Insights: Article

Real-Time Data Turns Into Real Results

March 29, 2018

At its core, it was a classic case of treating the symptom, not the disease.

A health system client was experiencing the same pressures shared by many providers in the current health care environment—reduced reimbursements, staff shortages, inefficiencies during patient visits. The organization adjusted in the same way many health systems had as well, adding providers and making changes to operations where they thought they could make a difference. It was clear, though, that those efforts were bandages to the problem, not a solution. To determine what really needed to be done, they needed to understand far more about how care resources were being used and exactly where the patient visit inefficiencies were occurring.

Not an easy task for an organization their size, but they understood the right technology—and the right people to interpret their data—could shine a light on an otherwise hidden area of their operations.

An Innovative Approach
Eide Bailly Health Care Consulting Manager Paul Schulz was tasked with helping the client get a clearer picture of its situation. He wanted this to be an opportunity for them to really make an impact in their operations.

“We started right away identifying and integrating what we consider the three pillars of innovation, technology, process and people,” said Schulz.

The first step of this design was to install a real-time location system solution that tracked patients, staff and the entire care process from start to finish. A real-time location service uses wireless tags to identify and track the physical location of people or items in real time.

“This information really helped jump start new and better ideas from staff,” said Schulz.

But capturing that data was only one piece of the puzzle. Eide Bailly used two technologies, real time location software and a business intelligence tool, to mobilize that data and offer clear, current-state readings. The results were linked to a process improvement model that turned the data into actionable information. The client suddenly had great visibility into their organization—like taking the roof off and looking inside. They could see what was being used and not used, where people were going, who was waiting, and more. The client team was able to better understand their processes and enact measured-based improvements.

“By applying intelligent process design, we were able to remove inefficiencies in the patient flow—increasing access and value to each patient visit, as well as maximizing staff engagement and satisfaction,” said Schulz.

Powerful Outcomes
It was a positive transformation of the client’s culture that delivered new and improved care processes, and the numbers speak for themselves.

Measurable Results:

  • Decreased patient cycle time by 25 percent, from over 60 minutes to less than 45 minutes.
  • Converted more than 4,500 minutes each week of from non-value-added time to value-added time.
  • Increased patient access by adding 1,700 more patient visits.
  • Generated 92 additional surgical cases through expanded number of patient visits.
  • Reduced 2,264 nursing hours and reallocated nursing staff to other lines of service.
  • Drove a 24 percent increase in an annual net revenue.

Latest Insights

July 13, 2018
Article
Here are some idea for giving your new hire a smooth start into your business and alleviating stress for you.
July 13, 2018
Article
The impact of the recent SCOTUS Wayfair decision will continue to have a ripple effect on businesses and state sales tax compliance.
July 9, 2018
Article
The revenue cycle is a complex system and we have historically given much attention to the front-end and back-end while oftentimes leaving the middle functions of the cycle neglected.
July 3, 2018
Article
FASB Accounting Standards Codification Topic 606, Revenue from Contracts with Customers, provides a 5-step framework for determining revenue recognition.
July 2, 2018
Article
As part of the Tax Reform Act of 1986, the “Kiddie tax,” a taxing regime designed to make the transfer of income items by wealthy parents to lower tax paying children less attractive, was implemented.
July 2, 2018
Article
When it comes to your employees, you likely conducted interviews on them when you first hired them.
July 2, 2018
Article
Nearly ten years after the release of the initial exposure draft, FASB issued ASU 2016-02, Leases - The standard may have been issued, but the conversation about this re-write of legacy guidance has not slowed.
June 29, 2018
Article
Banks look at three broad categories when considering small business financing: business cash flow, personal financial strength, and collateral value.
June 28, 2018
Article
You need to be cautious when entering into a bartering relationship and remember to track everything and the key to accounting for bartering is making sure you still record the income earned and expenses incurred.