Your HIM Department Is Implementing An EHR System Which Requ

Your HIM Department Is Implementing An Ehr System Which Requires Docu

Your HIM department is implementing an EHR system, which requires document imaging (scanning) of dictated reports, H& P, discharge summaries, and OP reports. Scanning began six weeks ago and you have been tracking your employees' actual production during those first six weeks (see the table below). Using this data, calculate an internal benchmark. Evaluate and support how this data can be used to provide feedback to employees and positively impact performance for the next six weeks. Prepare a report for your Vice President outlining the productivity of your “prep team” for their first six weeks and support a recommendation for staffing for the next six weeks based on expected performance compared to the internal benchmark and the known workload of 394,524 pages to be prepped.

This is a new function for your department, and you want to compare your internal productivity benchmark to external benchmarks as you plan for the upcoming year. Research external productivity standards and guidelines for scanning, using sources such as the AHIMA article “Benchmarking Imaging: Making Every Image Count in Scanning Programs” by Rose Dunn, RHIA, CPA, FACHE, found on the AHIMA website. Utilize this information to establish external benchmarks and suggested KPIs as a starting point. Develop a plan to monitor, evaluate, and report overall scanning productivity using key performance indicators (KPIs) at at least three points in the workflow. This plan should include how each KPI relates to workflow processes and why it’s critical for monitoring and improving productivity.

Paper For Above instruction

Implementing a new electronic health record (EHR) system introduces various operational challenges, particularly in the domain of document management and scanning efficiency. The initial six-week evaluation period of the HIM department’s prep team provides crucial data to establish internal benchmarks, essential for measuring productivity, identifying areas for improvement, and setting realistic targets for subsequent periods. This paper explores the calculation of the internal benchmark, its application in feedback mechanisms, and how it informs staffing decisions. Additionally, it discusses the importance of external benchmarks, referencing authoritative sources like the AHIMA publication “Benchmarking Imaging,” to contextualize internal performance and guide strategic planning.

Internal Benchmark Calculation

The productivity data for the prep team during the first six weeks include individual volumes and work hours. By calculating the average number of pages prepped per employee week, we establish an internal benchmark. Suppose the weekly data shows: George prepped 95 pages, Laura 102, and Karen 94, with all working comparable hours. The group’s average productivity is computed as (95 + 102 + 94) / 3 = 97 pages per week. To establish a stretch goal that encourages continuous improvement, this average can be set at a midpoint between this average and the highest individual productivity. The highest productivity among these employees is 102 pages by Laura. Therefore, the stretch goal is (97 + 102) / 2 = 99.5 pages, rounded to 100 pages for simplicity. This internal benchmark serves as a realistic yet aspirational target for the team in upcoming weeks.

Use of Internal Benchmark for Feedback and Performance Enhancement

Communication of this benchmark to the prep team enables targeted feedback, motivation, and accountability. Performance reviews can highlight individual contributions relative to the benchmark, recognizing high performers like Laura and identifying those who may benefit from additional training or support. Establishing clear expectations based on the benchmark fosters a culture of continuous improvement. Over the next six weeks, tracking actual production against this benchmark allows managers to identify trends, address inefficiencies, and implement process improvements. Moreover, setting individual and team goals aligned with the benchmark can enhance engagement, reduce bottlenecks, and optimize workflow, ultimately elevating overall productivity.

Workload and Staffing Recommendations

The known workload requires processing 394,524 pages within a specific timeframe. Based on the internal benchmark (approximately 100 pages per employee per week), the number of staff needed to meet this demand can be calculated. Dividing total pages by weekly productivity per employee: 394,524 / 100 ≈ 3,945 employee-weeks. If the current team consists of three employees, the capacity over six weeks is 3 employees 6 weeks 100 pages/week = 1,800 pages, which indicates a significant staffing shortfall. To meet the workload, additional staff or overtime must be planned. For example, to complete 394,524 pages in six weeks, a team of approximately 20 employees working at 100 pages per week would be required (394,524 / (20 * 6)) ≈ 3,290 pages per employee, suggesting that staffing should be scaled accordingly.

External Benchmarking and Key Performance Indicators (KPIs)

To contextualize internal performance, referencing external standards is vital. The AHIMA article suggests KPIs such as pages prepped per employee day, error rates, turnaround times, and accuracy rates. External benchmarks vary but often stipulate a productivity range of 80–120 pages per day per employee, depending on complexity and technology. Incorporating external benchmarks enables setting realistic, competitive goals that align with industry standards.

Monitoring the workflow with KPIs at multiple points provides actionable insights. Proposed KPIs include:

• Prepping Stage: Pages prepped per employee per shift. This measures individual efficiency and identifies training needs.
• Quality Control: Error or rework rates. High error rates can signal training gaps or workflow issues, impacting overall productivity.
• Final Review and Processing: Turnaround time from scanning completion to data entry. This KPI ensures the process remains on schedule and highlights bottlenecks.

Linking these KPIs to workflow steps emphasizes their significance: for instance, consistently high pages per shift indicate efficiency, while low error rates correlate with accuracy and data integrity. Regular monitoring facilitates adjustments, targeted training, and process optimization, all key to sustaining productivity growth.

Conclusion

Effective benchmarking—both internal and external—is imperative for aligning the HIM department’s scanning productivity with organizational goals and industry standards. By calculating a realistic internal benchmark based on initial data, providing meaningful feedback, and adjusting staffing accordingly, the department can enhance efficiency and meet workload demands. Incorporating external benchmarks and KPIs at key workflow points further supports continuous improvement, ensuring the department remains competitive, efficient, and compliant with regulatory expectations in healthcare information management.

References

• AHIMA. (n.d.). Benchmarking Imaging: Making Every Image Count in Scanning Programs. American Health Information Management Association. Retrieved from https://www.ahima.org
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