Several steps were taken to remedy the situation. In order to streamline operations, a distinct receptionist was placed at the entrance to the waiting area. This individual greeted all patients and answered all calls. The other three staff members were dedicated to out-patient registration. Concurrent with, and in order to facilitate these changes we implemented a patient paging system called Q-MATIC Suite (Q-MATIC corporation, Fletcher, NC).

Since work flow re-engineering with implementation of Q-MATIC, at arrival, the patient is greeted by the receptionist. Patient information, appointment type and insurance information are confirmed. The receptionist also distributes any paperwork that is required. A short registration containing basic demographic information is completed in Q-MATIC. The information becomes part of an electronic work list for the registration staff. The patient receives a Q-MATIC pager and is invited to take a seat in the waiting area. The pager will signal the patient when the registration staff is ready to complete the full registration. When ready for the next client, registration staff activates the pager of the next patient on the Q-MATIC work-list. Patients know this is the cue to report to one of the registration staff. Pagers can be reset upon completion of registration in order to allow for patient mobility while waiting for a particular imaging modality to become available. When a pager signal is received the patient will return to radiology reception when they are picked up by a technologist or aide to bring them to their exam room for imaging. Pagers also provide mobility for persons who accompany the patient, so they do not have to remain in radiology reception while waiting for completion of diagnostic testing.

Reporting options are available to assess wait time metrics in the reception area. Statistical reports and management screens can be sent as an e-mail message. The management menu provides live access, as to wait times and patient throughput in real time. Specific elements include the ability to measure the current volume of patients checked-in, wait times, and who is logged in or logged off at each work station. Three types of reports are available: business analysis, customer service, and organization effectiveness.

Simple, real time information gathering is available regarding the flow of patients, which enables supervisors to quickly identify and eliminate bottle necks. Better flow and improved communication with patients results in increased patient satisfaction. Reports provide data that show peak times during the day, and over the course of time will reveal patterns which enable the supervisor to assign staff more appropriately.

Reports can target patients waiting too long for the registration process to be completed. Decreased wait time is achieved by customizing the report for a maximum acceptable wait time. Any wait exceeding the acceptable wait time is measured in minutes with calculated percentages allowing for appropriate implementation of corrective measures.

Reports can be useful for training and educating staff. Volume level and time taken to register a patient can be reported for the team and for individual registration staff. Benchmarks can be set and achieved by the team. A sample set of reports will be displayed on the poster.

We are able to expedite registration. Statistical reports since implementation of Q-MATIC indicate that 98% of patients are registered in 6 minutes or less, and although we have no wait-time data prior to implementation of this system, subjectively flow within registration has improved noticeably. However, patient satisfaction with regard to expediency of our registration process has shown improvement, according to the patient satisfaction survey. Detailed before and after patient satisfaction survey data will be included on the poster.

We no longer “lose” patients in the waiting area, which was a common problem prior to Q-MATIC implementation and lead to annoying overhead pages throughout the hospital for the patients to “return to radiology reception.” These embarrassing announcements have ceased.

An analysis of patient volume facilitates our supervisor’s ability to appropriately staff the front desk to accommodate times of the day that trend toward the busiest.

Real time alerts from Q-MATIC to any type of bottleneck during the shift, allow for immediate intervention and remedy by the front desk supervisor.

Meaningful bench marks and education of staff makes the work more gratifying for staff and we now have mini celebrations when goals are achieved to encourage staff to continue to strive.

Patient satisfaction improves the dynamic in the waiting room, which also makes the day more pleasant for staff and patients.

We have received many positive comments from our patients who appreciate the improved communication and mobility that this system provides.

The Q-MATIC paging and report system has proven to be a useful tool on our quest to provide the best customer service possible for out-patients when entering the Department of Radiology.

Introduction of the Q-MATIC pager and report software has positively impacted our ability to provide excellent customer service to our out-patient population as demonstrated by improved patient satisfaction scores, leading to increased overall institutional satisfaction.

Physician’s Office and Outpatient Pulse Report: Patient Perspectives on American Health Care. South Bend, IN: Press Ganey Associates, Inc.; 2007.