Curing A Process: Mail-Order Pharmacy Improves Its Ability To Fill Prescriptions

Not long after the system was in place, they noticed workflow queues were overflowing. With customer complaints quickly accumulating, RightSource had to find out what went wrong and fix it. Rightsourverx they understood why prescriptions were stalling in the provider outreach queue, rightsourcerx com, the team brainstormed 14 potential solutions. The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, as com as a significant difference in productivity due to NVA steps. In addition to surpassing their established goals, implementing each of the solutions saved the company money. But what if a change in systems has the opposite effect? Training Statistical Consulting All Services. Companies usually adopt new administrative software with the hope of reducing the time and money it takes to complete a business process. They also discovered that many of the members calling about prescription delays had orders in the ccom outreach queue. The team used boxplots and pie charts rightsourcerx identify four possible root causes: For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory rightsourcerx to wrong transfers once the new system was in place. RightSource is a state-of-the-art mail order pharmacy and the fifth largest pharmacy benefits provider in the United States. Download the RightSource presentation. Like their parent company Humana, they are always looking for ways to fulfill their mission of lifelong well-being. To sustain the improvements, RightSource implemented a control plan that included revising standard operating procedures, improving training programs, updating IT documents, and more. Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted rightsourcwrx possibility that a lack of knowledge might be contributing to the prescription processing delays. Given what they had learned from the data analysis, the team was confident that implementing these final solutions would improve the inefficiencies they were experiencing. They implemented a new Pharmacy Management System PMSonly to find that work slowed and orders began piling up—a turn of events that was bad for their business, and for the patients and doctors they served. They also created operational rightsoutcerx that tracked key performance indicators, such as daily WIP inventory, and identified solution owners to monitor the process and ensure changes remained in control. The organization now analyzes and reviews productivity data in monthly com meetings, and has contingency plans in place to respond to any variations in the new process.

The organization now analyzes and reviews productivity data in monthly governance meetings, and has contingency plans in place to respond to any variations in the new process. Com they understood why prescriptions were stalling in the provider outreach queue, the team brainstormed 14 potential solutions. Training Statistical Consulting All Services. RightSource is a state-of-the-art mail order pharmacy and the fifth largest pharmacy benefits provider in the United States. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy. To investigate provider outreach productivity and identify variations caused by transitioning to the new PMS, they reviewed productivity data of workers with various levels of experience at multiple locations. To sustain the improvements, RightSource implemented a control plan that included revising standard operating procedures, improving training programs, updating IT documents, and more. After using an impact matrix to identify com cost, benefits, and effort rightsourcerx each one, they narrowed it down to five solutions:. The team used boxplots and pie charts to identify four possible root rightsourcerx The presentation is available to ASQ members, and registration is free. Given what they had learned from the data analysis, the team was confident that implementing these final solutions would improve the inefficiencies they were experiencing. The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, as well as a significant difference in productivity due to NVA steps. A Minitab boxplot illustrated that less experienced employees were also less productive, suggesting a gap in knowledge might be related to the delays observed after RightSource adopted the new PMS. With customer complaints quickly accumulating, RightSource had to find out what went wrong and fix it. They also created operational dashboards rightsourcerx tracked key performance indicators, such as daily WIP inventory, and identified solution owners to monitor the process and ensure changes remained in control. Download the RightSource presentation. They found statistically significant differences between the groups, and then discovered that performance correlated with level of experience—the more experience employees had, the more productive they were. Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays. Finally, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity of top, average, rightsourcerx com, and low performers. Companies usually adopt new administrative software with the hope of reducing the com and rightsourcerx it takes to complete a business process. The Challenge Analyzing their data with Minitab gave RightSource the insight they needed to improve their process for filling prescriptions. They implemented a new Pharmacy Management System PMSonly to find that work slowed and orders began piling up—a turn of events that was bad for their business, and for the patients and doctors they served. Not long after the system was in place, they noticed workflow queues were overflowing. For example, com team used a 2-proportions test to confirm a significant difference in WIP inventory due to wrong transfers once the new system was in place.

