Скачать презентацию Joslin Diabetes Center Affiliates Excellent Customer Service August Скачать презентацию Joslin Diabetes Center Affiliates Excellent Customer Service August

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Joslin Diabetes Center Affiliates Excellent Customer Service August 21, 2008 Joslin Diabetes Center Affiliates Excellent Customer Service August 21, 2008

Agenda § Overview § Customer Service Audiences: Patients Ø Physicians & Other Providers Ø Agenda § Overview § Customer Service Audiences: Patients Ø Physicians & Other Providers Ø Colleagues & Co-Workers (internal) - Staff in referring practices in your institution - Institutional Support Staff (Registration, Facilities, Billing, etc. ) Ø External environment - External community practice staffs - Visiting Nurses - Social Workers - Assisted living facilities - Nursing homes - Any other patient referral sources Ø 2

Team Care • Team Concept of Delivering Care is Crucial for a Successful Patient Team Care • Team Concept of Delivering Care is Crucial for a Successful Patient Experience¹ 3 • Define “What Makes a Healthcare Team? ” • People working to provide the best healthcare services possible • Define “Who is the Healthcare Team at the Joslin affiliate? • (Doctors, nurse, medical records, x-ray & lab, IS department, mail room, business office, facilities staff, receptionists; each member of the team is a valuable asset to the affiliate) • Define “Why do we have Team Care? ” • Because a team is more than the individuals added together – there is synergy among the team members that makes the care provided better and more effective. • Define “What does the Team do at the clinic? • It does whatever it takes to provide top quality care to each patient ¹From MGMA publication, quoting Berkowitz, article, 2004

Team Care & Collaboration: Following Dr. Joslin’s Model n. Experience, the nurse, the doctor, Team Care & Collaboration: Following Dr. Joslin’s Model n. Experience, the nurse, the doctor, the parents, grandparents, brothers and sisters working together will finally bring success. -Elliott P. Joslin, MD, 1934 4

Joslin Team-Based Approach to Patient Care (graphic used with permission of Dr. Arvind R. Joslin Team-Based Approach to Patient Care (graphic used with permission of Dr. Arvind R. Cavale) 5

The Patient Experience § Create and maintain a Culture of Service Excellence Ø Assess The Patient Experience § Create and maintain a Culture of Service Excellence Ø Assess & Measure: Courtesy & Helpfulness of Staff - Assess current operations - Set performance standards focused on the patient experience - Redesign jobs - Assess incumbents - Train/Monitor/Coach/Replace Staff - New Hires Expected to attain performance standards 6

The Patient Experience § Eight ways to make a customer service program fail: 1. The Patient Experience § Eight ways to make a customer service program fail: 1. 2. 3. 4. 5. 6. 7. 8. Jump into a service improvement program without the support of physician leaders Battle an organizational chart that does not value service delivery Make a big deal out of customer service, then don’t follow through Don’t repair the operational processes that cause patient dissatisfaction or lower employee morale Hire for technical skills only and expect staff to acquire customer service skills on the job Train only front-office staff, not other staff and clinicians Don’t hold staff meetings that include both front and back office personnel Forget to encourage providers to than staff who solve customer service problems 5 MGMA Conexxion, Vol. 3, Issue 7, August 2003, Robert Redling, MS, MGMA Senior Writer 7

The Patient Experience § There are 3 Different Component Areas to A § Patient The Patient Experience § There are 3 Different Component Areas to A § Patient Visit: Pre-Visit Ø Ø Ø Staff should have flawless phone manners (answering patient questions, making appointments, etc. ) Simplify obtaining referral form (ask for fax #; send it to Primary Care Physician) Send patient a personal welcome letter Send information introducing clinician names, / signed by Center Administrator Send organized packet of materials: - Coordinate colors and design of materials - Provide refrigerator magnet in mailing - Initiate follow up phone call to assess receipt of packet and to answer any questions 8

The Patient Experience § Arrival Ø Greet promptly Ø Always use patient names Ø The Patient Experience § Arrival Ø Greet promptly Ø Always use patient names Ø Avoid sign-in sheets Ø Tell patients expected wait time (exceed slightly if needed) Ø Reception area: - Spotless & Orderly - Current magazines, Wall art, other displays - Assess staff • Proper clothing and name tags • Bathrooms! – More like a fancy hotel; less like a clinic • Music (choose carefully!) • Water / Coffee / Tea / Flowers • Television 9

The Patient Experience § Visit (Physician, NP, Education 1: 1 or class) Ø Clarify The Patient Experience § Visit (Physician, NP, Education 1: 1 or class) Ø Clarify expectations for patients and others Ø Provide personalized packet Ø Provide Certificate for “completing” class or 1: 1 Ø Treatment room/classroom: - 10 Should be spotless Minimize clutter in room Display Credentials / certificates Minimize product material / ads in room Provide comfortable chairs & adequate personal space Encourage input & feedback from patients and others

