Using Design Thinking to Improve Flow at IU Health North by Galo Carrion

Using Design Thinking to Improve Flow at IU Health North

Understanding IU Health North

This research was conducted as part of the course, Collaborative Action Research in Design at MFA Degree in Visual Communication Design. Team:

Adrienne Brown Galo Carrion Yuan Jia Robert Wessel

Professor: Youngbok Hong Herron School of Art & Design, IU, Indianapolis December / 2014

index What is Design Thinking?..............................................................................................................................5 Who is the Design Team?...............................................................................................................................6 Understanding IU Health North..................................................................................................................9 Finding Facts....................................................................................................................................................11 Defining Problems.........................................................................................................................................15 Findindg Solutions.........................................................................................................................................19 Summary............................................................................................................................................................23 Proposals...........................................................................................................................................................25

Using Design Thinking to Improve Flow at IU Health North

What is Design Thinking?

Left: Post-it notes capture information learned in staff interviews at IU Health North Breast Care Cancer.

Design Thinking focuses on applied research for collaborative, creative problem solving. The Herron Visual Communication Design graduate program in Design Thinking and Leadership allows students to engage with real world â&#x20AC;&#x2DC;wickedâ&#x20AC;&#x2122; problems that require skills for identifying and framing challenges and generating & optimizing solutions. Collaborative, crossâ&#x20AC;&#x201C;disciplinary research activities are directed to leverage knowledge, resources and perspectives across stakeholders in the problem solving process. All investigations occur within diverse contexts that advance the role of design thinking in business innovation, organizational leadership, public service, social advocacy and direct democracy. Using design thinking as a way of solving problems through creative reasoning and visual sensemaking, this project focuses on improving patient & staff flow at IU Health North Breast Care Cancer Center. By working collaboratively to collect different points of view and to understand contexts toward developing appropriate solutions, students gain experience in the value of the patient & staff perspective and seek to involve them in the process as much as possible.

Understanding Health North What is DesignIUThinking?

Who is the Design Team? [Youngbok Hong] Youngbok is an associate professor of Visual Communication Design at Herron School of Art and Design, Indiana University. She teaches and researches in the areas of creative problem solving process, design research methodology, and people-centered service experience design. Youngbok sees the design discipline as a methodological approach for diverse social and cultural problem solving. [Adrienne Brown] Adrienne Brown is a native Hoosier who previously attended university at Florida A&M University in Tallahassee, FL and University of Central Florida in Orlando, FL, both for Industrial Engineering. Adrienne is interested in design as a creative problem-solving process across subject areas, with strong interests in healthcare, education, and social innovation. She began the Visual Communication Design graduate program in Fall 2014. Her matriculation in this program has allowed Adrienne to fully embody her hybrid/ mutant/balanced self, appealing to her logical and creative sides. [Galo Carrion] Galo Carrion was born in Cuenca, Ecuador, where his father is a photographer and his mother teaches impaired children. Maybe because of them is the reason he always has been interested in Visual Communication and teaching. Galo is a professor at the University of Cuenca where he teaches Advertising and Graphic Design Theory. Two years ago, in the Faculty of Arts, he created, along with other professors, a laboratory to explore and promote the use of the technology in arts and design. He is interested in programming, microcontrollers, data visualization, editorial design, typography, photography, music and teaching.

Using Design Thinking to Improve Flow at IU Health North

[Yuan Jia] Yuan Jia is a Ph.D. candidate in Human-Computer Interaction (HCI) at IU School of Informatics and Computing in Indianapolis, IN. She has a Master in HCI at Uppsala University in Sweden and a Bachelor in Software Engineering at Nankai University in China. She is also a user experience designer at Walmart eCommerce, a company that creates billions of better customer experiences for the world’s largest global retailer. Yuan’s research interests are around human behavior – human information retrieval behavior and online consumer’s behavior, user-centered design, and heuristic evaluation. [Rob Wessel] Rob’s been all over the map—both literally and figuratively, professionally and personally. He’s spent a lot of time in the American West, including Arizona, California, Colorado, New Mexico, and Texas. He’s seen a bit of the Middle East, a smattering of Europe, and even has some Newfoundlander blood in him. He has a bachelor’s degree in fine art, a master’s degree in Arabic and Middle Eastern Studies, knows what the inside of a nuclear missile silo looks like, and can spot a lot of interesting things on a satellite photograph. Over the next few years Rob plans on taking his talent for wandering to the next level, combining his years of accumulated experiences with some new ones and turning it all into a design thinking career.

