Founded in 1811, Massachusetts General Hospital (MGH) is the third oldest hospital in the United States, and the largest hospital in New England. Located in the heart of Boston, MGH is a 900-bed premier academic medical center, affiliated with Harvard Medical School. MGH is dedicated to providing high-quality care for their patients.
MGH wanted to replace its antiquated Case Management information system, which supported processes such as Census Management, Utilization Review, Facilitation of Care, Referral Processes, and Payor Requests for over 100 users. Hospital executives wanted to take the opportunity to improve operational processes and adopt a process-driven approach. In addition, MGH wanted to complete the information systems (IS) solution selection in a shorter amount of time than usual.
Process Mapping: Prior to improving MGH’s processes, it was important to understand their current state of operations. Working side by side, Tefen and MGH’s Case Management Unit developed a comprehensive process mapping, identifying six groups of processes with 31 sub processes.
• Process Re-Engineering: Tefen and MGH mapped out each process to identify non-value added activities embedded in the old information system, and highlighted the gaps that needed to be filled in the new system. The comprehensive process analysis ensures that the new system will not only support users’ needs, but also will help to increase efficiency and effectiveness.
A few areas for improvements include:
System Specifications: Upon defining the new processes, it was essential for the new system to support the redesigned processes. In addition, it needed to be customizable to include the desired configuration, fields, and reports that would support MGH’s goals. Tefen created a comprehensive specification document, encompassing all processes and configuration requirements for the newly implemented system.
System Selection Process: After the specifications were complete, MGH needed to find a provider that would support their needs. The system selection process was comprised of three steps:
Performance Excellence Delivered
After the vendor was selected, MGH experienced the following:
Reduced Timeline for Vendor Selection: MGH was able to select there IS within 12 weeks, rather than the expected 7-11 months time.
Productivity Improvement: Overall, the new IS system improved productivity 25%, through:
These productivity improvements allow the CM unit to avoid additional staffing costs. By applying this process-driven methodology, the unit can support the new processes without increase staffing costs.
Development of Key Performance Indicators: Re-engineering of processes highlighted several KPIs that allowed management to monitor the area’s performance. Furthermore, hospital management received a clear picture of the overall improvement taking place in the operational area.
The solution we chose was very different than the one we originally had. The process that we went through taught us new ways to be more efficient and manage our resources. This is a must do exercise for any large investment.
– James Noga, Chief Information Officer, Massachusetts General Hospital