| Date | Description | Metrics | Baseline | Target | Feb '06 | Mar '06 | Apr '06 | May '06 | Jun '06 | Jul '06 | Aug '06 | Total gross impact | Total net impact-soft | Total net impact-hard |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Operating room | ||||||||||||||
| June '05 | Surgical site infection | Antibiotic within 60 minutes of incision | 80% | 100% | 81% | 65% | 95% | 93% | 88% | 96% | ||||
| June '05 | Surgical site infection | Antibiotic discontinued within 24 hours of surgery end | 60% | 90% | 73% | 71% | 68% | 88% | 88% | 54% | ||||
| June '05 | OR scheduling | Utilization of OR rooms 7:30AM-3:30PM | 66% | 85% | 69% | 69% | 72% | 70% | 70% | 68% | 75% | |||
| June '05 | OR scheduling | Percent of cases completed from 7AM-5PM daily | 76% | 80% | 74% | 78% | 81% | 77% | 80% | 77% | 79% | |||
| June '05 | OR scheduling | First case start on time | 17% | 50% | 25% | 33% | 26% | 31% | 35% | 35% | 31% | |||
| July '05 | Pre-Op, PACU Phase 1 & 2 | Phase 1 & 2 standard work minutes per recovery | 210 | 150 | 141 | 131 | 131 | 137 | 123 | DNA | DNA | |||
| Nov '05 | Eliminate errors in the OR/anesthesia professional and facility billing process | First pass yield | 44% | 80% | 85% | 86% | 74% | 71% | 74% | 66% | 71% | |||
| Dec '05 | Decrease non value-added time in the OR & anesthesia bill flow process | Cycle time (OR) | 5.6 days | 3.5 days | 1.8 | 1.7 | 2.4 | 2.6 | 2.3 | 2.7 | 1.7 | |||
| Financial Impact | Feb '06 | Mar '06 | Apr '06 | May '06 | Jun '06 | Jul '06 | Aug '06 | Total gross impact | Total net impact-soft | Total net impact-hard |
|---|---|---|---|---|---|---|---|---|---|---|
| OR hours | 1,317 | 1,496 | 1,337 | 1,549 | 1,439 | 1,407 | 1,561 | |||
| OR gross charges | $5,160,786 | $5,389,995 | $5,015,603 | $5,706,218 | $5,979,332 | $5,253,271 | $5,710,276 | $1,879,122 | $725,341 | |
| OR gross charges/or hour | 3,919 | 3,603 | 3,751 | 3,684 | 4,154 | 3,732 | 3,658 | |||
| OR overtime | $12,258 | $15,897 | $17,026 | $16,760 | $9,323 | $10,600 | $12,004 | |||
| Anesthesia case hours | 2,240 | 2,559 | 2,433 | 2,676 | 2,745 | 2,541 | 2,873 | |||
| Anesthesiology gross charges | $899,428 | $1,062,745 | $965,929 | $1,092,147 | $1,043,265 | $1,008,430 | $1,134,289 | |||
| Anesthesiology gross charges/case hour | $401 | $415 | $397 | $408 | $380 | $397 | $395 | |||
| Anesthesiology overtime | $311 | $224 | $794 | $502 | $141 | $224 | $248 | |||
| Total | $1,879,122 | $0 | $767,349 |
Note: Month/year in rows at left refers to date of RIE
implementation; month/year in column headings refers to dates of followup.
(Go to "Critical Lesson #8: Improving the Structure for Defining and Tracking
Metrics" for further details on tracking guidelines.) Hard impact refers
to the impact of the process change that is quantifiable and easy to calculate.
It represents the actual benefit realized by the process change. Soft impact refers
to the impact of the process change that is less quantifiable in which assumptions were
necessary to translate the impact into a monetary benefit.
Key: OP = operation; OR = operating room; PACU = post-anesthesia
care unit (recovery room).