Understanding Health North Who is theIUDesign Team?

Using Design Thinking to Improve Flow at IU Health North

Understanding IU Health North IU Health North Hospital focused on passionate care and a positive culture. Located in Carmel, Indiana, just north of Indianapolis, the hospital serves the community by adhering to their five principles —or core maxims— that embody the hospital’s mission, vision and values. 1. 2. 3. 4. 5.

Show kindness Connect fully Take ownership Create joy Do more

The Breast Care Office Left: The IU Health North Breast Care Staff.

Within IU Hospital North is an office dedicated to serving breast cancer patients. The Breast Care office providers and staff fully embody the five principles through their patient-centered care. The Breast Care Team consists of a multidisciplinary group of breast care specialists —15 providers and nine staff members— all dedicated to providing the best possible care. Breast Care at IU Health North Hospital is designed by and for women. Whether your visit is preventative, diagnostic or treatment related, IU Health North Hospital brings together an unparalleled collection of resources and care to meet the needs of patients with breast concerns. Any woman who graces the office with her presence has access to Breast Specialists and Surgeons, Breast Imaging, Dedicated Breast Nurse Navigators, Breast Cancer Risk Screening Program, Genetic Counseling and Testing, Chemotherapy/Medical and Radiation Therapy, Rehabilitation Services, and much more. More information can be found on the office website: http://iuhealth.org/north/breast-cancer/.

Understanding IU Health North

Using Design Thinking to Improve Flow at IU Health North

Finding Facts On October 22, 2014, the Design Team traveled to the north suburb of Indianapolis to view the space where their fall project would take place. The team met with Julia and Ann, manager and office coordinator, respectively, from the Breast Care Cancer Center to learn about the office and tour the space that would be the focus of the project. During the first meeting, Julia and Ann expressed what the biggest problem areas were in the office, based on their five-month experience working there: - Physician collaboration workspace is potentially underused, and separates doctors from other key staff members (i.e., medical assistants and front office employees) - Patients do not easily identify the current checkout location when they are leaving from exam or consult rooms. Also, patients usually try to leave the office via the door nearest the checkout, thinking it leads back to the waiting room, which it does not. The door leads to additional offices for the staff. - The second medical assistant desk area is potentially underused.

Fieldwork for understanding environment Left: Post it notes capture information learned from the Breast Care Staff.

In order to fully understand the perceived problem areas, the office staff led the Design Team on a tour of the office. During the visit, the Design Team took photos of each area to assist with sensemaking of the space later. Two of the three problem areas really stood out to the design team: the checkout and the underused space. The checkout was not easily identifiable, even with the overhead sign that it currently boasts. Additionally, the Design Team noticed that a patient would have to backtrack after going to checkout and exit through the door they initially came through into the office. Based on the current office layout, intuition leads office visitors towards the door leading to back offices and the workroom. It was very evident that the space in northern medical assistant area was underused. The lights were not all on like at the southern medical assistant (MA) desk and there were no personnel in the area. Julia and Ann did indicate that the space was used when one physician and his staff were at the office on Thursday afternoons and Fridays.

People centered methods for understanding experience From the initial conversation at the clinic, the team developed a design research and methods plan. Multiple stakeholders were identified during the process, including office staff and patients. In order to capture the voice of each stakeholder, the Design Team decided on the following Finding Facts

