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Process Improvement
with
Electronic Health Records
A Stepwise Approach to Workflow
and Process Management
MARGRET AMATAYAKUL
MBA, RHIA, CHPS, CPHIT, CPEHR, CPHIE, FHIMSS
Process Improvement
with
Electronic Health Records
A Stepwise Approach to Workflow
and Process Management
MARGRET AMATAYAKUL
MBA, RHIA, CHPS, CPHIT, CPEHR, CPHIE, FHIMSS
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
© 2012 by Taylor & Francis Group, LLC
CRC Press is an imprint of Taylor & Francis Group, an Informa business
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Contents
Preface...................................................................................................... xi
Acknowledgments................................................................................... xv
About the Author................................................................................... xvii
List of Figures........................................................................................ xix
List of Tables.......................................................................................... xxi
List of Case Studies............................................................................... xxv
1 Introduction to Workflow and Process Management in Health Care.... 1
Context of Workflow and Process Management in Health Care...................... 1
Workflow and Process Management for Clinical Transformation..................... 2
Challenges of Workflow and Process Management in Health Care................. 3
Workflow and Process Management Defined for Health Care......................... 5
Case Study 1.1: Workflow for Preventive Screening.................................. 6
Workflows and Processes Performed by Knowledge Workers......................... 8
Case Study 1.2: Diagnosis–Drug Selection............................................... 10
Challenges and Needs for Workflow and Process Management for
Knowledge Workers...........................................................................................11
Case Study 1.3: Sequencing of Data in an EHR....................................... 12
Key Points..........................................................................................................14
References..........................................................................................................15
2 Workflow and Process Management Overview..................................17
Definitions of Terms: Workflow and Process Management.............................17
Definitions of Terms: Process and Workflow...................................................19
Case Study 2.1: Poor Dataflow Yields Medical Error............................... 22
Definitions of Terms: Workflow and Process Mapping................................... 23
Relationship of Workflow and Process Management for EHR and HIT to
Other CQI Methodologies................................................................................. 25
Healthcare Workflow and Process Management Timing................................ 28
Healthcare Workflow and Process Management Stakeholders....................... 30
Case Study 2.2: Redesigning a Patient Room for a New Hospital........... 30
Case Study 2.3: Clinic Staff Mapping the Refill Process...........................31
iii
iv ◾ Contents
Documenting Boundaries................................................................................112
Documenting Current Operations...................................................................114
Case Study 6.2: Credentials Make a Difference.......................................114
Documenting Variations in Operations...........................................................116
Case Study 6.3: Process Variation............................................................116
Documenting Appropriate Operational Detail...............................................118
Case Study 6.4: Too Little Detail..............................................................118
Case Study 6.5: Too Much Detail............................................................ 120
Documenting Decision Making...................................................................... 120
Clinical Decision Support................................................................................122
Documenting Decisions in a Process Map.....................................................123
Annotating Frequency of Decision Making, Operations, and Boundaries....125
Documenting Flow......................................................................................... 126
Flowcharting Conventions.............................................................................. 128
Special Symbols...............................................................................................129
Flowcharting Software Support...................................................................... 130
Subsidiary Documents.....................................................................................132
Process Mapping Template..............................................................................132
Key Points........................................................................................................133
References....................................................................................................... 134
7 Step 5: Obtain Baseline Data.......................................................... 137
Purposes and Uses of Baseline Data Collection in Workflow and
Process Management...................................................................................... 138
Types of Benefits Studies................................................................................ 138
Risks and Benefits of Baseline Data Collection..............................................141
Metrics for Benefits Data.................................................................................143
Case Study 7.1: Why Does it Take Twice as Long to Document?...........146
Case Study 7.2: Dismayed Physician Resolves to Acquire EHR..............149
Strategies for Conducting Benefits Realization Studies...................................149
Data Collection Tools....................................................................................... 151
Case Study 7.3: Patient Perspective Survey.............................................153
Sampling Methodology....................................................................................153
Communications Surrounding Baseline Data Collection and Benefits
Realization Studies...........................................................................................156
Key Points........................................................................................................157
References........................................................................................................157
8 Step 6: Validate Workflow and Process Maps..................................161
Need for Validation..........................................................................................161
Collaboration....................................................................................................162
Case Study 8.1: Obscure Terminology.....................................................163
Issues in “As-Is” Maps Are Common...............................................................165
Seven Deadly Sins of Workflow and Process Mapping and Their
Salvations..........................................................................................................166
vi ◾ Contents
ix
x ◾ Preface
current workflows and processes initiates changes that take considerable time to
“gel.” Mapping current workflows and processes also has valuable outputs of its
own—it educates about EHR and helps the organization specify EHR require-
ments for vendor selection. The redesign of workflows and processes actually
represents third and fourth outcomes that help the organization implement EHR
and gain adoption, and later optimize use.
