Solutions should focus on the problem, be accepted by the team and be achievable.
Find opportunities to allow the individuals to meet to work out the differences, respectfully. Focus on strategies that can build trust in the relationship.
Look at the tasks that the individuals are responsible for and explore whether or not they have had adequate training or resources to be successful in performing their tasks (so the solution is to provide additional training and/or mentoring to help your folks be successful).
Evaluate the conditions under which these two work (are they sitting right next to the community coffee pot or the photocopy machine or with poor ventilation or no natural light? Is the environment affecting their behavior?) The solution may be to fix the problem by moving them or making some other change.
In choosing a client for this company I decided to select Raymond W. Bliss Army Health Center. The Health center is responsible to for assisting over 12,000 beneficiaries to include active duty members, their dependents and also eligible retirees. The mission of helping all these patients is being challenged due to limited providers within the facility. Despite limited access to care, the health center continues strive forward in providing the best care possible for patients seen at the facility. Because of limited available appointments most ancillary services are on the decline meaning that they see less and less patients, this however is not the case for the Pharmacy department. The sections that I am responsible for. In fact, so far, this year we are up a total 1000 prescriptions. The Pharmacy strives to help and assist patients within a reasonable amount of time. Although the pharmacy is crushing time goals we are very lacking on patient satisfaction. Despite the fact that about 85 % of our patients are in and out within 30 minutes we keep missing the Regional goal of 87% patient satisfaction.
Patient satisfaction seems to be an up and down game. For the month of March patient satisfaction came in at 82 % and during the month of April that number declined to 76%. For a while the pharmacy was down to technicians and 2 staff pharmacists. Part of the problem is that patient satisfaction is measured by a survey known as the Joint Outpatient Experience also known as JOES. The JOES are flawed though, this a survey that only goes out to patients that are seen at the clinic and the return rate of surveys that go out is relatively small. As previously stated most of the patients that we see in the pharmacy are patients seen in the network and if they have any prescriptions they still come to the pharmacy because with us they have a zero co pay. Most of the patients we see will never get a survey because they are seen by outside providers.
When I first arrived back in November I could tell that there was a serious flaw in work flow. While there are 6 windows to help patients, some seem to always have patients and others were not busy at all. One window was dedicated to active duty military (main priority), another window was dedicated to called in refill prescriptions and the other 4 windows were for all other transactions. There were times when the refill tech would have no one at window and yet plenty of patients were out in the pharmacy lobby waiting to be called. The same issue was going on for the active duty. If the tech left for an extended period, lets say 5-10 min the active duty numbers would go uncalled. All the meanwhile techs would be in the back twiddling their thumbs waiting for prescriptions to come through and get filled.
In January of 2018 we made some major changes to ensure that we continued to keep wait times down. Techs were moved to the window to make up for the pharmacist shortage. The refill tech was responsible for calling active duty tickets any time designated tech left for a break. With some of this moves we ensured that wait times were down, but patient satisfaction remains low. I dont know if the techs had been out of practice since they had not worked the window in about year, but when we initially put them back on the window they were making simple mistakes that were caught by the pharmacist but it just delays the process of what we are supposed to get done. I have reiterated many times that our times have to go along with safely delivering the right medication with the right dose and the right indications. At one time it was suggested that the technicians had fatigue and that they should switched out out halfway through the day but the pharmacy does have enough staff to be able to make that rotation. It is my philosophy that even when things are good there is always room for improvement and this pharmacy is no exception. It is my goal to take this pharmacy to new heights, one in which leaders, patients and employees are satisfied.
RWBACH Pharmacy
In choosing a client for this company I decided to select Raymond W. Bliss Army Health Center. The Health center is responsible to for assisting over 12,000 beneficiaries to include active duty members, their dependents and also eligible retirees. The mission of helping all these patients is being challenged due to limited providers within the facility. Despite limited access to care, the health center continues strive forward in providing the best care possible for patients seen at the facility. Because of limited available appointments most ancillary services are on the decline meaning that they see less and less patients, this however is not the case for the Pharmacy department. The sections that I am responsible for. In fact, so far, this year we are up a total 1000 prescriptions. The Pharmacy strives to help and assist patients within a reasonable amount of time. Although the pharmacy is crushing time goals we are very lacking on patient satisfaction. Despite the fact that about 85 % of our patients are in and out within 30 minutes we keep missing the Regional goal of 87% patient satisfaction.