Staff Toilet 336

Staff Toilet 337

Storage 324 Waiting 300

Exam 1 335

Exam 2 334

Patient Toilet 330 Passage 329

Exam 4 326

Exam 5 325

Storage 331

Passage 323

Exam 6 322

Corridor 328 Storage 327 Reception 301 Workroom 304

Medical Assistant 302

Exam 3 333

Procedure 332

Corridor 312

N. Practitioner 338

out-take Office Manager 307

Tech 308

Using Design Thinking to Improve Flow at IU Health North

Consult 1 309

Medical Assistant 318

Corridor 319

scale Triage 313

out-take

Corridor 305 Social Worker 306

Corridor 303

Exam 7 321

Consult 2 310

Consult 3 311

Consult 4 314

Navigator's Office 316 Consult 5 315

Physician Collaboration 317

Exam 8 320

methods: observations, interviews, journey maps, shadowing and a patient focus group. The method of observation allows the Design Team to see what happens in the office without being disruptive. Interviews and the Focus Group allow the Design Team to speak one-on-one with staff and patients and get their perspectives on the issues that may exist in the clinic. Journey maps and shadowing allow the Design Team to understand the clinic experience from both the staff and patient perspectives. During staff interviews, the Design Team were able to speak with nine of the twenty-four personnel in the office. Of the different roles in the office, the nine interviewees included a medical assistant, a breast surgeon, front office staff, nurse navigators, the office coordinator, office manager, and medical director/breast surgeon. Each interview utilized a blueprint of the office space; this journey map technique was used to gain better understanding of where that role spent most of their time in the office, as well as what problem areas they identified in the space. In addition to interviews, the Design Team shadowed staff in different spaces of the office to observe staff and patients. Many of the problem areas discussed during interviews were observed during the shadowing process and confirmed what many of the staff stated. Patients had difficulty locating the Checkout area and figuring out how to exit the back office. Additionally, there was a lot of congestion in front of the MA desk, between checkout and the door from the waiting room to the back office. Left: During its first visit to the clinic, the design team took pictures of patient and staff spaces.

In order to capture the patient perspective, the design team conducted a focus group using journey maps. The journey maps were used to capture their flow throughout the office, as well as areas for improvement and their suggestions. The patientsâ&#x20AC;&#x2122; feedback was aligned with information that was gathered from the staff. The majority of the issues revolved around patient movement in the office, including feelings about the checkout and scale area. One difference between staff feedback and patient feedback is patients made a point to mention that they did not mind waiting anywhere within the office, whether it was in the waiting area or in the back office. They have a great understanding that the office staff and providers are working hard to provide the same care that they receive to another patient and they are very aware of what another patient may be going through, so waiting is never an issue.

Finding Facts

Using Design Thinking to Improve Flow at IU Health North

Defining Problems Left: Identifying patient needs.

The activities conducted to understand the problem areas led to a lot of data collected. The goal of the Design Team was to determine what method would be best to analyze and synthesize the data. The team wrote the statements gathered from both staff and patients on sticky notes and began to group the sticky notes according to common themes. The staff statements were written on sticky notes with different colors to show the differences and similarities expressed by the various staff roles in the office. The same format was used for the patients, using a different color sticky note than those of the staff to show what area was most expressed by patients and how it overlapped with the staff data. This paired comparison between the two sets of data led to common themes from both stakeholder groups, as well as themes distinct to that particular group. Some common ideas from both staff and patients include: - Create exit corridor in the existing workroom space so that patients may leave the clinic without having to backtrack to the entry door. - Convert part of MA desk to Checkout (corner of the desk by door to/from waiting room) to make Checkout more accessible to patients and reduce time dedicated by staff to directing patients within the clinic. - Move scale inside the Triage Room to keep the privacy of the patients. To synthesize the information gathered from both patients and staff, the Design Team created a patient flow diagram and a system map to further explore the identified problem areas and identify ways to find solutions. The Patient Experience Flow (page 24) shows the pinch points in the office; this map was created using a blueprint of the office provided by the IU Health staff. The System Map (page 25) shows areas a typical patient goes in the clinic, in addition to experiences they may have and staff with whom they may have interactions. The information captured on the Patient Experience Flow and the System Map came from both the staff and the patient experience.

Defining Problems

Using the information from both the staff and patients, the Design Team developed how might we (HMW) statements to identify the major problem spaces in the clinic. HMW statements are phrases in the form of a question to invite exploration of an issue. After the Design Team had gathered information from the patients and staff on issues they identified in the office, they developed HMW statements to serve as prompts to explore the challenges within the office.

Use of working space HMW encourage the team to use the MA desk for its intended purposes? HMW improve the use of the workroom? HMW improve the use of the triage room? HMW increase awareness of the use of the consult rooms?

Patient experience HMW improve patientsâ&#x20AC;&#x2122; waiting experience in the waiting room? HMW improve the waiting experience in the exam rooms? HMW improve the signage system? HMW create an effective patient exit? HMW direct the patients to Checkout? HMW protect patientsâ&#x20AC;&#x2122; privacy (at the Front Desk and Checkout)? HMW bring providers closer to patients during clinic?

Communication among staff HMW improve the interaction/communication among the staff? HMW improve the printing process? The design team voted on the following thirteen statements to represent the issue/s in three aspects: the usage of the working space, patient experience, and the communication among staffs.

