Outpatient electronic health records lhcs leaders

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Outpatient Electronic Health Records. LHC’s leaders expected and saw a reduction in productivity, especially for clinicians, as a result of implementing the EHR. This is primarily due to the learning curve For 2 weeks, we reduce schedules by 50 percent volume. And we carry that out through a 6-week schedule .... We gave our offices [sic] time to sort of get up to speed. What we didn't realize is that the timeframe that we said was probably a little too aggressive. This week may not be enough time to have a reduced schedule so that people are comfortable. Maybe it needs to be longer, and that could be variable from site to site.” Corporate Executive As an ER director, 3, 4 hour waits it’s not safe for people to be in waiting rooms for 3 or 4 hours. So, I looked at it as, we improved our throughput so the ER waiting people could get back [and be seen]. So that, for me, is a big safety [ improvement].” Frontline Staff When we built the new hospital, [LHC] had about $35 million of borrowing capacity and no cash, and that’s a $463 million hospital. [sic] Knowing we didn’t have the financials to get there, that was the goal and from 2002 to 2008, or ’09 [sic]. How are we g onna get to that goal? We’re gonna use these tools to reengineer our organization to generate the bottom line to borrow for that hospital. And that’s what we did, and we got there.” Corporate Executive
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48 When I pulled patient satisfaction scores by discharge date, right away, starting in [sic] April, I saw a significant jump [sic]. It had always been like the 15 th percentile and lower, so I thought, ‘Alright, I’ll wait and it’s only 1 month.’ And then May came, and it was still like 80s, 90s, and then high 90s, and it has stayed that way the whole year.” Frontline Staff associated with implementation of new technology, time to train staff, difficulties in exchanging records with other facilities that have not yet been upgraded to the EHR, and managing older patient records within the new system. To eliminate some of these challenges, a hospital executive reported that they quickened the pace of conversion from hard copy records to electronic records, forgoing the use of Lean to redesign processes. Outpatient Medical Records and Patient Flow. On the Outpatient Medical Records and Patient Flow project at the Outpatient Medical Facility, a management engineer announced that the chart filing time was reduced by 70 minutes after the project was completed, partly because the charts were organized and alphabetized in a cart right after the patients were seen. Further, the time spent looking for charts decreased from 50 minutes for five charts to 3 minutes for five charts. A physician noted that the improved chart-management process meant that information, such as lab reports, was in the charts when doctors went into rooms, and that they no longer had to step out to obtain results. This ultimately reduces the patients’ wait times.
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