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Advanced Analytics Adoption at UNC Health Care System: A Clinical Operations Case Study
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Agenda
• Advanced Analytics Maturity and Adoption
• The UNC Health Care System Approach
• Case Study
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Health care insights today…
• Can take a long time to create
• Often show different answers to the same question across organizational groups
• Describe issues / risks that have already happened, not what is coming
• Frequently show a fraction of the picture (telling “what” without the factors producing “what”)
• Are often not actionable or connected to workflow
• Can be based on unrepresentative populations with uncharacterized biases
• Do not always differentiate between “good to know / do” vs. “important to manage / act”
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Growing up is hard to do…
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DETECT
OPTIMIZE
COLLECT
INFLUENCE
COUNT PREDICTMODELFACTOR
Maturity of Insight
Matu
rity
of
Acti
on
Image via Flickr user chazoid
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Copyright © HIMSS Analytics 2016
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Traditional Functions Must Adapt
John Kotter’s “dual operating system” describes how convergence is needed to adapt to transformational changes
Allows organizations to capitalize on rapid-fire strategic challenges and still meet fundamental needs
Successful clinical transformation works as a dual structure that empowers traditional functions to react more effectively to change
Accelerate; John P. Kotter; Harvard Business Review Press; 1 edition (April 8, 2014)
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High Level View of UNC HCS Approach
Solution Management
Agile Development
Solution Management: processes that ensure that solutions meet the needs of customers. Modeled after “product management.”
Agile Development: processes that ensure that quality solutions are engineered on a reliable schedule.
Accelerators For Our Analytics Maturity StrategySolution ManagementRequirements, Consensus, Priority
Data GovernanceDefinitions, Standards, Use, and Interpretation
Design & EngineeringDeveloping Capabilities
Community EngagementUser adoption and education
Consulting ServicesExecutive Project Support
Operational Reporting StrategyRequirements, Consensus, PriorityCoordinated with ISD
Organizational Benefits
Reduce the time, effort, and resources currently associated with doing analyses
Increase the quality of data and analytical insights
Improve the empowerment and ease by which users can gain insights from analyses
Build expertise in data and analytical sciences
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Being Effective in Transition to Analytics Maturity
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FROMTraditional Approach
TOMature Analytics Adoption
Managing Projects Developing Products
Analytics as ademand-driven support function
Analytics as a strategic business function
Data development driven by demand, developed for single use
Strategically build reusable data assets
Proliferation of dashboards and reportsFocus on capabilities, support with
repeatable framework of tools
Hypothesis (Questions) are pre-definedQuestions are not pre-defined,
start with data
Timeline is project-driven Timeline is based on gaining capabilities
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Finding the “Sweet Spot” in Change Management
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Case Study: Throughput
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Agenda
• Begin with the end in mind
• Our Process
• Understanding the Challenges
• What do we want to achieve?
• Initial Focus and Priorities
• Results to Date
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Begin with the end in mind
Service LineThroughput Challenges
Predictive models to drive
business decisions
EnterpriseThroughput
Insights
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Our Process
Work with stakeholders to
understand challenges
Define and prioritize
requirements in backlog
Rapidly develop most important requirements
Demo and receive feedback
at least every other week
Log feedback and prioritize within
backlog
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Understanding the Challenges
High hospital occupancy rates
Little slack in the system
Delay of important services
Bottlenecks and increased LOS
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What do we want to achieve?
Appropriate utilization of hospital services
Matching capacity to demand for hospital
Process Optimization
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Identify high priority turnaround times
Emergency Department
Radiology
EVS
Rehabilitation Therapies
Patient Transport
• Emergency Department arrival to departure
• Radiology
• Ultrasounds
• CT
• MR
• X-ray
• Therapy Evaluations
• Occupational Therapy
• Physical Therapy
• Speech Therapy
• Patient Transport
• Inpatient Rooms
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Start delivering value through data and insights
• Use historical data visualized in Tableau as part of the requirements gathering process
• Create insights that answer questions that the business asks on a regular basis
• Enable customers to ask new questions
• Accumulate as much feedback as possible and iterate
• Always treat the process as a team sport!
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Keep delivering value while evolving the solution
• Meet weekly with stakeholders
• Balance between value, complexity and what’s implementable now vs. later
• Demonstrate what has been completed every 2 weeks
• Communicate the short term with details and the long term with variability
• The long term will evolve as customers see more data and insights
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Be Inquisitive
• Consistently ask your customers if what you are doing is valuable
• Ask your customer for examples of how your solution is impacting their organization
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Increase the complexity of questions that can be answered…
What is our average bed turnaround?
What would our average bed turnaround be if we added X housekeepers?
How will reducing our bed turnaround by Y minutes during second shift affect ED wait times?
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Initial predictive model for bed turnover
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What’s Next?
• Continually evolve to answer increasingly insightful and complex questions
• How would increasing the following impact the ED?
• Patient transporters
• Observation rooms
• ED providers
• ED exam rooms
• How would decreasing bed turnover in the afternoon affect ED wait times?
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Thank you!
Jeff [email protected]
Jason [email protected]