RED ROCK HEALTHCARE SOLUTIONS
Providing Healthcare Technology Analytics Solutions
Providing Healthcare Technology Analytics Solutions
Our team is 100% Hands-On and Comprised of Engineers, Developers and Out of the Box Innovators
WE ARE YOUR CONSULTANTS ' CONSULTANT
Tired of ‘Retread’ Consultants?
So are we. And that’s why we’re here. All of our Consultants have a minimum 15-year background supporting Cerner Millennium and are 100% hands-on. What does this mean? It means that not only will we tell you what can (and should) be optimized, but we will also perform the necessary tasks to get it done.
Supply Chain Management
OR supply expenses surpass labor expenses in most cases and carry the highest inventory value of all departments within a hospital.
Surgery Optimization
Today’s complex and ever changing world of healthcare demands expertise in optimizing workflow efficiency all while improving patient care and satisfaction.
Supply Chain Management
Financial success is directly dependent upon accurately charging for services rendered. An effective charge capture program includes proper utilization of charge information, processes, and integrated systems.
Perioptimization
Perioptimization
Clinically speaking, Perioptimization is the process of finding the greatest or least value of a function for some constraint, which must be true regardless of the solution. In other words, optimization finds the most suitable value for a function within a given domain.
Armed with best practices, key learnings and benchmarks from high-performing hospitals across the nation, we have built an enviable track record of success.
HEALTHCARE SUPPLY CHAIN OPTIMIZATION
Which Phase Describes You Now?
Which Phase Describes Where You Want to Be?
Isolation
Created Initially (go-live), Not Well Maintained
Low Confidence of Staff for Picking/Documenting
Cases Picked From Memory, Not from Pref Card
Integration
Dedicated Time for Maintenance
Pref Cards Reviewed Regularly
Surgeon Involvement
Improved “Ask->Available” Cycle Time
Innovation
Championed Support, Dedicated Staff
Continuous Improvement from Shared Clinical Outcomes, Supply Chain Feedback Loop and Accurate Usage Controls
Reviewed Based on High Volume and Critical Need Procedures and Providers
WHERE TO BEGIN? Review purchase orders and clinical documentation to quantify and compare replenishment to usage (and charges). Create appropriate policies and goals for improvement. Identify items where usage and type may vary.
MEASURING SUCCESS: Reduced special orders and off-contract purchases, increased inventory turns, eliminate slow/non-moving items, improved documentation accuracy, consistent use of items and justification.
Revenue Cycle Improvement
Which Phase Describes You Now?
Which Phase Describes Where You Want to Be?
Isolation
Case and Supply Charge Capture
Annual Charge Master Updates
Accurate Charge Coding
Integration
Budget Forecasting/Validation
Managed CDM Assignment and Integration
Awareness of Reimbursement Program Limitations, Changes, and Opportunities
Innovation
Procedure/Provider Mix Strategy
Surgical Schedule Forecasting
Applying Outcome Results, Segmented
Perioperative Physician
Preference Cards, Pick Lists, and Resource Mapping
Which Phase Describes You Now?
Which Phase Describes Where You Want to Be?
Isolation
Created Initially (go-live), Not Well Maintained
Low Confidence of Staff for Picking/Documenting
Cases Picked From Memory, Not from Pref Card
Integration
Dedicated Time for Maintenance
Pref Cards Reviewed Regularly
Surgeon Involvement
Improved “Ask->Available” Cycle Time
Innovation
Dedicated Staff, Championed Support
Continuous Improvement, Based on Shared Clinical Outcomes, Supply Chain Feedback, and True Usage
Reviewed Based on High Volume and Critical Need Procedures and Providers
Scheduling and Resource Awareness
Which Phase Describes You Now?
Which Phase Describes Where You Want to Be?
Isolation
Booking Sheets Faxed / Phone Requests
Equipment and Special Personnel Not Scheduled
Appointments booked into ‘Open’ or ‘FCFS’ (First Come First Serve) Time
Integration
Standardized Block Utilization Policy
Key Resources Scheduled
Reschedule and Cancellation Policies
Innovation
Block Cost and Revenue Analysis
Blocks Reporting by Outcomes, Not Simply Utilization
Scheduling Rules by Patient Demographic, Diagnosis, and Other
Priorities
MEASURING SUCCESS: Case Cancellation and Rescheduling analyzed, Block Utilization transitioned to Scheduling Optimization by Cost and Revenue.