The Patient Experience § Wrap-up / Post visit Ø Exit /discharge: - Thank patient The Patient Experience § Wrap-up / Post visit Ø Exit /discharge: - Thank patient for coming - Ask if additional assistance would be helpful - Invite to complete satisfaction survey Ø Post-visit - 11 Periodic mailings or emails (newsletters, announcements) A “gift bag” (samples, logo gift, etc) Thank you for coming card (hand-signed) Annual card (birthday / Thanksgiving) Incentive for referring a friend (one referral, a thank you note; two referrals, flowers)

Physician Contributions to Customer Service § Key to engaging physicians in creating a better Physician Contributions to Customer Service § Key to engaging physicians in creating a better experience for their patients involves: Ø Connecting the effort to the physicians’ agenda (such as quality, safety, patient compliance); Ø Using credible data to drive improvement in a culture of transparency; and Ø Active, consistent support and training on key communication skills with patients 2 MGMA Connexion-August 2008, p. 37 12

Physician Contributions to Customer Service § There is a compelling case for physicians to Physician Contributions to Customer Service § There is a compelling case for physicians to embrace service to patients: Ø Physician communication skills heavily influence patient compliance and affect clinical outcomes Ø Physician conduct and communication – rather than poor clinical outcomes – are the principal predictors of malpractice risk Ø The cost of acquiring a new patient is five to seven times greater than retaining current ones Ø A strong physician-nurse relationship is a competitive advantage that drives clinical outcomes, patient safety and staff retention; and Ø Collegiality and collaboration among physicians are predictors of organizational success and drive physician satisfaction, performance and willingness to embrace organization values 3 Taken from MGMA Connexion, August, 2008, p. 39, quoting Beeson, SC. Practicing excellence: A physician’s manual to exceptional health care. 2006, Fire Starter Publishing; Gulf Breeze, FL. , 201 pp. 13

Physician Contributions to Customer Service § Center Administrators can help physicians & staff turnaround Physician Contributions to Customer Service § Center Administrators can help physicians & staff turnaround customer service performance by: Ø Assessing the medical practice’s culture Ø Advising physician leaders of the current culture’s positive or negative impact on patient satisfaction Ø Helping physicians to understand accept efforts to improve service delivery Ø Sharing best practices in service delivery at meetings and informally Ø Praising publicly those who provide good customer service Ø Training staff to handle customer service problems; and Ø Giving immediate feedback to those who provide good customer serivce Ø Remember “Customer service is not a department, it is an attitude” 4 MGMA article, authored by Jeffrey Peters, MGMA member and President, Health Directions LLC, Chicago 14

Physician Contributions to Customer Service § “Every doctor should work as a waiter; when Physician Contributions to Customer Service § “Every doctor should work as a waiter; when you rely on tips, you quickly learn how to make customers happy” 6 Ø “Satisfied customers will tip their wait staff, as well as likely return to the restaurant. The customers will tell friends and business will flourish. This is not unlike how healthcare operates. ” 6 § Remember: Ø “The average wronged customer will tell 25 others about the bad experience. ” 7 6 From ACMPE paper, June, 2006 by Kelley Suskie, MHSA, FACMPE, quoting Joseph Wassersug, “Every Doctor should work as a waiter: when you rely on tips, you quickly learn how to make the customer happy”; Medical Economics, 2006. 83(4): p. 40 7 From MGMA Conexxion, August, 2008, p. 38 15

External Customers § External customers also drive patient referrals to Joslin affiliates § External External Customers § External customers also drive patient referrals to Joslin affiliates § External customers should be treated in the same manner as Joslin patients and referring providers § Hospital administration needs to focus organizational commitment to obtain an understanding of the current customer service environment and assessing the need for improvements/changes 16

External/Internal Customers § Excellent external/internal customer service means ØJOSLIN - Just taking that extra External/Internal Customers § Excellent external/internal customer service means ØJOSLIN - Just taking that extra step for the customer – this institutional approach to customer service is implemented organizationally - Over the top customer service is not a program but an organizational culture that is supported and maintained for all internal and external customers - Service excellence is the norm rather than the exception - Leadership commitment provides rewards for excellent service throughout the institution - Innovation regarding customer service is encouraged and implemented throughout the organization - Novel solutions to customer service issues are rewarded 17

REMEMBER § Patients, referring physicians and others have a choice when it comes to REMEMBER § Patients, referring physicians and others have a choice when it comes to their healthcare § Always focus on putting the customer first whether that customer is: the patient Ø referring provider Ø or external individual or organization Ø 18

Discussion § Affiliate experiences, comments 19 Discussion § Affiliate experiences, comments 19