The Challenge

The same test was used to show a statistically significant difference in WIP inventory due rightsourerx incorrect address, as well as a significant difference in productivity due to NVA steps. Their com enhanced the well-being of their patients, and led to the company winning the J. They quickly formed a Lean Six Sigma team to explore the issue and resolve it. Given what they had learned from the data analysis, the team was confident that implementing these final solutions would improve the inefficiencies they were experiencing. With customer complaints quickly accumulating, RightSource had to find out what went wrong rightsourcerx fix it. Regrouping employees based on level of com and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays. The organization rightsourcerx analyzes and rightsurcerx productivity data in monthly governance meetings, and has contingency plans in place to respond to any variations in the com process. For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory due to wrong transfers once the new system was in place. To investigate provider outreach productivity and identify variations caused by transitioning to the new PMS, they reviewed productivity data of workers rightsourcerx various levels of experience at multiple locations. Like their parent company Humana, they are always looking for ways to fulfill their mission of lifelong well-being, rightsourcerx com. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy. Training Statistical Cpm All Services. Download the RightSource presentation. Finally, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity of top, average, and low performers. They found statistically significant differences between the groups, and then discovered that performance correlated with level of experience—the more experience employees had, the more productive they were. After using an impact matrix to identify rightsourcex cost, benefits, and effort of each one, they narrowed it down to five solutions:. The team used boxplots and pie charts to identify four possible root causes:

Training Statistical Consulting All Services. They found statistically significant differences between the groups, and then discovered that performance correlated with level of experience—the more experience employees had, the more productive com were. Their efforts enhanced the well-being of their patients, com led to the company winning the J. Analyzing their data with Minitab gave RightSource the insight they needed rightsourcerx improve their process for filling prescriptions. Companies usually adopt new administrative software with the hope of com the time and money it takes to complete a business process. They quickly formed a Lean Six Sigma team to explore the issue and resolve it. The Challenge Com their data with Minitab gave RightSource the insight they needed to improve their process for filling prescriptions. Finally, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity of top, average, and low performers. The presentation is available to ASQ members, and registration is free. The team used boxplots and pie charts to identify four possible root causes: After using an impact matrix to identify the cost, benefits, and effort of each one, they narrowed it down to five solutions:. Not long after the system was in place, they noticed workflow queues were overflowing. Once they understood why prescriptions were stalling rightsourcerx the provider rightsourcerx queue, the team brainstormed 14 potential solutions. Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays. They also discovered that many of the members calling about prescription delays had orders in the provider outreach rightsourcerx. The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, rightsourcerx com, as well as a significant difference in productivity due to NVA steps. This commitment comm their decision to migrate to tightsourcerx new operating platform righhsourcerx offered valuable customer-centric tools and advanced workflow processes.

Rightsourcerx com

They also discovered that many of com members calling about prescription delays had orders in the provider outreach queue. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy. Download the RightSource presentation. Like their parent company Humana, they are always looking for ways to fulfill their mission of lifelong well-being. Their efforts enhanced the well-being of their patients, and led to the company winning the J. Finally, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity of top, average, and low performers. Training Statistical Consulting All Services. Given what they had learned from the data analysis, rightsourcerx team rightsourcerx confident that implementing these final solutions would improve the inefficiencies they were experiencing. But their decision seemed to backfire. Thanks to Minitab and Lean Six Sigma, they were able to improve the process and streamline their ability to fill prescriptions. But what if a change in systems has the opposite effect? For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory due to wrong transfers once the new system was in place. The Challenge Analyzing their data with Minitab gave RightSource the insight they needed to improve their process for com prescriptions. The team used boxplots and pie charts com identify four possible root causes: Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays. A Minitab boxplot illustrated that less experienced employees were also less rightsourcerx, suggesting a gap in knowledge might be related to the delays observed after RightSource adopted the new PMS, rightsourcerx com. RightSource is a state-of-the-art mail order pharmacy and the fifth largest pharmacy benefits provider in the United States. To investigate provider outreach productivity and identify variations caused by rightsourcerx to the new PMS, they reviewed productivity data of workers with various levels of experience at multiple locations. After using an impact matrix to identify the cost, benefits, and effort of each one, they narrowed it down to five solutions:. To sustain the improvements, RightSource implemented a control plan that included revising standard operating procedures, improving training programs, updating IT documents, and more. Companies usually adopt new administrative software with the hope of reducing the time and money it takes to complete a business process. They implemented a new Pharmacy Management System PMSonly to find that work slowed and orders began piling up—a turn of events that was bad for their business, and for the patients and doctors they served. In addition to surpassing their established goals, implementing each of the solutions saved the company money. The organization now analyzes and reviews productivity com in monthly governance meetings, and has contingency plans in place to respond to any variations in the new process.

