Throughput - it is merely how efficiently a patient travels through a continuum of care from the time the patient enters the organization until they are discharged from care.
Ok....Although we could talk all day on how to improve an organizations throughput and
1. there are many methodologies one can use to measure the success of changes that are made
2. Many types of teams can be formed to "talk" about what needs to be accomplished in order to improve patient throughput.
3. There can be committees developed by other committees in order to produce a recommendation to improve patient throughput.
4. Then we can "assign" a champion to oversee this thoughput issue.
5. The champion can develop many criteria to actually improve throughput.
So why - do we have such a hard time convincing our board or CEO/CFO to invest in resources to improve this?
I believe first, the CFO can be a barrier (not all). But unless we have a ROI mapped out, which is only successful if the senior leadership is on board, will any ROI come true. So then the CFO will not allow or stop any monetary commitment to such paradigm change. Second, I believe no one wishes to stir the pot. Last, I believe that those who are long time employees can be the best asset or worst employee in an organization. Change can be difficult and those who are "comfortable" don't want the boat rocked.
What to do - Oh what to do? Well, I believe that the best an organization can do to improve throughput is to HOLD FOLKS ACCOUNTABLE. Then one may ask how do we do this? (then the whole committee for a committee thing comes up again.) HEY LEADERSHIP!!!! it is time to be leaders and hold your folks accountable - no matter their longevity. Just remember, no one can rock the boat if they are not on the boat to begin with.
We set measures constantly and then there are some that are set for us. What a great place to start! Then set some internal measures - POST THEM for ALL to see. Next, it should be part of everyones employee evaluation (monthly, quarterly and annually). My favorite part is REWARD those publicly (if that is ok with them) for their efforts and be specific. Do not reward your poor performers. Your attention needs to be on those who are your best performers - yes attitude can make one your poor performer or your best performer.
I guess this blog is just me venting - but we don't need a bunch of flavors of the month to make things happen. If it is measured then it will get attention and improve; if you hold people accountable for the measure then it will sustain.