Chapter 10, Step 8: Conduct Root Cause Analysis to Redesign Workflows and
Processes is a step that should be performed concurrently with Step 7, but may
also be performed some period of time after redesigned workflows and pro-
cesses have been implemented. Redesigned workflows and processes may be
found to not work well, or require further change as the environment changes
with ever new technology, new regulations, or new clinical research findings.
Root cause analysis is not new to health care, but often has not been applied to
IT issues.
Chapter 11, Step 9: Implement Redesigned Workflows and Processes is the
culmination of the work in all previous steps, although as noted above may well
not be the last time redesign and implementation is necessary. This chapter also
dives more deeply into change management, discusses how to create change
agents, and offers suggestions for using a few “tried and true” change manage-
ment tools.
Chapter 12, Step 10: Monitor Goal Achievement with Redesigned Workflows
“closes the loop” on the book and urges care delivery organizations to use con-
tinuous workflow and process management to celebrate their successes and to
view course correction as not something bad but a part of the learning process
that all relatively new technology implementations require.
Acknowledgments
A special thank you is extended to each and every organization that has written
articles, been written about in news stories, or sought consultation about their
successes and challenges with respect to workflows and processes in an EHR
environment. These teachings have contributed to the rich experience base that
compiling such a book requires.
Appreciation is also extended to the staff at CRC Press, especially Kristine
Mednansky and Frances Weeks, for their expertise and patience with a passion-
ate author. They say a bit of eccentricity is necessary to be creative, yet surely it
tests the wits of those who must execute the product. By the same token, readers
must be thanked as they are asked to be equally creative in their workflow and
process designs while serious about achieving the goals for EHRs.
Two unsung heroes who likely are unaware of their status include Anita
Cassidy and Keith Guggenberger who wrote A Practical Guide to Information
Systems Process Improvement in 2001 under the same publisher. This book,
with a general focus on information systems, was inspirational in its clear cut
approach to workflow and process management. In fact, the connection to the
publisher was made when an offer was extended to co-write a second edition or
a companion book on process improvement for the EHR environment.
Finally, while writing a book the author is often immersed in a cocoon that is
impenetrable to friends and family. My husband, Paul, deserves an extra special
thank you for his indulgence that allows me to write what I am so passionate
about and who has directed my career for over 4 decades.
xiii
About the Author
xv
List of Figures
xvii
xviii ◾ List of Figures
Abb. 170. W e n s o l c h e Ta t e n n i c h t e r f r e u e n .
1868.
(Zu Seite 90.)
Von Cornelius’ Kunst hatte er immer einen mächtigen Eindruck.