Analyzing their data with Minitab gave RightSource the insight they needed to improve their process for filling prescriptions. They implemented a new Pharmacy Management System PMSrightsourcerx to find that work slowed and orders began piling up—a turn of events that was bad for their business, and for the patients and doctors they served. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy. The same test was used to show a statistically significant difference in Righsourcerx inventory due to incorrect address, as well as a significant difference in productivity due to NVA steps. In addition to surpassing their established goals, implementing each of the solutions saved the company money. To investigate provider outreach productivity and identify variations caused by transitioning to the new PMS, they reviewed productivity data of workers with various levels of experience at multiple locations. For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory co to wrong transfers once the new system was in place. The team used boxplots and pie charts to identify four possible root causes: Their efforts enhanced the well-being of their patients, and led rightsourcerx the company winning the J. Like their righstourcerx company Humana, they are always looking for ways to fulfill their mission of com well-being. Companies usually adopt new administrative software with the hope of reducing the time and money it takes to complete a business process. Finally, rightsourcerx com, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity righfsourcerx top, average, and low performers. The organization now analyzes and reviews productivity data in monthly governance meetings, and has contingency plans in place to respond to any variations in the new process. A Minitab boxplot illustrated that less experienced employees were also less productive, suggesting a gap in knowledge might be related to the delays observed after RightSource adopted the new PMS. This commitment drove their decision to migrate to a new operating platform that offered valuable customer-centric tools and advanced workflow processes. Thanks to Minitab and Lean Six Sigma, they were able to improve the process and streamline their ability to fill prescriptions. Regrouping com based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays.

The Challenge Analyzing rightsourcerx data with Rjghtsourcerx gave RightSource the insight they needed to improve their process for com prescriptions. This commitment drove their decision to migrate to a new operating platform that righhsourcerx valuable customer-centric tools and advanced workflow processes, rightsourcerx com. The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, as well as a significant difference in productivity due to NVA steps. Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a rigntsourcerx of knowledge might be contributing to the prescription processing rightsouurcerx. RightSource is a state-of-the-art mail order pharmacy and the fifth largest com benefits provider in the Rightspurcerx States. They quickly formed a Lean Six Sigma team to explore the issue and resolve it. To investigate provider outreach productivity and identify variations caused by transitioning to the new PMS, they reviewed productivity riightsourcerx of workers with rightsourcerx levels of experience at multiple locations. To sustain the improvements, RightSource implemented a control plan that included revising standard operating procedures, rightsourcerx training programs, updating IT documents, and more. They also discovered that many of the members calling about prescription delays had orders in the provider outreach queue. The team com boxplots and pie charts to identify four rightsourcerx root causes: Once they righgsourcerx why prescriptions were stalling in the provider outreach queue, the team brainstormed 14 potential solutions. The presentation is available to ASQ members, and registration is free. Given what they had learned from the data analysis, the team was confident that implementing these final solutions would improve the inefficiencies they were experiencing. They implemented a new Pharmacy Management System PMSonly to find that com slowed and rigbtsourcerx began piling up—a turn of events that was bad for their business, and for the patients and doctors they served. Companies usually adopt new administrative software with the hope of reducing the time and money it takes to complete a business process. A Minitab boxplot illustrated that less experienced employees were also less productive, suggesting a gap in knowledge might be related to the delays observed after RightSource adopted the new PMS. They also created operational dashboards that tracked key performance indicators, such as daily WIP inventory, and identified solution owners to monitor the process and ensure changes remained in control.

The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, as well as a significant difference in productivity due to NVA steps. But their decision seemed to backfire. Training Statistical Consulting All Services. Thanks to Minitab and Lean Six Rightsourcerx, they were able to improve the process and streamline their ability to fill prescriptions. Once they understood why prescriptions were stalling in the provider outreach queue, the team brainstormed 14 potential solutions. They also created operational dashboards that tracked key performance indicators, such as daily WIP inventory, and identified solution owners to monitor the process and ensure changes remained in control. They also discovered that many of the members calling about prescription delays had orders in the provider outreach queue. Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy, rightsourcerx com. After using an impact matrix to identify the cost, benefits, and effort of each one, they narrowed it down to five solutions:. Download the RightSource presentation. They found statistically significant differences between the groups, and then discovered that performance correlated with level of experience—the more experience employees had, the more com they were. To investigate provider outreach productivity and identify variations caused by transitioning to the new PMS, com reviewed productivity data of workers with various levels of experience at multiple locations. The Challenge Analyzing their data with Minitab gave RightSource the insight they needed to improve their process for filling rightsourcerx. The organization now analyzes com reviews productivity data in monthly governance meetings, and has contingency plans in place to respond to any variations in the new process. Not long after the system was in place, they rightsourcerx workflow queues rightsourcerx overflowing. The presentation is available to ASQ members, com registration is free. Their efforts enhanced the well-being of their patients, and led to the company winning the J. For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory due to wrong transfers rightsourcerx the new system was in place. With customer complaints quickly accumulating, RightSource had to find out what went wrong and fix it. Like their parent company Humana, they are always looking for ways to fulfill their mission of lifelong well-being. They implemented a new Pharmacy Management System PMSonly to find that work slowed and orders began com up—a turn of events that was bad for their business, and for the patients and doctors they served. They quickly formed a Lean Six Sigma team to explore the issue and resolve it. Finally, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity of top, average, and low performers.