Patient satisfaction seems to be an up and down game. For the month of March patient satisfaction came in at 82 % and during the month of April that number declined to 76%. For a while the pharmacy was down to technicians and 2 staff pharmacists. Part of the problem is that patient satisfaction is measured by a survey known as the Joint Outpatient Experience also known as JOES. The JOES are flawed though, this a survey that only goes out to patients that are seen at the clinic and the return rate of surveys that go out is relatively small. As previously stated most of the patients that we see in the pharmacy are patients seen in the network and if they have any prescriptions they still come to the pharmacy because with us they have a zero co pay. Most of the patients we see will never get a survey because they are seen by outside providers.
When I first arrived back in November I could tell that there was a serious flaw in work flow. While there are 6 windows to help patients, some seem to always have patients and others were not busy at all. One window was dedicated to active duty military (main priority), another window was dedicated to called in refill prescriptions and the other 4 windows were for all other transactions. There were times when the refill tech would have no one at window and yet plenty of patients were out in the pharmacy lobby waiting to be called. The same issue was going on for the active duty. If the tech left for an extended period, lets say 5-10 min the active duty numbers would go uncalled. All the meanwhile techs would be in the back twiddling their thumbs waiting for prescriptions to come through and get filled.
In January of 2018 we made some major changes to ensure that we continued to keep wait times down. Techs were moved to the window to make up for the pharmacist shortage. The refill tech was responsible for calling active duty tickets any time designated tech left for a break. With some of this moves we ensured that wait times were down, but patient satisfaction remains low. I dont know if the techs had been out of practice since they had not worked the window in about year, but when we initially put them back on the window they were making simple mistakes that were caught by the pharmacist but it just delays the process of what we are supposed to get done. I have reiterated many times that our times have to go along with safely delivering the right medication with the right dose and the right indications. At one time it was suggested that the technicians had fatigue and that they should switched out out halfway through the day but the pharmacy does have enough staff to be able to make that rotation. It is my philosophy that even when things are good there is always room for improvement and this pharmacy is no exception. It is my goal to take this pharmacy to new heights, one in which leaders, patients and employees are satisfied.
RWBACH Pharmacy
In choosing a client for this company I decided to select Raymond W. Bliss Army Health Center. The Health center is responsible to for assisting over 12,000 beneficiaries to include active duty members, their dependents and also eligible retirees. The mission of helping all these patients is being challenged due to limited providers within the facility. Despite limited access to care, the health center continues strive forward in providing the best care possible for patients seen at the facility. Because of limited available appointments most ancillary services are on the decline meaning that they see less and less patients, this however is not the case for the Pharmacy department. The sections that I am responsible for. In fact, so far, this year we are up a total 1000 prescriptions. The Pharmacy strives to help and assist patients within a reasonable amount of time. Although the pharmacy is crushing time goals we are very lacking on patient satisfaction. Despite the fact that about 85 % of our patients are in and out within 30 minutes we keep missing the Regional goal of 87% patient satisfaction.
Patient satisfaction seems to be an up and down game. For the month of March patient satisfaction came in at 82 % and during the month of April that number declined to 76%. For a while the pharmacy was down to technicians and 2 staff pharmacists. Part of the problem is that patient satisfaction is measured by a survey known as the Joint Outpatient Experience also known as JOES. The JOES are flawed though, this a survey that only goes out to patients that are seen at the clinic and the return rate of surveys that go out is relatively small. As previously stated most of the patients that we see in the pharmacy are patients seen in the network and if they have any prescriptions they still come to the pharmacy because with us they have a zero co pay. Most of the patients we see will never get a survey because they are seen by outside providers.
When I first arrived back in November I could tell that there was a serious flaw in work flow. While there are 6 windows to help patients, some seem to always have patients and others were not busy at all. One window was dedicated to active duty military (main priority), another window was dedicated to called in refill prescriptions and the other 4 windows were for all other transactions. There were times when the refill tech would have no one at window and yet plenty of patients were out in the pharmacy lobby waiting to be called. The same issue was going on for the active duty. If the tech left for an extended period, lets say 5-10 min the active duty numbers would go uncalled. All the meanwhile techs would be in the back twiddling their thumbs waiting for prescriptions to come through and get filled.
In January of 2018 we made some major changes to ensure that we continued to keep wait times down. Techs were moved to the window to make up for the pharmacist shortage. The refill tech was responsible for calling active duty tickets any time designated tech left for a break. With some of this moves we ensured that wait times were down, but patient satisfaction remains low. I dont know if the techs had been out of practice since they had not worked the window in about year, but when we initially put them back on the window they were making simple mistakes that were caught by the pharmacist but it just delays the process of what we are supposed to get done. I have reiterated many times that our times have to go along with safely delivering the right medication with the right dose and the right indications. At one time it was suggested that the technicians had fatigue and that they should switched out out halfway through the day but the pharmacy does have enough staff to be able to make that rotation. It is my philosophy that even when things are good there is always room for improvement and this pharmacy is no exception. It is my goal to take this pharmacy to new heights, one in which leaders, patients and employees are satisfied.
