benchmark data and laundry applications presented by janice carter larson, cllm
TRANSCRIPT
Benchmark Data and Laundry Applications
Presented by
Janice Carter Larson, CLLM
Objectives Define “Benchmarking” Find out what kind of industry
data is available Learn how to use industry data to
benchmark and identify opportunities for improvement
Industry Data Reports
Provide information on linen usage for inpatient, outpatient and surgical settings
Help determine product replacement requirements
Assist laundries and hospitals to set measurable goals for a linen utilization initiative
Benchmarking Defined A process used in management in which organizations evaluate various aspects of their processes in relation to best practice usually within their own sector. This allows organizations to develop plans on how to adopt best practice and increase some aspect of performance. Benchmarking is often treated as a continuous process in which organizations continually seek to challenge their practices.
Cause for Confusion
“Best Practice” and “National Average”
They’re not the same thing!
Data Sources Encompass National Average
Database The Phillips Report New Encompass NADB Reports Other Textile Provider Reports
Hospital Data Variables
Product quality Percentage of reusable OR linen Reusable incontinent products Number of departments authorized to wear hospital provided scrubs
Encompass National Average Database
Designed for use primarily by hospitals Published every two years
Data specific to linen usage Does not contain replacement cost
information or average cost per pound Data pulled directly from computer reports,
can now be done online Data analyzed for accuracy
Data Breakdown Average pounds per APD by total
hospitals, by staffed beds, by region Average pounds per activity by
inpatient, outpatient and surgical linen Average pounds per activity by specific
department Average item usage per APD by total
hospitals Includes ranges for reference purposes
“The Phillips Report” aka the 2005 North American
Edition Comparative Operating Revenues and Expense Profile for the Healthcare Textile Maintenance Industry
Designed for use primarily by OPLs, central and commercial laundries
Published every two to three years
How do I get a copy?
www.phillipsandassociates.com
or(651)288-4950
Data Breakdown 17 Year Historical Cost Trends Average Linen Pieces and Pounds Used
by APD for Hospitals and Nursing Homes Comparative Operating Revenue and
Expense Profile Laundry Plant Textile Replacement
Factors Laundry Plant Wage and Salary Profile
Other Benchmark Tools
Children’s Hospital NADB Teaching Hospital NADB Level One Trauma Center NADB Reports available from other textile
manufacturers, commercial laundry companies or industry organizations
Establishing a Baseline
Where are we now?
Where do we want to go?
Common Baselines Pounds per Adjusted Patient Day
Annual Clean Pounds ProcessedAnnual Adjusted Patient Day
Cost per Adjusted Patient Day Annual Clean Pounds Processed
Annual Adjusted Patient Day versus
LBS per APD x Rate/LB Processing
Linen Management Software “Big Calculators” Provide data in a variety of report
formats that enable you to set your baseline and track your progress against industry benchmark data
Enable you to share information about your goals and progress with the end users or process owners
“Rational Consumption”
the right product at
the right time for
the right reason in
Linen items are consumable medical supplies designed to be used for specific purposes.
Creative use = Cost abuse!!
Benchmarking Examples United Laundry Services, HI
9 hospitals, 2 Women and Children Same product, same rate per pound
St. Joseph Health System, CA 7 hospitals in California Same product, same rate per pound
Providence Health System, CA Two hospitals in SoCal Same product, same rate per pound
Benchmarking mistakes Confusing benchmarking with participating in a survey Confusing benchmarking with research Thinking there are pre-existing benchmarks for everything Choosing a process that is too large and complex to be
manageable Choosing a topic that is too intangible and difficult to
measure Goal is misaligned or cuts across other initiatives Not establishing a baseline Not researching the best practice thoroughly Forgetting about service, delivery and customer
satisfaction
Key Points to Consider “Apples to apples” - compare your
facility to another as similar as possible
Use the data as a guide, not as an absolute
Some of the most effective benchmarking is done within a hospital or hospital system
Keys to Success Set measurable goals
Monitor progress, provide updates to participants to maintain motivation
Publish results, include cost savings
Continually review your current practice in order to identify opportunities for improvement
“Some people change when they see the
light, others when they feel the heat.” Caroline Schoeder