Develop a draft opportunity/problem statement for MSMHS PAR Process

What is occurring/happening?

Where is it occurring?

When did the problem start?

What is the magnitude?

What is the impact or consequences?

Increasing Call Times Average Call Time 12 11 10- 9 Average Time 00 Implemented new semi- automated appointing system in September 2010 7 6 5 4 FY Qtr 2009 2009 2 2009 2009 3 4 2010 2010 1 2 2010 2010 2011 3 4 2011 2 2011 3 2011 2012 4 1 1 used to looking at data and graphs. These are not true numbers. Decreasing Patient Satisfaction Patient Satisfaction Score 26 24 5 Satisfaction questions 5 equals excellent. Max score = 25 22 20 20 Patient Satisfaction Score 18 16 14 - 12 FY 2009 2009 Qtr 2 2009 2009 3 4 2010 2010 2010 2010 2 3 2011 2011 2011 1 2 3 2011 2012 4 1 1 1 4 unod to looking at data and graphs. These are not true numbers. Patient Dissatisfaction Reasons for Patient Dissatisfaction 100 100 80 80 60 60 COUNT Percent 40 40 20 20 0 0 DEFECTS COUNT Percent Cum % Too Long 67 65.0 65.0 Wrong Clinic Referred to Network 18 10 17.5 9.7 82.5 92.2 OTHER 8 7.8 100.0 used to looking at data and graphs. These are not true numbers. Since 4th qtr 2010, the PAR process at the MSMHS is not meeting speed, quality, nor cost expectations. As a result, our customers are dissatisfied and our staff is frustrated. Of the XX PARs submitted, only XX were scheduled with an average scheduling time of XX minutes and with numerous errors (defects). Only XX% of the PARs were scheduled in the facility, which is considerably less than the CDR's goal of 90%. Furthermore, the scheduling process is expensive, at a cost of over $XXX/PAR. Notes Comments