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Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

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Measuring for Improvement Process measures: –Macro - from data sources –Micro casenote analysis e.g 45 stroke patient journeys Circle of work – Time value analysis- therapists Efficiency of MDT –use of time Cycle time – social work referral to allocation, assessment Quality (Outcome) Measures – patient questionnaires –Sample patient views –Staff feedback Balancing measures –Re-admission rates Regular or snapshot Financial impact – IRF Establish Baseline

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Page 1: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Key performance indicators

Lean Transformation Network, 22 February 2011Libby Tait

Associate Director, Modernisation

Page 2: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

• Is every step necessary?

• What is the best location for each task?

• Who is the best person to undertake each task?

• What are the optimum clinical pathways?

• Where are the hand-offs, variation, delays & duplications?

• How will we know it is better -what are the metrics?

GP A&EA&E AcuteAcute RehabRehabCommunity & Community &

social caresocial care

Stroke

Post Post AcuteAcute

Geriatric Orthopaedic Rehabilitation

General Medicine of the Elderly

Dementia/Delirium

Older People’s Pathway Programme

Page 3: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Measuring for Improvement• Process measures:

– Macro - from data sources– Micro

• casenote analysis e.g 45 stroke patient journeys• Circle of work – Time value analysis- therapists• Efficiency of MDT –use of time• Cycle time – social work referral to allocation, assessment

• Quality (Outcome) Measures – patient questionnaires– Sample patient views– Staff feedback

• Balancing measures– Re-admission rates

• Regular or snapshot

• Financial impact – IRF

• Establish Baseline

Page 4: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Dashboard‘Home/front page’

Links to the specific data

Page 5: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

DashboardList of wards + detail

Location Ward Specialty Beds Description

Page 6: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

DashboardLink back to homepage Indicator

Drop down menu: ward ‘pick list’Source

Cell changes colour if fall/rise from previous month

Target

Benchmark

Page 7: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Dashboard demonstration

Older People's Pathways - KEY PERFORMANC

Page 8: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Distribution

Health Intelligence Unit – Trak/Oracle

Modernisation team

Programme steering group- reporting

- cascading to senior management

Service teams-local clinicians

-Local management

Page 9: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Next steps

Confirm metrics with Health Intelligence Unit

Receive monthly information downloads

Explore new dashboard software for local use

Tool of choice for MoE teams

Page 10: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Benefits

Single agreed information source

User friendly – simple graphic format

Common file type – excel

Experts analysing the information

Page 11: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

Challenges Multiple information systems

Questions over source of data

Clinician scrutiny

Quality of information: Trak not used same way across sites

only as good as what’s inputted

The true picture: boarders

ward vs specialty information

Page 12: Key performance indicators Lean Transformation Network, 22 February 2011 Libby Tait Associate Director, Modernisation

suggestions

• Use what’s useful, even if not perfect• Simple paper systems are OK• Develop easy to use collection forms• Collect data as by-product if possible• Ensure data is reviewed and fed back to

those who collect• Both qualitative and quantitative data• Collect what is useful, stop when it isn’t