Frontline Associate Intervention
Inpatient Satisfaction Index increased 19 percentage points in 5 months.
Outpatient scores for efficiency and courteousness of staff increased 13 percentage points in 6 months.
Utilisation of pneumatic chute in wards increased 36 percentage points in 6 months.
Punctuality of Consultant Doctors in the Outpatient Department increased by 11% in 3 months.
Communication between departments has improved.
Quality of data being captured has improved.
Many initiatives were successfully completed by departments which included:
- An integrated electronic Complaint Management System being implemented to manage interdepartmental issues and ensure a smooth process to create patient delight.
- An average of post training scores of 77% was achieved for Customer Care Associates peer training that helped with team building and improved understanding of policies, procedures and processes.
- Green OT Certification, which is important for patient satisfaction scores, was obtained.
Context and challenges
Wockhardt Super Speciality Hospital, Mira Road, is a 350-bed multi-speciality tertiary care hospital with some 520 employees. The hospital addresses health concerns of millions of people and ensures that LIFE WINS.
A Service Assurance Program implemented in 2015-16 delivered significant results for the hospital. The contribution that facilitation played in the project was recognised in 2016 through a Silver Facilitation Impact Award.
In December 2016, the CEO indicated it was important for the results achieved from the Service Assurance Program to be sustained. The key challenges identified were to:
- Sustain Patient Satisfaction Index scores.
- Reinforce a culture of team work to minimise interdepartmental conflicts.
The objectives were to:
- Sustain and increase Patient Satisfaction Index scores.
- Iron out departmental and interdepartmental issues to ensure smooth operational processes to create patient delight.
The approach involved three phases over a 12-month period.
Phase I involved 7 days of facilitated workshops:
- the first two days focused on bringing 86 Frontline Team Leaders together to work towards the objective and identify possible actions
- the third, fourth and fifth days involved 15 2-hour workshops with all employees voting on which actions to take first
- the sixth and seventh days involved each department using the outcome of the voting process to develop action plans to achieve the objectives.
Phase II involved facilitated discussions, using the ORID method, to understand action plans and review progress against agreed goals. An initial review was held 15 days after action plans were agreed and monthly reviews were held for a three-month period.
Phase III involves ongoing monitoring and evaluation. Reviews are currently being held every two-months and these will continue for the remaining six months of the project. The framework has been presented in the form of measurable steps; hence, any deviation from goals will be identified immediately so steps can be taken to resolve any problems and get back on track.