RWBACH Pharmacy
In choosing a client for this company I decided to select Raymond W. Bliss Army Health Center. The Health center is responsible to for assisting over 12,000 beneficiaries to include active duty members, their dependents and also eligible retirees. The mission of helping all these patients is being challenged due to limited providers within the facility. Despite limited access to care, the health center continues strive forward in providing the best care possible for patients seen at the facility. Because of limited available appointments most ancillary services are on the decline meaning that they see less and less patients, this however is not the case for the Pharmacy department. The sections that I am responsible for. In fact, so far, this year we are up a total 1000 prescriptions. The Pharmacy strives to help and assist patients within a reasonable amount of time. Although the pharmacy is crushing time goals we are very lacking on patient satisfaction. Despite the fact that about 85 % of our patients are in and out within 30 minutes we keep missing the Regional goal of 87% patient satisfaction.
Patient satisfaction seems to be an up and down game. For the month of March patient satisfaction came in at 82 % and during the month of April that number declined to 76%. For a while the pharmacy was down to technicians and 2 staff pharmacists. Part of the problem is that patient satisfaction is measured by a survey known as the Joint Outpatient Experience also known as JOES. The JOES are flawed though, this a survey that only goes out to patients that are seen at the clinic and the return rate of surveys that go out is relatively small. As previously stated most of the patients that we see in the pharmacy are patients seen in the network and if they have any prescriptions they still come to the pharmacy because with us they have a zero co pay. Most of the patients we see will never get a survey because they are seen by outside providers.
When I first arrived back in November I could tell that there was a serious flaw in work flow. While there are 6 windows to help patients, some seem to always have patients and others were not busy at all. One window was dedicated to active duty military (main priority), another window was dedicated to called in refill prescriptions and the other 4 windows were for all other transactions. There were times when the refill tech would have no one at window and yet plenty of patients were out in the pharmacy lobby waiting to be called. The same issue was going on for the active duty. If the tech left for an extended period, lets say 5-10 min the active duty numbers would go uncalled. All the meanwhile techs would be in the back twiddling their thumbs waiting for prescriptions to come through and get filled.
In January of 2018 we made some major changes to ensure that we continued to keep wait times down. Techs were moved to the window to make up for the pharmacist shortage. The refill tech was responsible for calling active duty tickets any time designated tech left for a break. With some of this moves we ensured that wait times were down, but patient satisfaction remains low. I dont know if the techs had been out of practice since they had not worked the window in about year, but when we initially put them back on the window they were making simple mistakes that were caught by the pharmacist but it just delays the process of what we are supposed to get done. I have reiterated many times that our times have to go along with safely delivering the right medication with the right dose and the right indications. At one time it was suggested that the technicians had fatigue and that they should switched out out halfway through the day but the pharmacy does have enough staff to be able to make that rotation. It is my philosophy that even when things are good there is always room for improvement and this pharmacy is no exception. It is my goal to take this pharmacy to new heights, one in which leaders, patients and employees are satisfied.
RWBACH Pharmacy
In choosing a client for this company I decided to select Raymond W. Bliss Army Health Center. The Health center is responsible to for assisting over 12,000 beneficiaries to include active duty members, their dependents and also eligible retirees. The mission of helping all these patients is being challenged due to limited providers within the facility. Despite limited access to care, the health center continues strive forward in providing the best care possible for patients seen at the facility. Because of limited available appointments most ancillary services are on the decline meaning that they see less and less patients, this however is not the case for the Pharmacy department. The sections that I am responsible for. In fact, so far, this year we are up a total 1000 prescriptions. The Pharmacy strives to help and assist patients within a reasonable amount of time. Although the pharmacy is crushing time goals we are very lacking on patient satisfaction. Despite the fact that about 85 % of our patients are in and out within 30 minutes we keep missing the Regional goal of 87% patient satisfaction.
Patient satisfaction seems to be an up and down game. For the month of March patient satisfaction came in at 82 % and during the month of April that number declined to 76%. For a while the pharmacy was down to technicians and 2 staff pharmacists. Part of the problem is that patient satisfaction is measured by a survey known as the Joint Outpatient Experience also known as JOES. The JOES are flawed though, this a survey that only goes out to patients that are seen at the clinic and the return rate of surveys that go out is relatively small. As previously stated most of the patients that we see in the pharmacy are patients seen in the network and if they have any prescriptions they still come to the pharmacy because with us they have a zero co pay. Most of the patients we see will never get a survey because they are seen by outside providers.
