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Endoscopy Scheduling system
                WSHT
Introduction
   Background
   Current working practice
   Moving Forward
   Utilising new procedures
   Ups and downs
   Limitations / problems
   IT requirements
Background WSHT Endoscopy
 Endoscopy carried out on two sites
 11-12 activity was around 18,000 procedures
  completed across sites
 Service operates within normal working week
 Demand expected to increase up to 75% in the coming
  5 years
Current working practices
   Each site has its own dedicated admin/scheduling team
   Each site use Paper diary's for scheduling
   Limited transparency on available capacity
   Very labour intensive to manage
   Open to not using all capacity
Reasons behind change
   JAG Visit indicated to adopt better scheduling
   Improvements had to happen
   Needed to be within the trust IT framework
   Recognised that the system had to be an across site
    system
Moving Forward
 Basis for system was Hospital SEMA system and theatre
  scheduler
 Proved to be more cost effective due to already being
  in situ
 Works along side pre-assessment clinics
 Proved to eliminate inappropriate booking
 Simple and easy to use
 Eliminated the need for paper diary system
Negatives & Positives
          Negatives                         Positives
 Introduction to team             Cross site booking system
 Adverse to adopt new system      No additional cost
 Reverting back to paper diary    Will aim to eliminate
  system                            inappropriate booking
 JD/roles will change             Will work along side pre-
 Team adverse to change            assessment clinics
                                   Clear understanding of
                                    capacity
                                   All capacity catered for
                                   Reduce mistakes
Potential constraints
 Referrals need to be completed clearly and correct for the
  procedure ( Time and Points )
 System will need to be monitored ( Office Supervisor )
 Will need to be embraced by both clinical and clerical teams
 Adverse to change
 The need for particular consultants to do procedures will need
  reducing
Current IT Requirements
Current System
 Use Hospital Sema system to complete bookings
 Good system to start project as compatible with all current
  hospital systems
 Adapt Theatre scheduler to accommodate endoscopy
 No real scope for Improvement
TCI Planning




TCI Planning screen  where the Theatre booking and TCI is arranged
Theatre planner




Theatre Planner showing utilisation
Theatre Planner




Planner  you can see who is booked to an individual list and what they are
having done.
Theatre Data Sheet




Theatre Datasheet which can be used to record timings through theatre
Theatre data Sheet




    Patients show on the list but are unable to be selected until they are admitted on to the
    system


.
The future for now !!!!
 Intergrated system to accommodate all endoscopy requirements
  for all activity.
 Comply reports to monitor service performance.
 Reports daily on weekly available capacity.
 Amends capacity when Scopist is on leave.
 Records all start and stop times at what ever selected process
  stages.
 Works along side Service line reporting for enhanced budget
  management.
 Streamlines clinical coding.
 Electronic referral
 System will allow better auditing of appropriateness

More Related Content

Endoscopy - building an electronic booking system

  • 2. Introduction Background Current working practice Moving Forward Utilising new procedures Ups and downs Limitations / problems IT requirements
  • 3. Background WSHT Endoscopy Endoscopy carried out on two sites 11-12 activity was around 18,000 procedures completed across sites Service operates within normal working week Demand expected to increase up to 75% in the coming 5 years
  • 4. Current working practices Each site has its own dedicated admin/scheduling team Each site use Paper diary's for scheduling Limited transparency on available capacity Very labour intensive to manage Open to not using all capacity
  • 5. Reasons behind change JAG Visit indicated to adopt better scheduling Improvements had to happen Needed to be within the trust IT framework Recognised that the system had to be an across site system
  • 6. Moving Forward Basis for system was Hospital SEMA system and theatre scheduler Proved to be more cost effective due to already being in situ Works along side pre-assessment clinics Proved to eliminate inappropriate booking Simple and easy to use Eliminated the need for paper diary system
  • 7. Negatives & Positives Negatives Positives Introduction to team Cross site booking system Adverse to adopt new system No additional cost Reverting back to paper diary Will aim to eliminate system inappropriate booking JD/roles will change Will work along side pre- Team adverse to change assessment clinics Clear understanding of capacity All capacity catered for Reduce mistakes
  • 8. Potential constraints Referrals need to be completed clearly and correct for the procedure ( Time and Points ) System will need to be monitored ( Office Supervisor ) Will need to be embraced by both clinical and clerical teams Adverse to change The need for particular consultants to do procedures will need reducing
  • 9. Current IT Requirements Current System Use Hospital Sema system to complete bookings Good system to start project as compatible with all current hospital systems Adapt Theatre scheduler to accommodate endoscopy No real scope for Improvement
  • 10. TCI Planning TCI Planning screen where the Theatre booking and TCI is arranged
  • 11. Theatre planner Theatre Planner showing utilisation
  • 12. Theatre Planner Planner you can see who is booked to an individual list and what they are having done.
  • 13. Theatre Data Sheet Theatre Datasheet which can be used to record timings through theatre
  • 14. Theatre data Sheet Patients show on the list but are unable to be selected until they are admitted on to the system .
  • 15. The future for now !!!! Intergrated system to accommodate all endoscopy requirements for all activity. Comply reports to monitor service performance. Reports daily on weekly available capacity. Amends capacity when Scopist is on leave. Records all start and stop times at what ever selected process stages. Works along side Service line reporting for enhanced budget management. Streamlines clinical coding. Electronic referral System will allow better auditing of appropriateness