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Workspace Reorganization for Manhattan CHHA & Lombardi Programs Home Care Revenue Cycle

Workspace Reorganization for Manhattan CHHA & Lombardi Programs Home Care Revenue Cycle. August 17 – 21, 2009. Event Team. Executive Sponsor: Ann Frisch Process Owner: Anthony Rossano Team: Yvonne Charles Judy Mock Olga Chuchkova Josefina Collado Beaulah Moseley

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Workspace Reorganization for Manhattan CHHA & Lombardi Programs Home Care Revenue Cycle

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  1. Workspace Reorganization for Manhattan CHHA & Lombardi ProgramsHome Care Revenue Cycle August 17 – 21, 2009

  2. Event Team Executive Sponsor: Ann Frisch Process Owner: Anthony Rossano Team: Yvonne Charles Judy Mock Olga Chuchkova Josefina Collado Beaulah Moseley Maureen Lynch Joan Altman Jennifer Chan Steven Chall Facilitator: Frank Donno Sensei: Gary Herby

  3. Context - where does this event fit in our plan?

  4. Box 1: Reason For Action We are not efficiently processing work. • There is a great deal of unnecessary staff movement • Areas are congested • Work is not coordinated in terms of functional groups • Staff are not accountable to existing policies regarding document processing • Like functions are not grouped • Communication is difficult • Need to organize in process order/logical order • Document misplaced/lost • Rework • Need visual cues for work in process • Partial work causes delays in processing

  5. Box 2: Initial State Physical floor plan, team structure and current document processing is not optimal for work flows, integration of departments, motion of staff and work areas are congested. Staff lack accountability for the timely collection and processing of documentation as a result of the workspace disorganization. Document processing timeframes are not consistent across teams. • Technology needs to be in good working order • May need to relocate technology to make more accessible • Supply of work tools • HIPAA concerns • Shredders- location of all tools

  6. Box 3: Target State Information/documentation flow creates synergy between functions/units affecting all areas. CHHA operates as one unit and eliminates the team structure. Staff will feel and be held accountable for their work. A flow cell will be created. Document processing timeframes are consistent across functional groups. • Need to consider the steps of the process

  7. Box 4: Gap Analysis

  8. Box 5: Solution Approach

  9. Box 6: Rapid Experiments

  10. Workspace Organization – 6S AFTER BEFORE • Sort • Straighten • Scrub • Safety • Standardize • Sustain

  11. Standard Work

  12. Box 7: Completion Plan

  13. Box 8: Confirmed State

  14. Box 9: Insights • Process is a ball of confusion • A little determination can make a big difference • Have an open mind and you can make it happen • Paradigms shape your view (or lack) of the world • Value of one piece flow • There’s a lot of work to do • It’ll be worth it over the long haul • Maintaining eye on end goal can be difficult but stay in there and you’ll see light

  15. Recommendations – Parking Lot • Scan/fax to email for referrals. • Operational definitions- Data Dictionary. • When will Blackberry Cameras be activated? • Drop off boxes in Intake Planner offices. Keys to RNs to get into office. • Planners directly enter referral into Select Data. • Central Intake only enters one primary insurance in Select. It would be helpful to put all insurance in Select. • Technology fax/copiers/printers 100% defect free. • Zip lock bags set up w/general nursing supplies, ie: gloves, 4x4’s, Qtips. How can we bill for these items? • Work data content process.

  16. QUESTIONS

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