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We are a global technology consultancy company that delivers exceptional outcomes and sustainable change

Case Study

Oper­a­tional Excellence

A health­care organ­i­sa­tion dis­cov­ers $10 mil­lion in opportunities


Our client is one of the most pro­gres­sive and inte­grat­ed health­care organ­i­sa­tions in the Unit­ed States. They have hun­dreds of pri­ma­ry care physi­cians and spe­cial­ists pro­vid­ing ded­i­cat­ed physi­cian cov­er­age and high-quality med­ical services.

Key results

>$10 mil

ben­e­fits from iden­ti­fied oppor­tu­ni­ties


improve­ment in on-time performance


reduced lob­by wait-time


reduc­tion in aver­age med­ical examina­tion delay


improve­ment in com­pli­ance to After-Visit Summa­ry (AVS) print­ing


The chal­lenge

The group want­ed to increase per­for­mance of its prac­tices, allow­ing for bet­ter capac­i­ty util­i­sa­tion and increased patient sat­is­fac­tion to deal with the increas­ing demand for ser­vices. We dis­cov­ered that the organ­i­sa­tion was large­ly miss­ing struc­tured man­age­ment tools such as data-driven KPIs, short inter­val con­trol round­ing, vari­a­tion analy­sis, action logs and per­for­mance reviews. This pre­vent­ed the real­i­sa­tion of con­tin­u­ous improve­ments. There was also a sig­nif­i­cant over­lap of respon­si­bil­i­ties and account­abil­i­ty which result­ed in wast­ed resources.

Com­mu­ni­ca­tion through­out the group was also inef­fec­tive and unstruc­tured. As a result, best prac­tices were not shared, com­mu­ni­cat­ed or even made known between prac­tices. Work­load allo­ca­tion var­ied great­ly between prac­tices while a gov­er­nance mod­el that ensured staff account­abil­i­ty for per­for­mance did not exist. Patient slots in same-type prac­tices var­ied. There were also sig­nif­i­cant dif­fer­ences in how wait­ing times were man­aged and how patients were assist­ed between practices.

What we did

Reynard set up a task force togeth­er with the com­pa­ny to over­see all ini­tia­tives and estab­lished a feed­back loop for process changes and data cred­i­bil­i­ty. Open dia­logue was ini­ti­at­ed among physi­cians, senior lead­er­ship, clin­i­cal sup­port per­son­nel and the client’s task force to dis­cuss process­es iden­ti­fied at the site lev­el, applic­a­ble Key Per­for­mance Indi­ca­tors, and desired tar­gets for the clin­ics to achieve.

We mapped clinic-level process­es such as patient check-in, clin­i­cal room­ing as well as analysing the Group’s man­age­ment con­trol sys­tems. Data capa­bil­i­ty queries as well data cred­i­bil­i­ty con­cerns were also looked into.

Cre­at­ed bet­ter access to care

Sec­re­taries’ and sched­ul­ing coor­di­na­tors’ work­flows were adapt­ed and turned into a stan­dard­ised check­list for sched­ul­ing appoint­ments. The new “every patient, every time” men­tal­i­ty com­bined with min­i­mum provider-patient week­ly con­tact hours reduced vari­abil­i­ty in dai­ly slot availability.

Opti­mised staffing

Based on patient vol­ume and employ­ee pro­duc­tiv­i­ty, clin­ics were often over­staffed. Bench­marks were used to iden­ti­fy appro­pri­ate staffing lev­els. Flex­ing rules were writ­ten and imple­ment­ed across all clinics.

Improved patient satisfaction

The team devel­oped a tool that pro­vid­ed site-level trans­paren­cy of patient flow. Employ­ees were held account­able for proac­tive mon­i­tor­ing of patient arrival sched­ules through a “dai­ly week­ly oper­at­ing report” (DWOR). As a result, lob­by wait times was reduced and there was a stricter adher­ence to appoint­ment punctuality.

Improved physi­cian satisfaction

Chang­ing the “silo” approach to pod staff respon­si­bil­i­ties at multi-provider clin­ics increased staff avail­abil­i­ty to providers’ needs. The imple­men­ta­tion of a sys­tem­at­ic patient track­ing mech­a­nism enabled pod staff, providers and front desk per­son­nel to know where each patient was with­in the patient flow. Cou­pled with a for­malised com­mu­ni­ca­tion process for providers, sec­re­taries were able to pre­dic­tive­ly adjust patient expec­ta­tions before delays occurred.

Reduced over­time

Dai­ly patient vol­ume was matched with appro­pri­ate lev­els of staffing. The expand­ing flex­i­bil­i­ty in the staffing float great­ly reduced over­time costs.

Bet­ter per­for­mance management

We estab­lished week­ly per­for­mance reviews with key staff mem­bers and ser­vice providers at all clin­ics to address vari­ances to ser­vices pro­vid­ed. The devel­op­ment of the per­for­mance man­age­ment report in the form of the DWOR was instru­men­tal in cre­at­ing a cul­ture of account­abil­i­ty and action in the organisation.


With Reynard’s guid­ance, best prac­tices were adopt­ed through­out the group. Man­age­ment con­trol sys­tems and work process­es were also stan­dard­ised across all clin­ics. This improved pro­duc­tiv­i­ty and capac­i­ty util­i­sa­tion, whilst it reduced both patients’ wait­ing time and over­time cost.

More than $10mil was gained from iden­ti­fied benefits.

After the changes, patients received the best qual­i­ty ser­vice in the most pre­dictable man­ner possible.

There were 326% improve­ment in first appoint­ment on-time per­for­mance, 33% reduc­tion in lob­by wait time, 68% reduc­tion in first appoint­ment aver­age exam­i­na­tion delay and 28% reduc­tion in patient throughput.

For ser­vice providers, there was a 102% improve­ment in over­all on-time per­for­mance, 55% reduc­tion in over­all aver­age exam­i­na­tion delay and 36% improve­ment in com­pli­ance to AVS printing. 

* We take client con­fi­den­tial­i­ty seri­ous­ly. While we have kept the brand anony­mous, the results are real.  

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