Using Design Thinking to Improve Flow at IU Health North

Defining Problems

Using Design Thinking to Improve Flow at IU Health North

Finding Solutions HMW: Defining Opportunity Statements Using the HMW statements as a guide, the Design Team developed an ideation session to conduct with the staff at IU Health. The goal of the session was to brainstorm solutions from the perspective of the individuals who are in the space the most: the staff. Of the thirteen HMW statements developed, eleven proved to be the most appropriate to use for the ideation session. The next step was to determine how the HMW statements would be selected for the ideation session. Left: The Breast Care Staff participates in a brainstorming session.

Through much deliberation, the Design Team opted to allow the staff to select the HMW statements that were most important to them, by voting for their top five choices. The statements the staff chose are as follows: - - - - -

HMW create an effective patient exit? HMW protect patientsâ&#x20AC;&#x2122; privacy (at the Front Desk and Checkout)? HMW improve the use of the workroom? HMW bring providers closer to patients during clinic? HMW improve the signage problem?

Using the selected HMW statements, the Design Team guided the staff in brainstorming solutions that addressed each HMW statement. Overall, the staff came up with multiple ideas. These ideas were added to the ideas from the focus group. During the focus group, patients identified pinch points and offered recommendations for improvement. Many of the ideas from the patient perspective matched the recommendations that the staff brainstormed during the ideation session.

Finding Solutions

Based on the collected data (ideas) from the ideation session with staff and the focus groups session with patients, the Design Team conducted its own ideation session to come up with design solutions for both the selected and unselected HMW statements. All the design solutions were compiled and evaluated based on the criteria created from the former interview results and HMW statements. The defined criteria are listed below: 1. Level of Clinic remodeling 2. Improve Staff Communication 3. Improve Patient Flow 4. Improve Patient Privacy 5. Level of Reorganization Needed Each HMW statement was weighted based on the number of votes each HMW statement received. HMW create an effective patient exit? - 7 votes HMW protect patientsâ&#x20AC;&#x2122; privacy at the Front Desk and Checkout? - 5 votes HMW improve the use of the workroom? - 5 votes HMW bring providers closer to patients during clinic? - 4 votes HMW improve the signage system? - 4 votes

Proposed Solutions The result of this data analysis was eight solutions, which the Design Team narrowed to four main proposals and two optional add-ons that could be used with any proposal. The teamâ&#x20AC;&#x2122;s proposals and options aim to improve patient flow, protect patient privacy, improve use of the workroom, bring patients and providers closer together and improve the clinicâ&#x20AC;&#x2122;s signage. Each solution was evaluated based on how it addresses the HMW statements and criteria. This ensures that the solutions are relevant and applicable to patient and staff needs. Proposal 1 (pages 26 & 27) The first proposal has two main parts: repurpose the MA desk and relocate the Checkout area to share that space, as well as bringing the providers closer to the front area by assigning space in the workroom and current offices to providers. There are also other longterm recommendations, such as adding a swinging door and short wall section so patients do not enter the back area, and transforming the sink to a sitting area for providers.

Using Design Thinking to Improve Flow at IU Health North

Proposal 1.1 (pages 28 & 29) This variant of Proposal 1 has a slight difference at the MA desk. Instead of the Checkout being near the door leading to the Waiting Room, the two Checkout stations are on the other side of the MA desk. We included this variation because patients and staff suggested it and this portion of the MA desk is a regular touch point for patients who are checking out.

The Design Team â&#x20AC;&#x2DC;s solution prototypes.

Proposal 2 (pages 30 & 31) This proposal opts to keep current staff positions as is, but transform the workroom to a corridor for patients to exit. A wall would be constructed to keep the front desk private and a doorframe would be cut in the wall next to the front desk. Proposal 3 (pages 32 & 33) The final proposal highlights reassigning current space within the office and identifying a new purpose for the workroom. The current Physician Collaboration space would house the offices near the workroom and front area of the office; medical staff would relocate to the office coordinator/social worker, manager, and workroom spaces. The two options can be added to any proposal selected, or used independently of them. Each option addresses an issue that was personally observed or captured in an interview or focus group.