When I first arrived back in November I could tell that there was a serious flaw in work flow. While there are 6 windows to help patients, some seem to always have patients and others were not busy at all. One window was dedicated to active duty military (main priority), another window was dedicated to called in refill prescriptions and the other 4 windows were for all other transactions. There were times when the refill tech would have no one at window and yet plenty of patients were out in the pharmacy lobby waiting to be called. The same issue was going on for the active duty. If the tech left for an extended period, lets say 5-10 min the active duty numbers would go uncalled. All the meanwhile techs would be in the back twiddling their thumbs waiting for prescriptions to come through and get filled.
In January of 2018 we made some major changes to ensure that we continued to keep wait times down. Techs were moved to the window to make up for the pharmacist shortage. The refill tech was responsible for calling active duty tickets any time designated tech left for a break. With some of this moves we ensured that wait times were down, but patient satisfaction remains low. I dont know if the techs had been out of practice since they had not worked the window in about year, but when we initially put them back on the window they were making simple mistakes that were caught by the pharmacist but it just delays the process of what we are supposed to get done. I have reiterated many times that our times have to go along with safely delivering the right medication with the right dose and the right indications. At one time it was suggested that the technicians had fatigue and that they should switched out out halfway through the day but the pharmacy does have enough staff to be able to make that rotation. It is my philosophy that even when things are good there is always room for improvement and this pharmacy is no exception. It is my goal to take this pharmacy to new heights, one in which leaders, patients and employees are satisfied.
RWBACH Pharmacy
In choosing a client for this company I decided to select Raymond W. Bliss Army Health Center. The Health center is responsible to for assisting over 12,000 beneficiaries to include active duty members, their dependents and also eligible retirees. The mission of helping all these patients is being challenged due to limited providers within the facility. Despite limited access to care, the health center continues strive forward in providing the best care possible for patients seen at the facility. Because of limited available appointments most ancillary services are on the decline meaning that they see less and less patients, this however is not the case for the Pharmacy department. The sections that I am responsible for. In fact, so far, this year we are up a total 1000 prescriptions. The Pharmacy strives to help and assist patients within a reasonable amount of time. Although the pharmacy is crushing time goals we are very lacking on patient satisfaction. Despite the fact that about 85 % of our patients are in and out within 30 minutes we keep missing the Regional goal of 87% patient satisfaction.
Patient satisfaction seems to be an up and down game. For the month of March patient satisfaction came in at 82 % and during the month of April that number declined to 76%. For a while the pharmacy was down to technicians and 2 staff pharmacists. Part of the problem is that patient satisfaction is measured by a survey known as the Joint Outpatient Experience also known as JOES. The JOES are flawed though, this a survey that only goes out to patients that are seen at the clinic and the return rate of surveys that go out is relatively small. As previously stated most of the patients that we see in the pharmacy are patients seen in the network and if they have any prescriptions they still come to the pharmacy because with us they have a zero co pay. Most of the patients we see will never get a survey because they are seen by outside providers.
When I first arrived back in November I could tell that there was a serious flaw in work flow. While there are 6 windows to help patients, some seem to always have patients and others were not busy at all. One window was dedicated to active duty military (main priority), another window was dedicated to called in refill prescriptions and the other 4 windows were for all other transactions. There were times when the refill tech would have no one at window and yet plenty of patients were out in the pharmacy lobby waiting to be called. The same issue was going on for the active duty. If the tech left for an extended period, lets say 5-10 min the active duty numbers would go uncalled. All the meanwhile techs would be in the back twiddling their thumbs waiting for prescriptions to come through and get filled.
In January of 2018 we made some major changes to ensure that we continued to keep wait times down. Techs were moved to the window to make up for the pharmacist shortage. The refill tech was responsible for calling active duty tickets any time designated tech left for a break. With some of this moves we ensured that wait times were down, but patient satisfaction remains low. I dont know if the techs had been out of practice since they had not worked the window in about year, but when we initially put them back on the window they were making simple mistakes that were caught by the pharmacist but it just delays the process of what we are supposed to get done. I have reiterated many times that our times have to go along with safely delivering the right medication with the right dose and the right indications. At one time it was suggested that the technicians had fatigue and that they should switched out out halfway through the day but the pharmacy does have enough staff to be able to make that rotation. It is my philosophy that even when things are good there is always room for improvement and this pharmacy is no exception. It is my goal to take this pharmacy to new heights, one in which leaders, patients and employees are satisfied.
