Healthcare
Turning Towards Patient-Centricity
Designing a service system for fast, high-quality care
SITUATION
A prominent cancer center faced a daunting challenge: providing comprehensive care to an unprecedented number of cancer patients in the wake of a 20% increase. The existing treatment system resulted in substantially longer wait times, and the center struggled to treat an adequate number of patients every week. Furthermore, the staff became frustrated, as the workload was overwhelming with often two people doing the job of eight.
PROCESS
To achieve its goal of becoming a patient-centric organization, the senior leadership team attended our two-day workshop aimed at changing mindsets while identifying the design flaws in their existing operating systems. This resulted in forming of a cross-functional team comprising of administrators, oncologists, nurses, pharmacists, and lab technicians. The team was tasked with doubling the number of patients who navigate through the entire system correctly the first time.
IMPACT
Working together, the team developed cutting-edge solutions to optimize patient flow, resulting in a remarkable 53% increase in weekly patient treatments. And the best part? They did it all without sacrificing quality, service, or efficiency. Check out some of their key accomplishments:
"Before engaging Tatham, staff were not taking the patient’s overall experience into consideration. But, by empowering staff to own the end-to-end experience, and by giving them a voice and mode for change, there has been a better buy-in with change management and an elevated level of the patient experience"
- Chief of Oncology
Utilized all Chemo Therapy chairs without overbooking.
Eliminated wait time for patients and staff receiving blood work from Transfusion Medicine Department by scheduling it for a day before treatment.
Less chaotic environment for the patient in treatment.
Decreased wait time for the patient. No more than 15 minutes between each event.
Patients had more time to converse with physicians.
Reduced cycle time by over 300%.
The pharmacy was able to manage the new MD schedule, preventing back-and-forth on the floor.
Overall less chaotic and stressful environment to work in.
