BUSINESS INTELLIGENCE: MINING OUR DATA TO IMPROVE OUR OUTCOMES - - PowerPoint PPT Presentation

BUSINESS INTELLIGENCE: MINING OUR DATA TO IMPROVE OUR OUTCOMES

Michael P. Recht Louis Marx Professor and Chair NYU Langone Medical Center

USING DATA TO CREATE VALUE

• To succeed, Imaging

departments need to change and adapt to new environment and external pressures

• The only way to

successfully do that is to collect, aggregate and analyze data

• And then to Change and

Adapt to what the data tells you

https://www.pinterest.com/pin

DATA

• Needs to be :

 Accurate

 Customizable

DATA

• Needs to be :

 Accurate

 Customizable

 Accessible

 Transparent/ easily understood  Real time

“The issue is that companies don't create value by owning the latest technology, or by managing data access rights. …Value is created by putting data in the hands of business people (“radiologists”). Successful CIOs are moving to an Agile approach where technologists, data scientists and business people work in close collaboration to focus the technology investments and analytical activities

• n the areas with the greatest

potential to derive real, meaningful insights for the business.” Berez, Bain

DATA

• Needs to be :

 Accurate

 Customizable

 Accessible

 Real time  Transparent/ easily understood

 Actionable

http://smallbiztrends.com/2016/01

DATA

http://smallbiztrends.com/2016/01

“ 90% of the data you collect will never be actionable or even helpful.” Albert Einstein

DATA

• Data should not be punitive
• Group/section oriented rather than individual
• Take advantage of the Hawthorne effect
• Not a “report card” but a tool to allow everyone

to be involved and improve

FIVE STAGE RESPONSE

• Denial
• Anger
• Bargaining
• Depression
• Acceptance

DASHBOARDS

• Customize for users

 Leadership  Section heads/section members  Admin  Chief techs  Billers/ Pre-cert

DASHBOARDS

• Volume

 Scheduled

exams

 Performed

exams

 Exams per

day

 Historical

trends

DASHBOARDS

• Quality

 On time starts  Turnaround

time

 Unread cases  Radiation dose  Enhanced

imaging report

 Structured

reporting

 Retake

DASHBOARDS

• Finance/admin

 Insurance payments

by payer by modality

 Denial information  AR  Pre-certification

data

DASHBOARDS

• Research/Education

 Grants

 NIH  Non-NIH

 Mentors  Tenure timelines  Resident case

logs

MR REENGINEERING

• Backlog

 Inpatients  Pediatric Anesthesia

• On Time Performance
• Scan duration
• Exam volume

RESULTS

• Large number of patients not scanned on scheduled

magnet – led to significant downstream delays

 Developed “electronic greaseboard”  Tracked every step of patient experience  Available on ipads and large screens  Drag and drop

Results

• Outpatient anesthesia

 Moved slots to 7-11 every day and all day on

Saturday

 Increased slots from 17 to 25

• Changed hour of operations – more weekends

and evenings

• Lack of standardization across sites/scanners

 Quality manager  Enforced standard protocols by all radiologists  Appropriately “timed” exams  Technologists key to success –Best in Practice

RESULTS

• Increased # of techs per magnet

 Compared times with either 1 or 2 techs per magnet  Average time saved/transition with 2 techs = 5 min 8

sec

 At 16 cases/day/magnet = 1 hr 22 min saved – allowed

2 more cases per day

• Regular follow up meetings

 Meet with MR “leadership” team biweekly

RESULTS

59% growth from 2013 to 2017 13% growth first quarter 2018

NEXT STEPS

• Increase duty cycle of scanners

 Decrease turnaround times between patients  Dockable tables and dedicated prep rooms  RTLS

• Machine “up Time”

 Service costs

• Scheduling Efficiency

 No shows/ Cancellations  Same day add ons

SCANNER UTILIZATION

INTRASCANWORKFLOW

NEW MR CENTER

• Dockable tables
• Dedicated prep room
• 2 doors in and out of each MR scan room

 1 directly connected to prep room

• Scanner angled to provide straight line to prep

room

• Coils in prep room
• Key coils duplicated
• 3 techs per scanner

BENEFIT OF SPEED

• If save 5 minutes per exam
• At 16 cases/day/magnet and an average of 40

minutes per exam = 2 extra cases per day

• At $500 per case = $260,000 per magnet per year

# of scanners in system avg reimbursement per scan avg days scanning # of additional scans per day increased revenue per year 45 $ 500.00 260 1 $ 22,500.00 $ 5,850,000.00 45 $ 500.00 260 2 $ 45,000.00 $ 11,700,000.00 45 $ 500.00 260 3 $ 67,500.00 $17,550,000.00 45 $ 500.00 260 4 $90,000.00 $23,400,000.00

Registration Changing US Room 21 min 18 min 20 min 22 min 19 min 21 min

ULTRASOUND

• Typically 1 tech per room
• Exam slots 30 min

ULTRASOUND

• Pilot

 2 techs per room  20 minute room time  Enables you to eliminate 1 room out of 3 or

increase volume by 33% with same number of rooms

• Pilot demonstrated

 improved on-time performance  Increased tech satisfaction

QUALITY

• Need to learn form our

mistakes (“failures”)

• Book contrasts airline

industry with radiology (mammography)

• How do we get

feedback (data) about

• ur performance

QUALITY- RAD-PATH CORRELATION

QUALITY- RAD-PATH CORRELATION

RAD-PATH CORRELATION

• Approximately 5000 per month
• Now expanded to OR notes
• Goal is to discover systematic trends rather than

anecdotal or individual's errors

• Peer Learning vs Peer Review

 Approx 150 learning opportunities per month  Each section working on research project

based on results

• Now extended to pathologists

SUMMARY

• Data needs to be

 Accurate  Transparent  Non-threatening  Actionable

“Without a goal, analytics is aimless and worthless”

Michael Porter