Measuring the value of process improvement initiatives in a preoperative assessment center using time-driven activity-based costing.

Autor: French KE; The Division of Anesthesiology and Critical Care, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA. Electronic address: KEFrench@mdanderson.org., Albright HW; The Institute for Cancer Care Innovation, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA., Frenzel JC; The Division of Anesthesiology and Critical Care, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA., Incalcaterra JR; The Department of Business Analytics, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA., Rubio AC; The Division of Anesthesiology and Critical Care, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA., Jones JF; The Institute for Cancer Care Innovation, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA., Feeley TW; The Division of Anesthesiology and Critical Care, the University of Texas MD Anderson Cancer Center, Houston, TX 77030, USA.
Jazyk: angličtina
Zdroj: Healthcare (Amsterdam, Netherlands) [Healthc (Amst)] 2013 Dec; Vol. 1 (3-4), pp. 136-42. Date of Electronic Publication: 2013 Sep 13.
DOI: 10.1016/j.hjdsi.2013.07.007
Abstrakt: Background: The value and impact of process improvement initiatives are difficult to quantify. We describe the use of time-driven activity-based costing (TDABC) in a clinical setting to quantify the value of process improvements in terms of cost, time and personnel resources.
Problem: Difficulty in identifying and measuring the cost savings of process improvement initiatives in a Preoperative Assessment Center (PAC).
Goals: Use TDABC to measure the value of process improvement initiatives that reduce the costs of performing a preoperative assessment while maintaining the quality of the assessment.
Strategy: Apply the principles of TDABC in a PAC to measure the value, from baseline, of two phases of performance improvement initiatives and determine the impact of each implementation in terms of cost, time and efficiency.
Results: Through two rounds of performance improvements, we quantified an overall reduction in time spent by patient and personnel of 33% that resulted in a 46% reduction in the costs of providing care in the center. The performance improvements resulted in a 17% decrease in the total number of full time equivalents (FTE's) needed to staff the center and a 19% increase in the numbers of patients assessed in the center. Quality of care, as assessed by the rate of cancellations on the day of surgery, was not adversely impacted by the process improvements.
(© 2013 Published by Elsevier Inc.)
Databáze: MEDLINE
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