Finding Solutions

Option 1 (page 34) The first option addresses the issue of the scale and offers a variant for flexibility. The main option is to add a privacy screen of some sort (curtain, wall, frosted glass, etc.) so that patients do not feel exposed while being weighed. This option allows for the convenience of the current placement of the scales (staff need) and the privacy that patients want (patient need). The variant of this option makes use of the intended space for the scales (Triage Room) by placing a window in the current wall. The window will allow staff to monitor activity at the MA desk and maintain patient privacy while taking weight measurement. Option 2 (page 35) The second option assists with patient flow, particularly towards the end of a visit when patients are going to Checkout or exiting the office. The office can opt to place arrows or

Solution prototypes for scale options and the MA Desk.

some other directional aid on the carpet to assist patients. This will help to alleviate the staff burden of directing patients. Understanding that visual aids may assist with the decision process, the Design Team decided to create solution posters highlighting the four decided upon solutions. The posters include a visual representation of the solution in the current office space, a listing of the criteria and which criteria the solution match, and quotes from the staff gathered from the data gathered in the understanding phase. The less time the solution might take to implement, the closer it is to short-term and vice versa for long-term.

Using Design Thinking to Improve Flow at IU Health North

Summary The goals of the Design Team were to understand perceived problems from the patient and staff perspective and to improve the flow experience of both groups. This was achieved by using people-centered design methods to collect the necessary information. The outcomes from the process culminated in four proposals and two options. For the next step, we propose the IU Health staff deliberate and determine what solutions, if any, they would like to implement and how they could implement them. This part of the process can be completed with the assistance of the Design Team serving as advisors to the IU Health staff.

Summary

Using Design Thinking to Improve Flow at IU Health North

Enter / Exit

0 9

2 1

Breast Care Cancer Center, IU Health North

Patient Experience Flow

8 e

3 a 7 4

Nurse Navigator Front Desk

Medical Assistant

Provider

Patient

b c

3 Get info 4 H/W Check 5 Be examed

a Patientsâ&#x20AC;&#x2122; info can be heard by others b MA needs to monitor patients c Patients do not like to be weigh in public

Problems in the flow

0 Enter 1 Check-in 2 Wait

Patient Flow Order

d e f

9 Exit

It is hard to find the exit after check-out for the new patients

It is hard to find the place to check-out for the new patients

Providersâ&#x20AC;&#x2122; working space is very far from the MA and Front Desk

6 Consult 7 Get info 8 Check-out

Finding Solutions

Tech Person

Nurse Navigator

Provider

Patient Engagement Flow

Medical Assistant

Front Desk

Office Coordinator

Manager

Nurse Navigator Office

Talk with patients on the phone

Directing patients

Take patient to exam room

Exam Room

Do clinic work

Be examinated

Take patient to consult room

Consult Room

Talk with/ teach new patients

Consulting

Scanning documents into the electronic medical record and creating and maintaining data bases for the program

H/W Check

Leave a note to the Front Desk

Outside Triage Room

Front Desk

b c

Check H/W of Patient

Manage IU Health North Cancer Center

Maintain the doctors schedules and oversee the daily operations in the clinic

Check-in

Help / Check-in

Breast Care Cancer Center, IU Health North

System Map

MA Desk

Copier / Fax

Have the doctorâ&#x20AC;&#x2122;s sign

Working

Ask questions

Physician Space

Have the doctorâ&#x20AC;&#x2122;s sign

Get Documents/ Info

Get inmediate answer

Help / Check-out

Check-out

Out-take

Help / Check-out

Help/ Check-out / Check-out Help

Using Design Thinking to Improve Flow at IU Health North

Shared MA/MD Space, Repurposed Rooms

Proposal 1 Waiting Room

New MA/MD Workstation

Short Wall Section and Swinging Door

New MA Area

Short Partitions

New Check Out Area

MA/MD Areas

Check In/Check Out Staff

* In the future, a short wall with a swinging door could be built in the corridor between the MA positions and consult room 1. This would prevent patients from attempting to exit through the office space.

4. We recommend converting the workroom into shared MD and check in/check out staff space. Existing office rooms could also be turned into MD rooms. This part of the solution is detailed in Proposal 3.

3. The existing sink could possibly be replaced with a new MA/MD workstation.

2. We recommend moving the MA positions to the east end of the MA desk.

CHECK OUT

1a. Short partitions could be placed on this half of the desk to create two separate check out stations. Signs could also be placed over the stations:

1. We recommend moving the check out area to the west end of the existing MA desk.

Proposal 1:

Finding Solutions

How might we improve the signage system?

How might we bring providers closer to patients during clinic?

How might we improve use of the workroom?

How might we improve patients’ privacy?

How might we create an effective patient exit?

