1. Understanding the Patient Journey Process Mapping and Value Stream / Flow Analysis

2. Some context ‘80% of the problem is in the system not the people’ Deming We design in the system capability

3. Why do Process Mapping?

4. Process Mapping Views the system from the patient perspective following their journey across organisational boundaries Helps staff understand how complex and confusing processes are Diagnostic and used as a basis for redesign, actively involving frontline staff in the process

5. Looking at patient processes 30 - 70% of work doesn’t add value for patient up to 50% of process steps involve a ‘hand-off’, leading to error, duplication or delay no one is accountable for the patient’s ‘end to end’ experience job roles tend to be narrow and fragmented

6. A Diagnostic process BCD E Organisational /departmental boundaries Emergency care process Treatment process Looking at patient processes

7. High level Increasing level of detail

8. Patient process and parallel processes Patient told they need an X ray Patient waits Patient taken to X-ray Patient processParallel process: Organising the X-ray

9. Demonstrate complexity visually (chest x ray- 62 tasks, 12 hand offs) start central office x ray room finish secs office film storage radiologist office

10. Remember the following... Define where the process starts and ends Consider who you would involve in the mapping exercise Use post-its to record the activities including time Assemble the post-its to create the journey (remembering that some activities happen in parallel) Keep a note of issues and opportunities

11. Analysing the Map How many steps in your process? How many duplications? How many hand-offs? What is the approx. time of, or between, each step? Where are possible delays? Where are major bottlenecks? How many steps do not ‘add value’ for patient? Where are the problems for patients and staff?

12. Consult sees report Consultant requests CT Consult. sees report Patient receives the result 5 Request arrives in dept Request arrives in dept 1 3 2 4 Consult sees report

13. Doctor Triage Nurse Patient enters A&E reception Discharged Home Plaster Technician Hand offs Nurse X-ray

14. No. process steps Probability of Success, Each Process Step 1 25 50 100 0.95 0.990 0.999 0.999999 0.95 0.990 0.999 0.9999 0.28 0.78 0.98 0.998 0.08 0.61 0.95 0.995 0.006 0.37 0.90 0.99 Probability of performing perfectly Improve the quality of each step Remove the steps…. Carol Haraden IHI

15. occurs when a step is the limiting rate of the process The step takes a significant time, and slows the whole process down. Process bottlenecks

16. occur when a resource is used by more than one process Functional bottlenecks

17. Look for batching Dr sees patients individually Requests sent in batches Results return in batches

18. Opportunities for redesign

19. When undertaking a Process Mapping session think about… Scope - where does the process start and where does it end? Who to involve in the mapping exercise? Decide the level of detail

20. High level process map - 6-12 steps –generate in set time e.g. 20 minutes –use to establish scope and identify problems –no rework loops and minimum complexity Detailed process map - dozens of steps –to establish loops and complexity –good to establish roles and relationships within process –use again in later phase to effect show of redesign

21. Defining patient groups Runners Specials Strangers Group of patients No. in each category within the group

22. Strangers low volume, unique requirements unpredictable demand patterns route unpredictable and complex throughput time tends to be longer Runners share common characteristics high volume fast throughput highly predictable ‘standardised’ patient routes up to 90% pre-scheduled Specials ‘customised’ lower volume predictable share some steps but require extra steps standardised patient routes can be pre-scheduled Tools for defining patient groups

23. Conduct a high level analysis of the process Use the Pareto Principle to find the high patient volumes in your department Possible conditions or procedures within a specialty or group of patients No. of times that condition or procedure occurs

24. ‘Ground rules’ for the Process Mapping workshop Everything is confidential Everyone has a valuable contribution to make Value the diversity of the group Think creatively/generate ideas Focus on ideas and opportunities ‘Park’ issues Keep to time

25. Patient tracking Validate or challenge Process Map High volume runners Blank sheet to record process steps and true complexity of journey At least 25 patients to be tracked per high volume runner group

26. Walk the patient journey for yourself

27. What do we mean by patient flow?

28. Defined by process not clinical conditions Reflect systematic process steps required by the majority of patients (high volume groups), total length of journey and complexity across whole systems Apply the 80:20 rule to redesign for maximum impact Consider patient need not service provision Ensures that you do not improve one part of the service at the expense of another About patient flows:

29. Improving flow Understand the processes and the system Identify measures for improvement Simplify and standardise the process Control the variation Reduce the variation Make the system safe

30. What is flow analysis?

31. 3 stages to flow improvement 1 - See the current state 2 - Analysis 3 - Take action to apply flow improvement principles

32. Stage 1: Current state

33. Flow Analysis Tool: 4 elements Desegregation into: process steps communication steps responsible clinically responsible for each part of the process

34. Flow Analysis Tool: Process steps

35. Flow Analysis Tool: Information & communication steps

36. Flow Analysis Tool: Clinical responsibility

37. Flow Analysis Tool: Responsible for making each part of process happen

38. Flow Analysis Tool

39. Stage 2: Analysis

40. Add value Remove waste Understanding your map

41. Quantifying value Value and non-value added steps Value added time v non-value added time 3 5 35 5 20120 Value added Total Time = 188 TIME: Value added time = 13

42. Waiting Mistakes Uncoordinated activity Stock Transportation Motion Inappropriate processing Opportunities to remove waste

43. Analysis summary Steps Total number steps Number of value steps Value steps as % total steps Time Total time Hrs:Mins Time of value steps Value Time as % total time Waste Waiting Mistakes Uncoordinated activity Stock Transportation Motion Inappropriate processing

44. Waiting is the most important of all the wastes because: ▲the process STOPS ▲it inhibits FLOW ▲it does not add value for the PATIENT Waiting

45. Stage 3: Take action to apply flow improvement principles

46. 4 characteristics of smooth flow: 1 Small batch sizes 2 Linked processes 3 Setting the pace 4 Overall co-ordination Next - helping the value-adding steps flow

47. Current processes often operate in isolation from each other, particularly departments and directorates Each area needs to be linked to the one before, to ensure that they always have capacity to deal with what they are receiving Linked processes

48. Linkages are important both within each individual process... …and between processes Endpoint

49. Key stages that need to be set or balanced are often identified by the value adding line For example - clinical assessment - investigations - clinical decision - admission - treatment - discharge Setting the pace

50. Clinical assessment Investi- gations Clinical decision Admi- ssion Treat- ment Dis- charge If 5 patients arrive an hour, 5 patients need to move between each step each hour If 10 patients arrive an hour, 10 patients need to move between each step each hour

51. Flows that have a single individual/team/area responsible for the whole flow from start to finish work best It makes clear the notion of the flow as the unit rather than each individual department as the unit This enables action to be taken at the place where problems are being experienced quickly Overall co-ordination

52. Add value Remove waste Remember always aim to:

53. Questions?