RxMAP (Prescription Management Analytics Program)
Scaling RxMAP Around the Globe: From Design to Global Implementation
- RxMAP (Prescription Management Analytics Program)
- Scaling RxMAP Around the Globe: From Design to Global Implementation
- Situation
- Task
- Actions
- Result
Situation
While working as a Manager in Deloitte’s Strategy & Analytics Service Line I led an overall transformation of the patient and pharmacist experience within Military Health System (MHS) pharmacy operations. We totally redesigned the UI’s that patients interacted with, created wait time forecasting models, and integrated internal pharmacy applications to increased just in time visibility into pharmacy operations for both managers and line workers. I led a team that grew from 2 Deloitte FTEs to 7 Deloitte FTEs which included designers, data scientists, and business analysts. Additionally I managed relations with both a development contractor and client representatives from 15 health care systems around the globe.
For perspective, military pharmacies are not like what civilians have grown accustomed to in the retail pharmacies like CVS or Walgreens, they are massive in comparison to their retail counterparts. Think a Costco pharmacy that is attached to a Costco hospital whose patient’s can only go to Costcos within their assigned area. Rather than having a single line to stand in, the pharmacies attached to major military hospitals can have upwards of 15 windows for intaking patient’s and dispensing medications.
When I decided to lead this effort I was very intrigued by the ambiguous and contract line item which was a single sentence along the lines of “Create a front window dashboard to improve operations of high volume pharmacies.” It promised to be interesting with a lot of room for creativity and an opportunity to be highly impactful for our service men and women and their families.
Task
Pharmacy operations within the USA Military Health System (MHS) were a point of constant patient dissatisfaction. Complaints made by service men and women often find their way up to Congress. Patient’s had little insight into where they were in the queue, how long their waiting times would be, and had trouble being notified by methods other than waiting in the lobby to wait for their number to be called.
My first step was to get a sense of the scope of the effort. Was there appetite for real time analytics, revamped UI’s and information displays? Would it be built as a modern application or more of a retrospective analytics tool? Would we be able to integrate with existing pharmacy technologies to drive increased visibility?
- Goal
- Definition of success
Actions
Seeing that there was a firm commitment to improvement and a willingness to devote significant resources to create a robust solution we then got to determining requirements.
I led the creation of a operational checklist data call for multiple pharmacies to fill out, created a patient survey, and arranged travel to four of the healthcare systems to facilitate multiple requirements definition and design sessions with a variety of user groups.
We identified the types of data different users wanted to see, the predictive analytics that would be necessary and the corresponding integration points, the information that patients valued, and retrospective reporting needs. We also identified how little standardization there was throughout the enterprise and worked with stakeholders to define a standard workflow, terminology, and configuration that would be need to be implemented in order to support all of updated analytics and presentation layers that would be implemented across the globe. We worked with executive leadership to have these standards codified and integrated into Standard Operating Procedures (SOP) documentation.
We identified two health systems that were both open to technology changes and of significant patient volume and within 8 weeks we had a MVP release. With some iteration on designs and and tweaking of analytics models we were ready for further deployment within three months.
Result
Once the product was ready for implementation we branded it RxMAP, or the Pharmacy Management Analytics Program, and it was prized throughout the organization. I was able to expand my team so that we could do onsite implementations where we brought each facility in line with the SOP, implemented the technology, and offered training and change management support. I personally oversaw the implementation of RxMAP at 45 pharmacies across the globe, saw improvements in patient experience survey’s, saw wait times normalize across facilities. The product served as the template for implementing standards across all military branches.
It was a rich opportunity and a grew tremendously in my leadership, project mangement, and product management capabilities.
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