verification and improvement of the medical readiness and reporting system (mrrs) lcdr wayne f....
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Verification and Improvement of the Medical Readiness and Reporting System (MRRS)
LCDR Wayne F. Homan Faculty Advisor: Dr. Jamie Pomeranz
Preceptor: Dr. Illy Dominitz
11 April 2014
Financial Disclosure
• Wayne Homan has no affiliation or financial interest/relationships with any corporate organizations that may be mentioned in this presentation
Commercial Support Acknowledgment/Disclosure
• Commercial support was not used for this presentationWayne Homan has acknowledged and verbally disclosed to the
participants that commercial support was not used for this presentation
• Unlabeled/investigational products and/or services will not be mentioned in this presentation
Caveats
• I speak in acronyms quite a bit. If I do this too much please remember to ask me in the Q&A
• Any opinions I might express are mine alone and do not necessarily represent those of the United States Government, Department of Defense, or the Department of the Navy
Competencies
• CPHC=Core Public Health Competency• PHPC=Public Health Practice Competency• CPHC 1: Monitoring health status to identify and solve community
health problems• CPHC 5: Developing policies and plans that support individual and
community health efforts• CPHC 6: Using laws and regulations that protect health and ensure
safety• PHPC 5: Demonstrate the principles of problem solving and crisis
management• PHPC 11: Identify, retrieve, summarize, manage and communicate
public health information• PHPC 13: Monitor and evaluate programs for their effectiveness
and quality
Background-Organization
• Marine Infantry Division Organization
• Battalion (~1000)
• Regiment (~5 Bns)
• Division (~22000)
• Equivalent
• Surgery Dept
• Directorate of Surgical Services
• Hospital
Background-Nomenclature
• Marine Division/Battalion Organization
• G1/S1 Administration• G2/S2 Intelligence• G3/S3 Operations• G4/S4 Logistics• G5 Strategy and Plans• G6/S6 Communications
Background-Nomenclature
• Marine Division/Battalion Organization
• G1/S1 Administration• G2/S2 Intelligence• G3/S3 Operations• G4/S4 Logistics• G5 Strategy and Plans• G6/S6 Communications
Background-Military Public Health
• Military members from the five services have basic public health requirements *
• There are a battery of immunizations, training, and health parameters that are common to all members-Examples: tetanus, diphtheria, hearing conservation, tuberculosis status
* CPHC 6: Using laws and regulations that protect health and ensure safety
Background-Marine Public Health
• Some occupations have unique public health requirements *– Examples: ionizing radiation workers, food handlers, special
warfare
* CPHC 6: Using laws and regulations that protect health and ensure safety
Background-Marine Public Health
• Finally, some members have unique public health requirements based on their location/deployments *
• Each area of deployment usually has one or more special requirements– Examples: deployers to CENTCOM-anthrax, deployers to
PACOM-JEV
* CPHC 6: Using laws and regulations that protect health and ensure safety
Background-Marine Public Health
• Tracking all of these requirements is arduous and manpower intensive
• In the early 2000’s the military contracted to create a database system that would track the medical status of everyone automatically
• The electronic system developed and rolled out in 2006 was the Medical Readiness and Reporting System (MRRS) *
* CPHC 1: Monitoring health status to identify and solve community health problems
Background-Questions Arise
• Is MRRS actually giving us a clear picture on the readiness of the Division?
• Much anecdotal information that MRRS could not be trusted– This led to Battalions reworking the data by hand each week– Very manpower intensive
• If true, what can be done to fix the problem?
• Bottom line: are the numbers we tell the General every week correct or not?
Description of Methods
• A Lean Six Sigma (LSS) project was initiated by the Division Surgeon under the direction of Wayne Homan *– Most likely to last for years with multiple sub-projects
• Eight core participants (four officers, three enlisted, one civilian)
• Tasked with validating and improving MRRS to more accurately provide information to the commanders **
• Progress reported biweekly to MGen Nicholson ***
*** PHPC 11: Identify, retrieve, summarize, manage and communicate public health information
* PHPC 13: Monitor and evaluate programs for their effectiveness and quality ** PHPC 5: Demonstrate the principles of problem solving and crisis management
Description of Methods
• Step #1 Stake holder determination
Individual Battalion Surgeons (22)
Individual Battalion Commanders (22)
Division Surgeon
Division Commander
Marine Corps?
