Reduction of waiting time in municipal rehabilitation
Workflow analysis and design in connection with reducing the waiting time for municipal rehabilitation according to the Health Act §140
Client: Brøndby Municipality, Brøndby, Denmark
The
Challenge
The Training center wanted to reduce the waiting time for municipal rehabilitation. They wanted a solution that was to be durable and long term as oppsoed to just employing more staff.
The
Result
Symmetric performed a tailor-made workflow analysis and design process.
· Uniform workflows.
· Better working environment.
· Focus on continuous improvements.
· Average waiting time for start-up times from 15 days to 4 days.
· 0 cases with exceeded waiting times at project completion.
· 72% of all rehabilitation plans started within 10 days.
· Median waiting time reduced from 10 days to 4 days.
Brøndby Municipality and Training Center Brøndby were allocated funds to run a project. In this connection, Symmetric was contacted. Brøndby chose Symmetric based on our experience, competencies and knowledge within optimisation of workflows with a focus on ensuring efficient utilisation of resources and competencies.
The analysis resulted in a library of workflows, points of attention, solution design and a decision proposal for the design of new workflows. The design activities were in close collaboration with employees and citizens, thereby creating involvement and ownership relating to implementing the new workflows.
Opsart
Kick off
Design
Design
Workflow
analysis
Implementation
Evaluation
&
Follow up
The task was to carry out a detailed workflow analysis with associated design activities. The purpose was to first get an overview of workflows and realisable potentials with reducing the waiting time for rehabilitation. This was done by conducting observational studies and analysing the therapists' workflows from start to finish with rehabilitation courses. Ie from receipt of rehabilitation plan to call for start-up, booking of future times, documentation and registrations.
The analysis resulted in a library of workflows, points of attention.
Timeframe
Ressources
Catalog workflow
Future
workflow
Education
Evaluation-
repport
Attention-
points
Implementation-plan
Updated workflow
These were included in the next face, which consisted of designing future workflows using the Symmetrics method of workflow design. Workshops were held with employees to ensure employee engagement. The design activities were in close collaboration with employees and citizens, thereby creating involvement and ownership relating to implementing the new workflows. The result was a decision-making proposal and an implementation plan.
Implementation plan and workflows were approved by the management after which the employees were taught the new workflows.
The project was concluded with a report with a description of the existing situation and the newly designed workflows, evaluation of these and recommendations for further work. About how to keep momentum when implementing, keeping focus on continuous improvements and not least reducing the waiting time further.
