1. Redesign of Workflow for the Central Staffing Resources Department
Client
Mr. David MacIntyre BSN, MBA, Nursing Senior Director
Coordinators
Zac Costello, Continuous Improvement Specialist
Jamie Lindsay, Continuous Improvement Specialist
Instructors
Dr. Mark Van Oyen
Mary Duck
IOE F2
IOE 481 Team 2
Alondra Vergara-Diaz
Jaclyn Gillen
Chase Dutton
11/14/2017 J

2. Background
CSR handles requests for extra nurses and allocates those nurses according to the needs of the requesting units
RN Float Pool
Unit Clerical Staffing for UH, CVC, & CW
Agency Nursing Across House
Surge Space Staffing & Mgnt
CSR
Patient Attendant Hiring & Dev
Nursing House Oversight J

3. House Manager vs IT Shift House Manager
Manage a cluster of nurses staffed out to different units throughout the hospital
IT shift
IT Shift
Nurse distribution throughout the hospital
Handling issues that may arise with both patients and nurses
Attending bedside briefings
Any additional tasks J

4. Key Issues Processes are perceived to be outdated and inefficient
Have not changed since the department’s creation
Current work streams need to be reviewed, evaluated, and streamlined J

5. Goals & Objectives
Overall goal: Establish a current state of the CSR department
Goals:
Eliminate waste in CSR workflows
Re-distribute workload amongst roles
Create a sustainable future state that streamlines processes and balances workload
Objectives:
Survey and interview several roles in the CSR department to understand the workflows associated with each role
Perform observations to understand how much time is spent for each task, specifically the payroll and scheduling processes
Identify waste (e.g. repetitive processes) within the department through Lean methodologies
Identify gaps between the actual tasks performed by CSR and the expected tasks of the CSR department C

6. Project Scope Within Project Scope
Observing the workflows of house managers, administrative assistants, clerical supervisors, administrative managers, non-clinical area trainer, and office supervisor within the CSR department
Observing the scheduling process of CSR
Not Within Project Scope
Studying any nurses or clerks was not in the project scope C

7. Findings and Conclusions
Approach
The team used a three phase approach to complete this project.
Findings and Conclusions
Data Collection
Recommendations A

8. Data Collection Pre-Interview Survey Observations Interview
Obtain information on each employee and use the data to tailor interviews to their response
Observations
See and compare differences in workflows between employees.
Interview
Obtain understanding of employee’s roles in CSR, where their time is spent, and discuss any areas of improvements A

9. Pre-Interview Survey 66% Participation Surveys
How long have you been with CSR?
In your own words, please describe your role.
How did you receive your initial training for your position?
How well do you feel your skills set matches to your current role?
During a typical week, how many hours do you spend performing the following tasks?
Leading Meetings
Attending Meetings
Specific Tasks to your Role
Specific Tasks NOT Assigned to your Role
66% Participation
Surveys A

10. 22 Interviews Interviews
What does a normal day/week look like for you?
What tasks do you spend the most amount of time and least amount of time on?
What improvements would you like to see for your role specifically? For CSR?
What are some actionable ideas for these improvements?
Are there days/weeks/months where you feel you’re busier than others? Why?
What tasks are challenging to complete? 22
Interviews A

11. 2-hour scheduling sessions
Observations
Observations for the scheduling process were executed to understand:
Difference in processes between House Managers
How the Administrative Assistants change their workflow according to each House Manager
How the differences affected the outcome of the process. 2: 1:
2-hour scheduling sessions
1-hour payroll process A

12. Findings and Conclusions
Task List
Miscommunication Throughout CSR
Inconsistency in Scheduling Process
Variation of House Managers A

13. Task List
What:
Created task lists to outline the general processes covered by each role for all the employees within that role.
Why:
To show the current state of CSR
Who:
Roles with an accompanying task list include: House Manager, Clerical Supervisor, Administrative Assistant - General, Administrative Assistant - Payroll, and Administrative Manager C

14. C
House Manager

15. C
Clerical Supervisor

16. Miscommunication Throughout CSR
Desire for greater amount of employee and superior dialogue
Employees spend a significant amount of time addressing s
Lack of communication and agreement of responsibilities between the three shifts at CSR
Knowing whether the IT House Manager is in or out of the office is difficult. 1. 3. 2. 4. C

17. Weekly Email Time for EmployeesC

18. Miscommunication Throughout CSR
Desire for greater amount of employee and superior dialogue
Employees spend a significant amount of time addressing s
Lack of communication and agreement of responsibilities between the three shifts at CSR
Knowing whether the IT House Manager is in or out of the office is difficult. 1. 3. 2. 4. C

19. Initial Training C

20. Miscommunication Throughout CSR
Desire for greater amount of employee and superior dialogue
Employees spend a significant amount of time addressing s
Lack of communication and agreement of responsibilities between the three shifts at CSR
Knowing whether the IT House Manager is in or out of the office is difficult. 1. 3. 2. 4. C

21. Inconsistency in Scheduling Process1.
Allocation of vacation time determined by House Manager 2.
Collaboration with the Administrative Assistants 3.
House Manager’s preparation for scheduling process 4.
Variations within the scheduling process J

22. J
Scheduling Process

23. Variation of House Managers Workloads
non-IT Shift
nurses
IT Shift J

24. Workload for the House Manager’s non-IT Shift hoursJ
Workload for the House Manager’s non-IT Shift hours

25. Current Total Workload for House ManagerJ
Current Total Workload for House Manager

26. Improved Total Workload for House Manager with adjusted IT shifts

27. Miscommunication throughout CSR
Recommendations
Miscommunication throughout CSR
Inconsistency in scheduling process: standardize the scheduling process
Variation of house managers workloads: re-distribute IT shift requirements A

28. Thank You!
For questions and concerns, please Jaclyn at A

29. House Manager

30. Clerical Supervisor

31. Administrative Assistant - General Part 1

32. Administrative Assistant - General Part 2

33. Administrative Assistant - Payroll

34. Administrative Manager

35. Scheduling Process

36. House Manager Workload Comparison

37. House Manager Workload