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Impacting key performance indicators in an academic MR imaging department through process improvement
Michael Recht1, Michael Macari, Kirk Lawson
1New York University Langone Medical Center, New York, New York 10016, USA. michael.recht@nyumc.org
Purpose:
The aim of this study was to evaluate all aspects of workflow in a large academic MRI department to determine whether process improvement (PI) efforts could improve key performance indicators (KPIs).
Methods:
KPI metrics in the investigators' MR imaging department include daily inpatient backlogs, on-time performance for outpatient examinations, examination volumes, appointment backlogs for pediatric anesthesia cases, and scan duration relative to time allotted for an examination. Over a 3-week period in April 2011, key members of the MR imaging department (including technologists, nurses, schedulers, physicians, and administrators) tracked all aspects of patient flow through the department, from scheduling to examination interpretation. Data were analyzed by the group to determine where PI could improve KPIs. Changes to MRI workflow were subsequently implemented, and KPIs were compared before (January 1, 2011, to April 30, 2011) and after (August 1, 2011, to December 31, 2011) using Mann-Whitney and Fisher's exact tests.
Results:
The data analysis done during this PI led to multiple changes in the daily workflow of the MR department. In addition, a new sense of teamwork and empowerment was established within the MR staff. All of the measured KPIs showed statistically significant changes after the reengineering project.
Conclusions:
Intradepartmental PI efforts can significantly affect KPI metrics within an MR imaging department, making the process more patient centered. In addition, the process allowed significant growth without the need for additional equipment or personnel.
Insights
Process improvement (PI) initiatives in an academic MRI department significantly enhanced key performance indicators (KPIs). These workflow changes improved patient-centered care and operational efficiency without requiring additional resources.
Area of Science:
- Radiology and Imaging Science
- Healthcare Management
- Process Engineering
Background:
- Academic MRI departments face challenges in optimizing workflow and key performance indicators (KPIs).
- Evaluating and improving operational processes is crucial for enhancing patient care and efficiency.
Purpose of the Study:
- To assess the impact of process improvement (PI) on key performance indicators (KPIs) within a large academic MRI department.
- To identify specific workflow aspects amenable to PI for enhancing operational efficiency.
Main Methods:
- Key performance indicators (KPIs) including backlogs, on-time performance, volumes, and scan durations were tracked.
- A multidisciplinary team analyzed patient flow from scheduling to interpretation over a 3-week period.
- Workflow changes were implemented, and KPIs were compared pre- and post-intervention using statistical tests.
Main Results:
- Process improvement initiatives led to multiple workflow modifications in the MRI department.
- A stronger sense of teamwork and staff empowerment was observed.
- All measured KPIs demonstrated statistically significant improvements post-reengineering.
Conclusions:
- Intradepartmental process improvement (PI) efforts can substantially enhance key performance indicators (KPIs) in MRI departments.
- Workflow optimization resulted in a more patient-centered process.
- Significant operational growth was achieved without necessitating additional equipment or personnel.