Reducing Delays in VTE Care: A Performance-Driven Approach to Patient Outcomes
Venous thromboembolism (VTE) significantly impacts patient outcomes and healthcare systems, with 900,000 U.S. cases annually, leading to 300,000 deaths. Our current workflows delay vascular ultrasounds, extending outpatient waiting to six weeks. This DFSS project used performance improvement strategies to evaluate fiscal feasibility of a dedicated DVT Clinic to streamline outpatient venous studies. Using projected volumes and cost analysis, a proforma demonstrated financial sustainability and improved care access. Given regional population growth and rising demand, establishing a DVT Clinic presents a strategic opportunity for our healthcare system to enhance service capacity, reduce delays, and optimize financial performance while improving patient outcomes.
Problem: The strain on healthcare resources and delayed access to timely vascular ultrasounds for suspected VTE patients due to the backlog created by prioritizing emergency and STAT outpatient venous exams. This project analyzed the financial viability of a DVT Clinic to expedite care and optimize hospital efficiency while remaining fiscally sustainable.
Measurement: Evaluation of internal/external voice of customer to ensure need for new service line. Measurements involved analyzing historic exam volumes to determine viability of existing service line remains with new service line creation. We ensured wait times for legacy/new service lines were minimized, and financial viability remained using a proforma analysis.
Analysis: Utilization of Defined for Six Sigma methodology to bring together internal stakeholders to evaluate need for creation of new DVT Clinic. The analysis utilized descriptive statistics for historic Order to Exam (O2E) times, multilevel process mapping, local competition analysis, and proforma financial modeling to assess revenue and expenses.
Implementation: A DVT Clinic was proposed to reduce O2E times and improve workflow efficiency. Obstacles included resource allocation and scheduling conflicts. This was addressed through multilevel process mapping for future patient flow, billing, medical complication reporting, and financial analysis. Those findings were reviewed by executive-level leaders and advanced to capital budgeting.
Results/Discussion: The creation of a DVT Clinic projected reduced O2E times, improved patient access, and a $172,642 net gain in FY1. Proforma analysis was critical to these findings. Sustaining results involves continuous monitoring of operational and financial metrics to optimize workflows and adapt to evolving patient volumes and system demands.
Speakers
Charge Vascular Technologist - Spartanburg Regional Healthcare System
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Performance and Process Improvement
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Location Virtual
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Organizer NAHQ Next
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