Clean Sweep Live Auction on Wed. May 1st. Click to view the full inventory

DOTmed Home MRI Oncology Ultrasound Molecular Imaging X-Ray Cardiology Health IT Business Affairs
News Home Parts & Service Operating Room CT Women's Health Proton Therapy Endoscopy HTMs Pediatrics
Current Location:
> This Story

Log in or Register to rate this News Story
Forward Printable StoryPrint Comment




Business Affairs Homepage

Air medical transportation: How a 15-minute ride may cost $30,000, and how we can change it Reducing sky-high transport expenses

Canon's Vital Images wins DoD contract Maximum $100 million fixed‐price contract for radiology and imaging systems

Are you GDPR compliant? It's not just a question for EU-based companies Here are the top eight considerations

Security tightening at hospitals for patient safety A noticeable change is occurring at the front entrance to hospitals

Johnson & Johnson completes Auris Health deal The $3.4 billion acquisition could include additional payments up to $2.35 billion

Follow-up imaging study points to benefits of automated notification Raising the bar on manual callbacks

Change Healthcare files for IPO Could raise as much as $100 million, listing on Nasdaq

Mergers do nothing for quality of care, lower patient satisfaction, says study Based on 29 data points and the assessment of 16 processes of care

GE Healthcare IPO on hold as new deal takes spotlight Selling biopharma business to Danaher for over $21 billion

Asheville Radiology Association joins Strategic Radiology The latest expansion by the imaging coalition brings 43 new physicians to the table

RSNA 2015

Texas Children's Hospital cuts anesthesia MR wait times from 45 to three days: RSNA

by John W. Mitchell , Senior Correspondent
According to Alex Koroll, director of Radiology at Texas Children’s Hospital, if you want to have happy patients, you first must have happy employees. He told a room full of his colleagues Tuesday at RSNA that although Texas Children’s Hospital is among the top four children’s hospitals in the country, that was not their starting point for imaging processes.

Instead, he made an honest admission. When he and Janet Champagne, his assistant director of Radiology, launched their initiative to improve a host of factors in their operations, their Press Ganey employee satisfaction scores were in the bottom third nationally.

Story Continues Below Advertisement


Special-Pricing Available on Medical Displays, Patient Monitors, Recorders, Printers, Media, Ultrasound Machines, and Cameras.This includes Top Brands such as SONY, BARCO, NDS, NEC, LG, EDAN, EIZO, ELO, FSN, PANASONIC, MITSUBISHI, OLYMPUS, & WIDE.

“People are loyal to cultures, not to organizations,” Koroll told the audience.

Champagne said there were other reasons to reinvent the service culture as well; research indicates that a third of all health care expenditures are wasted.

“In a country that spends $2.5 trillion a year on health care, that means we’re wasting $760 billion a year,” she said. The core lesson in the case study of their experience at Texas Children’s Hospital is that the best solution is giving employees a voice. They shared how combining this bottom-up commitment to culture with known LEAN and 6th Sigma processes worked to address a known problem – a 45 day wait time for an MR conducted with anesthesia.

Koroll said that it was important to get some easy successes before tackling a bigger, more challenging issue. The two initiated a few employee-driven programs to rid the department work space of unnecessary supplies (creating a just-in-time supply chain) and equipment. Staff also began workflow-charting projects to take charge of improving their own efficiency.

With buy-in from these projects, the department – with participation from radiologists and senior administrators – was ready to tackle the 45-day waiting period problem.

The project revealed several process failure points driven by a proven fact.

“To embed a quality imperative in an organization you have to eliminate variability,” Koroll said as he displayed a slide titled, “Variability is the enemy.” He noted that variability increases procedure time, which drives up costs and is a drag on quality.

Champagne explained that they went through a process improvement model built around the acronym “DOWNTIME”. This yielded a litany of opportunities for process improvement. The concept covered a wide range of strategies, ranging from: leadership daily huddles (“a huge boost” according to Champagne); changing “feeling” language (“I think”) to measurement language (“According to the data”); and to, as much as possible, eliminate variability.

In the end, the two reviewed a host of process changes that were made to achieve the MR wait time reduction over about a three-month period. This ranged from releasing specific protocol slots in the imaging schedule sooner in the week. They also hit upon the idea to extend validated valet parking to the image locations across the system; this allowed parents to take their child home easier. And they reduced no-shows with calls from the pre-anesthesia nurses.

In the end, the two said employee-driven design turned out to also be good for business.

“We tend to be great avoiders of problems in hospitals,” Koroll told the audience. “But reducing variability through employees participation, to study, plan, do and act got great results for us.”

Business Affairs Homepage

You Must Be Logged In To Post A Comment

Increase Your
Brand Awareness
Auctions + Private Sales
Get The
Best Price
Buy Equipment/Parts
Find The
Lowest Price
Daily News
Read The
Latest News
Browse All
DOTmed Users
Ethics on DOTmed
View Our
Ethics Program
Gold Parts Vendor Program
Receive PH
Gold Service Dealer Program
Receive RFP/PS
Healthcare Providers
See all
HCP Tools
A Job
Parts Hunter +EasyPay
Get Parts
Recently Certified
View Recently
Certified Users
Recently Rated
View Recently
Certified Users
Rental Central
Rent Equipment
For Less
Sell Equipment/Parts
Get The
Most Money
Service Technicians Forum
Find Help
And Advice
Simple RFP
Get Equipment
Virtual Trade Show
Find Service
For Equipment
Access and use of this site is subject to the terms and conditions of our LEGAL NOTICE & PRIVACY NOTICE
Property of and Proprietary to DOTmed.com, Inc. Copyright ©2001-2019 DOTmed.com, Inc.