Mit ungewöhnlichem Interesse stand er Mitte der siebziger Jahre, als
er von einem Aufenthalt auf Sylt auf der Rückreise Berlin berührte,
vor den Camposantokartons in der Nationalgalerie. Die
Cornelianischen „Nachtreter“ lehnte er ab; hier sah er sicher und
klar, was „Eigenes“ war, und zitierte oft scherzend, wenn er vor
„cornelianisch“ sein sollenden Kompositionen stand: „Wie er sich
räuspert und spuckt, das haben sie ihm glücklich abgeguckt.“
Besonders hoch hielt unser Meister auch die Werke von Ludwig
Knaus. Bei Gelegenheit eines Besuches in der Privatgalerie von
Johann Meyer in Dresden, wo die beiden Bilder „Durchlaucht auf
Reisen“ und die „Beerdigung auf dem Lande“ dieses größten
deutschen Genremalers des neunzehnten Jahrhunderts sich
befinden, wurde er nicht müde im Betrachten, kam auch immer
wieder auf diese beiden Werke zurück. Die treffliche Charakteristik in
beiden Gemälden, die scharfe Beobachtung, die Individualisierung
jeder einzelnen Gestalt, und nun gar der liebenswürdige Humor in
„Durchlaucht auf Reisen“ und die meisterhafte Durchführung beider
Bilder machten den größten und nachhaltigsten Eindruck auf ihn.
Das in der Dresdener Galerie befindliche Bild von Knaus „In der
Kunstreiterbude“, die Unterhaltung eines Roués mit einer
„Kostümierten“, war ihm des dargestellten Gegenstandes wegen
unsympathisch; er war darüber ungehalten, daß man von diesem
von ihm so hochgeschätzten Meister gerade dieses Bild erworben
hatte. Über die Ausstellung in München 1869 schreibt er: „Mich
interessierten nur die Bilder von Knaus und Steinles ‚Christus geht
bei Nacht mit den Jüngern‘ und sein herrlicher Karton in Farben:
‚Schneeweißchen und Rosenrot‘. Ähnliches möcht’ ich machen!“ Für
die Landschaften von C. F. Lessing aus dessen f r ü h e r e r Periode
hatte Richter eine besondere Vorliebe; im Städelschen Institut in
Frankfurt a. M. befindet sich ein Bild von diesem Meister: Unter
schattigen Bäumen am Brunnen ruht ein Ritter, draußen sieht man
auf braune, im Mittagssonnenschein glänzende Heide; dahinter
dunkler Wald. Dieses Bild liebte er sehr, er besaß eine kleine
Nachbildung davon, die er gern und mit großer Freude betrachtete.
Abb. 171. D e n
S t a m m t i s c h g e n o s s e n . 1870.
(Zu Seite 90.)
Der Kreis der alten Freunde lichtete sich mehr und mehr. 1879
nahm ihm der Tod auch seine alten Freunde Krüger und Peschel.
Carl Peschel, einer der Getreuen aus der Zeit des römischen
Aufenthaltes, war ihm ein lieber und trefflicher Freund, der bis in sein
hohes Alter (er war 1798 geboren) sich Frische und Produktionskraft
erhielt; zeigten doch seine letzten Arbeiten, Kartons zu Fenstern für
eine Kirche in England, noch wesentliche Fortschritte. In seiner
Kunst schloß er sich den altdeutschen Meistern an. Er hat eine
Reihe tüchtiger Altarbilder aus innerster religiöser Überzeugung
geschaffen, die zu den besten Werken kirchlicher Kunst aus dieser
Epoche gehören. Es sei hier nur eine „Kreuzigung“ genannt, die er
als Altarbild für die Kapelle des Prinzenpalais in Dresden ausführte.
War Richter eine produktive Natur, so war die Peschels mehr
kontemplativ, und so ergänzten sich beide sehr gut. Peschel zählte
zu den Hauptstützen der Dresdener Akademie; er unterrichtete viele
Jahre mit größter Gewissenhaftigkeit im Antiken- und Aktsaal und
zeigte warmes Interesse für seine Schüler. Die an seine Braut
gerichteten Briefe aus seiner römischen Studienzeit, die über die
Entwickelung der neudeutschen Kunst gewiß vieles Interessante
enthalten haben, sind seiner Witwe auf deren ausdrücklichen
Wunsch mit in den Sarg gelegt worden. — Auch der alte Freund
Julius Hübner schied Anfang der achtziger Jahre von dieser Erde.