TJ Samson uses Care Command Center

A LEAN Success Story

TJ Samson Pavilion

  • Capacity & Patient Flow Consulting
  • CCC-Core
  • Design Studio
  • Rules Engine
  • NavLogic
  • eWB

Results

  • Increased patient population
  • High patient satisfaction
  • Optimal resource management
  • Increased throughput

TJ Samson Hospital Additional Solutions

  • CC Transport
  • CC Environmental Services
  • CC Bed Management

Goals

  • Reduce LOS
  • Enterprise-wide visibility
  • Decreased bed turnover time
  • Strategic bed assignment

 

 

In May 2013, TJ Samson Pavilion was scheduled to open its doors in tiny Glasgow, KY. The Pavilion would service the outpatient needs of Glasgow and the surrounding communities, offering over 14 ambulatory services. Neil Thornbury, Chief Operating Officer, and Jenny Cerwinske, LEAN Coordinator, had a vision that every aspect of the new Pavilion would be patient-centric first and LEAN driven throughout.

An intense search for a patient flow tool that would serve as the visual Kanban for the facility was underway. “Kanban” is a lean term and is basically the workhorse of a busy enterprise platform supplying alerts, visual prompts, and calculating analytical metrics that promote efficiency in a system as well as a method for creating a path for continuous improvement. Two months prior to opening, a worried TJ team had not found a system that could meet all of their requirements.

Enter the Care Command Center!

The Care Command Center exceeded everyone’s expectations. Everyday approximately 1,200 patients pass through the doors of the TJ Samson Pavilion. Jenny Cerwinske laughs as she recalls that one of their most difficult tasks was to retrain the patient community to expect extraordinary care. Patients at TJ are intelligently routed through their various appointments, and on most days they enjoy a less than five minute wait time at any point throughout the facility. When the patient has completed their last appointment for the day, valet parking has their car waiting for them at the front door. Jenny states that the administrative staff is now trying to come up with a plan to better use the space that the waiting rooms areas now consume.

While Jenny Cerwinske is in charge of the patient flow process, efficiency, and continual improvement, COO Neil Thornbury has his eye on resource management. Using Care Command Central’s powerful analytics engine, NavLogic, Neil Thornbury has been able to make savvy decisions regarding Pavilion staffing. By reviewing room utilization data, peak flow charts, and usage over time graphs, Neil was able to streamline resources to meet demand. He now feels confident that he is maximizing the use of his staff while properly providing the clinicians in the areas of care where they are most needed. Neil Thornbury states, “More with less has really been the thing in healthcare for the 25 years that I have been in healthcare. More in regard to the number of patients seen and you have a lot less resources…I see everything as a return on investment and the benefits of using this system as it relates to cost is that it provides a visual management process flow… it is a lot more efficient for the patient and it’s a lot more cost effective for our system.”

Efficiency and an above average return on investment are definitely management goals, but in the end, it is patient satisfaction that makes TJ Samson Pavilion a success. Patient return visits and referrals have steadily increased since opening day thanks to the patient first philosophy of the entire staff.

What’s next?

With the Pavilion running efficiently and patient satisfaction high, Care Command Central is expanding in Glasgow to TJ Samson Hospital. The first order of business is to tackle the three key areas that are notoriously difficult to manage in almost every Enterprise system-transport, bed management and housekeeping. Understanding the metrics associated with these key areas opens up a treasure trove of opportunity for revenue improvements. The goals: Enterprise transparency, reduced length of stay, decrease bed turnover times, strategic bed assignments and of course continual improvement of processes.