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Hospital Call Center Process Re-Engineering

Client Situation:  Our client recognized that the hospital's call center served as the "front door" to services provided.  Although very important, the call center process was the source of many complaints from both patients and physicians. Typical issues included: long wait times and issues with information accuracy.  Prior consulting studies had identified issues but provide little to no practical solutions.  Addition of increased automation, although expensive, had also resulted in little to know improvement.

Endeavor Management Solution:  Endeavor Management was initially engaged to provide internal process consultants with process analysis training and tools.  Following successful training sessions, Endeavor Management was re-engaged to work with internal resources and provide advanced process and data analysis support, project management support and change management as part of the process improvement team.   The internal process improvement team worked closely with all layers of the organization. Major improvements were identified by the organization of call center operators into quality improvement teams. The empowerment of staff at all levels was a key element in the ability to not only identify process improvements but implement them with a high degree of individual ownership and success

Results and Benefits:  All call center processes were identified and optimized to provide services at the lowest possible unit cost.  A set of management metrics were developed and implemented to help track effectiveness of operations in key service areas.  Significant improvements (50 to 100%) were recorded in the areas of: reduced process cycle time, reduced error rate, and improved customer satisfaction scores.  Post study reviews confirmed revenue improvements of approximately 3 $M/Year