Description of Methods
• Step #2 Apply LSS methodology (DMAIC)
– Define
– Measure
– Analyze
– Improve
– Control
Description of Methods-Define
• Medical Readiness and Reporting System (MRRS)• Definitive database for medical readiness• Reports from G4/S4; medical unit where Marine is physically
located is usually responsible for maintaining
• Marine Corps Total Force System (MCTFS)• Definitive database for personnel assignment• Reports from G1/S1; base is responsible for maintaining
• Marine Online (MOL)• Definitive database for daily accountability• Reports obtained from Bn 1stSgts; G1/S1 responsible for
maintaining
Description of Methods-Measure
• Measure
– The most important MRRS input (initially): MCTFS
– Over several successive weeks data was collected from MRRS, MCTFs, and MOL
– Each database was then compare to the others for errors using Access
– Personnel were matched by first name, last name, and unit
Description of Methods-Measure/Analyze
• Measure
– MCTFS vs. MRRS consistently showed an error rate of ~20%
– After several weeks the validity of MCTFS started to look suspicious
– Therefore names in MCTFS and MOL were added together then compared to MRRS
• This should provide us with the best possible readiness number
– Each database is further complicated by Marines/Sailors that are deployed, on temporary assignment, deceased, in the brig, etc.
Results-Analyze
Report Date MRRS Total MCTFS Total MCTFS/MRRS Match % MCTFS/MRRS Match
MCTFS 1/29/2014 19975 22002 17744 80.6
MCTFS 1/31/2014 19825 21992 17669 80.3
MCTFS 2/3/2014 19820 22063 17595 79.8
MCTFS 2/18/2014 19877 22119 17464 78.9
MCTFS 2/25/2014 20107 22297 17648 79.1
MOL/MCTFS 2/28/2014 20110 22269 18986 85.2
MOL/MCTFS 3/4/2014 20142 22262 18875 84.8
MOL/MCTFS 3/18/2014 20149 22344 19129 85.6
MOL/MCTFS 4/2/2014 20335 22511 18053 80.2
MCTFS Avg MOL/MCTFS Avg
79.74 83.95
Results-Analyze
1/29
/201
4
1/31
/201
4
2/2/
2014
2/4/
2014
2/6/
2014
2/8/
2014
2/10
/201
4
2/12
/201
4
2/14
/201
4
2/16
/201
4
2/18
/201
4
2/20
/201
4
2/22
/201
4
2/24
/201
478
78.5
79
79.5
80
80.5
81
Series1
2/28
/201
4
3/3/
2014
3/6/
2014
3/9/
2014
3/12
/201
4
3/15
/201
4
3/18
/201
4
3/21
/201
4
3/24
/201
4
3/27
/201
4
3/30
/201
4
4/2/
2014
77
78
79
80
81
82
83
84
85
86
87
Series1
MCTFS vs. MRRS Avg
79.74
MOL/MCTFS vs. MRRS Avg
83.95
Discussion
• As part of the initial meetings an error rate of 95% was deemed acceptable
• Analysis shows that MRRS has a significant error rate
• The error rate is at best ~17% and is most likely ~20%
• One additional finding as we progressed was that the Corpsmen maintaining the MRRS database need to be trained. No two Corpsmen manipulate the database in the same way -> leads to errors *
* CPHC 5: Developing policies and plans that support individual and community health efforts
Implication
• MRRS shows significant error rates when compared to actual Marines/Sailors in the units
• MRRS is one of the data points used by commanders to determine which units respond to military emergencies– Could lead a commander to deploy the wrong unit– Wastes money by making Marines/Sailors receive unnecessary
care
• Further study has been initiated to determine which database is introducing the most error (microanalysis)– Database to be fixed first
Implication
• Significant errors may exist in other databases that are considered “definitive” by the Marine Corps
• Possible Headquarters Marine Corps interest
– Big bucks?
• Are there lessons to be learned as the United States struggles to shift to a preventive healthcare model?