GRANVILLE-VANCE DISTRICT GRANVILLE-VANCE DISTRICT
HEALTH DEPARTMENT HEALTH DEPARTMENT
Where the “WIC” Things AreWE HAVE SOLUTIONS!!!
THE QUALITY IMPROVEMENT THE QUALITY IMPROVEMENT TEAMTEAM
CORE TEAM MEMBERS:
DEBORAH GRIFFIN, RN, CARE MANAGEMENT
CASEY CHAMPION, REHS - ENV. HEALTH
LOU ANN ELAM, RN - CLINIC NURSE
BILLIE JAMES, MANAGEMENT SUPPORT
LAUREN FAULKNER, WIC NUTRITIONIST
SHASHEENA ATKINS- HEALTH EDUCATOR
HEALTH DIRECTOR – LISA M. HARRISON
AD HOC MEMBERS –
MESINA REDDISH, WIC SUPERVISOR
WENDY MILON, WIC STAFF
SPECIAL ADVISOR - JAMES GOOCH, DRPH
WHAT WE NEEDED TO CONQUER
• LONG WAITING TIME FOR WIC CLIENTS
• PERIODS OF “DOWNTIME” FOR WIC STAFF
• IMPROVING CONFIDENTIALITY FOR WIC AND CLINIC CLIENTS
• INADEQUATE PHONE SYSTEM IN WIC OFFICE
• LACK OF ACCOUNTABILITY FOR HANDLING OF PHONE MESSAGES
• FLAWED FLOW PATTERN TO THE VISIT…EXCESSIVE WALKING BETWEEN CLINICS
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OUR AIM…OUR AIM…
TO IMPROVE THE OVERALL WIC EXPERIENCE FOR THE WIC CLIENT
AND WIC STAFF. THIS WILL BE ACCOMPLISHED BY
INCREASING THE EFFICIENCY OF THE VISIT AND ENHANCING STAFF
PRODUCTIVITY. WE WANT TO ELEVATE THE CLIENT
AND STAFF SATISFACTION WITH THE MANNER IN WHICH SERVICES ARE
OFFERED.
OUR GOALS
• DECREASE OVERALL LEAD TIME FOR WIC ASSESSMENT
• DECREASE OVERALL CYCLE TIME FOR WIC MEASUREMENTS
• DECREASE THE NUMBER OF STEPS STAFF TAKE TO RETRIEVE CHARTS.
• INCREASE RATE OF RETURN CALLS BY WIC STAFF
• IMPROVE WIC CLIENT SIGN-IN PROCESS
• IMPROVE CLIENT SATISFACTION WITH THE WIC VISIT
• IMPROVE STAFF SATISFACTION 5
OUR JOURNEY TO THE OUR JOURNEY TO THE SUMMITSUMMIT……
KAIZEN EVENT RESULTS
OUR FOCUS:
IDENTIFYING A SPACE IN AN ALREADY SMALL HEALTH DEPARTMENT TO CREATE A SPACE FOR WIC TO DO THE HEIGHT AND WEIGHT ASSESSMENTS.
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KAIZEN EVENT RESULTS
OUR ACCOMPLISHMENTS:IDENTIFIED A SPACE FOR WIC TO MOVE THE ASSESSMENT
EQUIPMENT BUT HAD TO WORK OUT DETAILS. INTRODUCED A NEW “FLOW” PATTERN FOR CLIENTS TO SIGN IN
THAT DECREASED STEPS FOR THE CLIENT. ADJUSTMENTS MADE TO THE WIC PHONE LINE UNTIL FUNDS
CAN BE APPROPRIATED TO UPDATE PHONE SYSTEM, A BILINGUAL MESSAGE ADDED.
COLLABORATED WITH MANAGEMENT SUPPORT IN DEVELOPING A PLAN THAT ALL CHARTS PULLED FOR WIC ARE ACCOUNTED FOR AT THE END OF EACH DAY.
