Great data reduces costs - learn how!

goShadow’s ability to tap into data consistently identifies pain points that otherwise may have developed into employee and stakeholder barriers to engagement and productivity or low patient satisfaction. The goShadow approach to stakeholder analysis is through co-design methodologies that have been tried and tested to hardwire a culture that develops, supports, and measures person-centered care practices and workforce wellbeing. 

The Co-Design Champion Course is a leading method for teams and leaders to learn the importance of  person-centered methodologies. Participants are able to receive coaching on data collection best practices that can lead to current state perception mapping, gap analysis, identification of shared experiences and values, and allow stakeholders to co-create solutions that enable a state of workplace wellbeing and great culture. 

goShadow’s two premier data collection tools, which are also taught in the Co-Design Champion Course, include shadowing and asking “What Matters To You?” of patients and staff. Shadowing is a way of allowing clinicians to take a step into their patients shoes to discover and break down silos in care to improve patient outcomes, experiences, and operational efficiency. goShadow also performs qualitative data collection tools such as “What Matters To You?” taught in the course, equipping participants with the necessary skills to  accurately assess the values of all stakeholders, from family, to patient, to physician. 

Using quantitative shadowing data from observing patient and clinician pathways, goShadow was able to determine ways for processes and workflows to improve length of stay (LOS), and readmission rates which directly impact the bottom line. By shadowing people, processes, and places, goShadow identifies before unseen pain points that lead to successful improvement strategies. goShadow’s shadowing tools have been instrumental in improving efficiencies in UPMS’s high volume total joint practices. 

The University of Pittsburgh Orthopaedic Department founded in 1953 serves both adults and children. The department is high-volume and strives towards technological and biological advancements in their field. goShadow worked with the team to shadow 3 high-volume surgical facilities to create process maps of staff workflows for total joint replacements procedures. goShadow used a combination of quantitative and qualitative analysis to engage stakeholders to co-design ideal staff workflow and patient-centered resources creating operational efficiency. It was found that gaps in communication amongst staff and unanticipated questions from patients that could have been answered prior to the day of the operation resulted in up to 30 minutes of delays in the preoperative holding area, ultimately delaying operation start times. 

Why does 30 minutes of delay matter? The loss of 1 minute of operating room time can cost up to $100 per minute or $6,000 an hour according to an analysis from Administration of Perioperative Services in the fall of 2007 (Strate, 2018). With costs this high, delayed first case start times and inefficient room turn over can cost an organization nearly $10M annually. UPMC’s Orthopaedic Department was noticing some operational inefficiencies and decided to consult goShadow to find problems and propose solutions.

Using quantitative data collection of times, people, and places involved in operational workflows, goShadow was able to report significant findings after just 2 days in each facility. By pointing out these inefficiencies, the three orthopaedic facilities began managing communication pre-operation that assessed the gaps that previously resulted in re-work and downtime. Following these improvements, efficiency of on time starts the  day of surgery increased by over 20%, leading to savings of tens of thousands of dollars in operating revenue daily. 

To improve the outcomes, operations, and cost savings in your area use our free tools and contact us to get started! 

The cost of a lost minute in the or. Access. (2022, February 24). Retrieved October 6, 2022, from 

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Posted on

October 12, 2022