“Patients have no idea where to go, especially when they’re a new patient. ”

Time to Implement

Level of Remodeling Needed

Level of Staff Reorganization Needed

Improved Staff Communication

Improved Patient Privacy

Improved Patient Flow

EVALUATION CRITERIA:

Using Design Thinking to Improve Flow at IU Health North

Shared MA/MD Space, Repurposed Rooms

Proposal 1 Variation Waiting Room

New MA/MD Workstation

Short Wall Section and Swinging Door

New Check Out Area

Short Partitions

New MA Area

MA/MD Areas

Check In/Check Out Staff

* In the future, a short wall with a swinging door could be built in the corridor between the check out area and consult room 1. This would prevent patients from attempting to exit through the office space.

3. The existing sink could possibly be replaced with a new MA/MD workstation.

CHECK OUT

2a. Short partitions could be placed on this half of the desk to create two separate check out stations. Signs could also be placed over the stations:

2. We recommend moving the check out area to the east end of the MA desk.

1. We recommend moving the MA positions to the west end of the existing MA desk.

Proposal 1 Variation:

Finding Solutions

How might we improve the signage system?

How might we bring providers closer to patients during clinic?

How might we improve use of the workroom?

How might we improve patients’ privacy?

How might we create an effective patient exit?

“Patient flow up front is the hardest...signage doesn’t tell you where to go. ”

Time to Implement

Level of Remodeling Needed

Level of Staff Reorganization Needed

Improved Staff Communication

Improved Patient Privacy

Improved Patient Flow

EVALUATION CRITERIA:

Using Design Thinking to Improve Flow at IU Health North

C. Patient Exits Clinic

New Patient Corridor in Existing Workroom

Proposal 2

New Wall

New Doorway

Existing Check In/ Check Out/ Office Space

B. Patient Checks Out

Waiting Room

A. Patient Ready to Leave

2. As part of this solution, a new doorway would be built in the wall separating the waiting room and the workroom.

1. We recommend keeping the existing check out stations in place, but partitioning the workroom by adding a new wall. This leaves some space for the office staff and creates a new corridor through which patients can exit.

Proposal 2:

Finding Solutions

Time to Implement

Level of Remodeling Needed

Level of Staff Reorganization Needed

Improved Staff Communication

Improved Patient Privacy

Improved Patient Flow

How might we improve the signage system?

How might we bring providers closer to patients during clinic?

How might we improve use of the workroom?

How might we improve patients’ privacy?

How might we create an effective patient exit?

“ Transform the workroom so that patients can go out. ”

EVALUATION CRITERIA:

Using Design Thinking to Improve Flow at IU Health North

Proposal 3

Current physician collaboration room becomes new back office and tech room

Consult room 5 becomes a new mixed use space (patient counseling, temporary MD office, etc.)

Current back office staff rooms and tech area become new MD spaces Exam 5 Exam 6 325 Passage 322 323

Staff Toilet Staff Toilet 336 Workroom becomes new shared MD and337 front office space Storage 324

We recommend repurposing the below rooms to bring MD, MA and front office staff closer to each other:

Proposal 3:

Finding Solutions

How might we improve the signage system?

How might we bring providers closer to patients during clinic?

How might we improve use of the workroom?

How might we improve patients’ privacy?

How might we create an effective patient exit?

“The physician space is used, the issue is more that it’s far away. ”

Time to Implement

Level of Remodeling Needed

Level of Staff Reorganization Needed

Improved Staff Communication

Improved Patient Privacy

Improved Patient Flow

EVALUATION CRITERIA:

Tech

Privacy Screen (or Curtain, Wall or Frosted Glass)

Option 1

Workroom 304

Using Design Thinking to Improve Flow at IU Health North

Option 1:

out-take

Reception 301

Procedure 332

338

Medical Assistant 302

To give patients privacy during the weigh-in process, we recommend placing a privacy screen, curtain or wall in front of the current weigh-in area.

328

Window

Storage 327

Navigator's Office 316

Medical Assistant 318

To give patients privacy during weigh-in, and to allow MAs to monitor the MA desk area, we recommend moving the scale to the triage toom and adding a window in the southern wall.

Option 1 Variation:

CHECK OUT

EXIT

Example Signage:

While shown with the existing check out system, this option could be used with any of our proposed check out solutions.

We recommend placing arrows or other direction indicators on the floor in key areas (e.g., outside of consult and exam rooms) to guide patients to check out stations and the clinic exit.

Waiting Room

CHECK OUT

Option 2:

CHECK OUT

Option 2 CHECK OUT

EXIT

Finding Solutions

CHECK OUT