PROJECT MEASURESPROJECT MEASURES DECREASED LEAD TIME FOR APPOINTMENTS IMPROVED PROCESS FOR OBTAINING CHARTS THAT IMPROVED EFFICIENCY OF WIC
STAFF. IMPROVED STEPS FOR CHART RETRIEVAL AND RETURN RATE.
BEFORE AFTER
KEY IMPROVEMENTSKEY IMPROVEMENTSTelephone with a new second line with rollover and a bilingual message
Filing Cabinets
Charts pulled daily and put in portable box
New Sign In Process
Old Sign In Process
Old Height & Weight Room shared with Clinic Nurses
New Height & Weight Room next to WIC The New Signal
Process
WHAT WE LEARNED OUR “AHA” MOMENTS OUR CHALLENGES
• THE WILLINGNESS OF OTHER EMPLOYEES TO ADAPT TO CHANGES BROUGHT ABOUT BY OUR PROJECT.
• WIC HAS A SMALL SPACE TO ACCOMMODATE A LOT OF PEOPLE.
• QI AND ACCREDITATION PROCESSES COMPLIMENT EACH OTHER.
• OUR PDSA’S OVERLAPPED AND REQUIRED GOOD COMMUNICATION TO ENSURE OUTCOMES.
• TEAM DYNAMIC BROUGHT MUCH EXPERIENCE, UNDERSTANDING AND APPRECIATION.
• H.D. STAFF ASKING WHAT WE WERE DOING NEXT!
• TIME, TIME, TIME
• ROLLING WITH RESISTANCE
• COMMUNICATION- MAKING SURE THE MESSAGE IS DELIVERED.
• CULTIVATING THE QI CULTURE AND INTERSPERSING IT THROUGHOUT THE HD WITH SUCCESS
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GRANVILLE VANCE DISTRICT HEALTH DEPARTMENT
RETURN ON INVESTMENT (ROI)TANGIBLES AND INTANGIBLES
OVERALL IMPROVEMENT OF WIC VISIT
• CYCLE TIME IMPROVED
• LEAD TIME IMPROVED BY 30.7% AS A RESULT
• IMPROVED FLOW OF WIC CLINIC
• INCREASED CONFIDENTIALITY TO WIC CLIENTS
POTENTIAL TO ADD TO WIC CLIENT-BASE
•INCREASED CAPACITY TO GROW WIC PROGRAM
•NO ADDITIONAL COST TO WIC PROGRAM TO INCREASE CAPACITY
•POTENTIAL QI PROJECT TO IDENTIFY MARKETING STRATEGIES TO REACH POTENTIAL CLIENTS
IMPROVED PRODUCTIVITY
• TIME SAVING PRACTICES ENHANCE STAFF PRODUCTIVITY
• IMPROVED COMMUNICATION THAT WILL FOSTER CQI IN WIC IN THE FUTURE.
• COLLABORATION WITH OTHER HEALTH DEPARTMENT UNITS
ROI CALCULATIONS• REALLOCATION OF STAFF TIME:
• 20 MINUTE OF REALLOCATED STAFF TIME DUE TO DECREASED WIC PATIENT LEAD TIME
• 20 MINUTE (LEAD TIME SAVED) X 2,486 (TOTAL CASELOAD X 2 ASSESSMENTS/YEAR = 49, 720 MINUTES
• 49, 720 MINUTES / 60 MINUTES = 829 HOURS
• 829 HOURS X $26.66 (2 PA STAFF SALARIES PER HOUR) = $22,101.14
• 96 DAYS (1/2 STAFFED IN WIC) = 96 X 7.5 (HRS PER DAY) =720 HOURS
• 720 HOURS (1 FULL STAFF) X $13.33 (1 PA HOURLY SALARY) = $9, 597.60
• $22,101.14 (2 PA SALARIES) - $9,597.60 (1PA SALARY) = $12,503.54 (TOTAL SAVINGS)
THANK YOUSO THIS IS WHERE WE LIVE AND ARE EVOLVING!!!!