 • The unit’s report rooms, where staff noise levels tend
   to be higher, now have doors that close automatically.




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