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Integrated Management System....(IMS)
The Integrated Management System transforms data into management information and puts it on the desk top of your management team. No longer will you or your staff need to spend hours or possibly days searching for valuable information. The System allows you to view the information at various levels within the organization from the total Hospital to the VP level and then to the cost center level with a click of the mouse. Managers can review their cost center data on one summary screen. This screen shows how the cost center is performing on a pay period or monthly basis. You can drill down on the high level numbers to get the detail for such things as the procedure level of the volume, and FTE to payroll employee detail. All information is trended. Management is trained to focus on a 3 pay period trend to detect areas requiring attention.
The objectives:
| • Productivity labor analysis comparing workforce requirements to actual levels. Manpower is driven by patient demand. |
| • Benchmark across the hospital system |
| • Intranet deployment to assure data availability to all management staff from the department manager to the CEO |
| • Managers input indirect activities and comment on reasons for productivity and expense variances. These action plans should focus on increasing productivity and controlling expenses |
| • Develop procedure based time standards. Managers assist in conducting and approving engineered time standards for procedures. |
| • CEO’s and management are responsible for ensuring FTE variances are resolved. |
| • On-line timely expense analysis |
Improvements experienced by our current users :
| • Maximized Productivity- Implementation requires top down focus. System support personnel work together to create a stand alone system that consolidates vital data on a timely basis. Managers band together to share knowledge, ultimately maximizing productivity. |
| • Reduced Labor Costs- By maximizing productivity, labor costs are reduced. Managers now have a quick easy and understandable way to review and analyze their expense data on a timely basis. |
| • Reduce Variable Operating Expenses- Volume adjusted expense data is reviewed based on what is needed instead of budget to actual. |
| • Accountability- Managers that have FTE and expense variances submit reasons and action plans to upper management. Subsequently, reasons delve into process issues: scheduling problems, late personnel, poor equipment, and ancillary support mishaps. Administration is held responsible for eliminating these barriers to progress. Managers are encouraged to improve their processes. |
| • Increased Staff Satisfaction- Flexing of staff ensures you have the correct amount of staff when needed. |
| • More effective budgeting process- Budgets are now completed across all hospitals using the same methodology. Historical and estimated actual data is used to reduce budgeting turnaround time. Most managers can complete their budgets in less than 2 hours. |
Conclusion:
Department managers can now spend more time improving processes and perfecting patient care, and less time searching for data.
Hospital system management information can be harnessed to drive lower health care costs. Data can be collected, organized and compared to budget and/or history to reinforce appropriate staffing levels. This data is put in the hands of department managers. Their charge is to take a proactive stance to ensure staffing levels and operating expenses are in line with department work loads. Staffing levels must be adjusted on a timely basis to ensure the hospital business stays on course. Staffing levels should be reviewed on an ongoing basis. Benchmarking of similar cost centers is crucial to best practice sharing.
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