Their efforts enhanced the well-being of their patients, and led to the company winning the J. They found statistically significant differences between the groups, and then discovered that performance correlated with level of experience—the more experience employees had, the more productive they were. They also discovered that many of the members calling about prescription delays had orders in the provider outreach queue. Not long after the system was in place, they noticed workflow queues were overflowing. The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, as well as a significant difference in productivity due to NVA steps. The team used boxplots and pie charts to identify four possible root causes: For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory due to wrong transfers once the new system was in place. They also created operational dashboards that tracked key performance indicators, such as daily WIP inventory, and identified solution owners to monitor the process and ensure changes remained in control. Companies usually adopt new administrative software with the hope of reducing the time and money it takes to complete a business process. To investigate provider outreach productivity and identify variations caused by transitioning to the new PMS, they reviewed productivity data of workers with various levels of experience at multiple locations. This commitment drove their decision to migrate to a new operating platform that offered valuable customer-centric tools and advanced workflow processes. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy. The organization now analyzes and reviews productivity data in monthly governance meetings, and has contingency plans in place to respond to any variations in the new process. Regrouping employees based on level of experience and graphically representing this difference with a Minitab boxplot highlighted the possibility that a lack of knowledge might be contributing to the prescription processing delays. They implemented a new Pharmacy Management System PMS , only to find that work slowed and orders began piling up—a turn of events that was bad for their business, and for the patients and doctors they served. But what if a change in systems has the opposite effect? RightSource is a state-of-the-art mail order pharmacy and the fifth largest pharmacy benefits provider in the United States. In addition righysourcerx surpassing their established goals, implementing each of the solutions saved the company money. The team used boxplots and pie charts to identify four possible root causes: For example, the team used a 2-proportions test to confirm a significant difference com WIP inventory due to rightsourcerx transfers once the new system was in place. Download the RightSource presentation.

With customer complaints quickly accumulating, RightSource had to find out what went wrong and fix it. Finally, the team used a one-way ANOVA and Tukey pairwise comparisons to test for differences in the mean productivity of top, average, and low performers. Once they understood why prescriptions were stalling in the provider outreach queue, the team brainstormed 14 potential solutions. For example, the team used a 2-proportions test to confirm a significant difference in WIP inventory due to wrong transfers once the new system was in place. They also discovered that many of the members calling about prescription delays had orders in the provider outreach queue. But their decision seemed to backfire. Companies usually adopt new administrative software with the hope of reducing the time and money it takes to complete a business process. The same test was used to show a statistically significant difference in WIP inventory due to incorrect address, as well as a significant difference in productivity due to NVA steps. By using this site you agree to the use of cookies for analytics and personalized content in accordance with our Policy. They also created operational dashboards that tracked key performance indicators, such as daily WIP inventory, and identified solution owners to monitor the process and ensure changes remained in control. But what if a change in systems has the opposite effect? Download the RightSource presentation. After using an impact matrix to identify the cost, benefits, and effort of each one, they narrowed it down to five solutions:. Their efforts enhanced the well-being of their patients, and led to the company winning the J. Thanks to Minitab and Lean Six Sigma, they were able to improve the process and streamline their ability to fill prescriptions. They found statistically significant differences between the groups, and then discovered that performance correlated with level of experience—the more experience employees had, the more productive they were. To sustain the improvements, RightSource implemented a control plan that included revising standard operating procedures, improving training programs, updating IT documents, and more. Com team used boxplots and pie charts to identify four possible root causes: To investigate provider outreach productivity and identify variations caused by transitioning to rightsourcerx new PMS, they reviewed productivity data of workers with various levels of experience at multiple locations. Rightsourcerx they understood why prescriptions were stalling in the provider outreach com, the team brainstormed 14 potential solutions. They also discovered that many of the members calling about prescription delays had orders in the provider outreach queue. This commitment drove their decision to migrate to a new operating platform that offered valuable customer-centric tools and advanced workflow processes.