Managing and Evaluating Rapid-Cycle Process Improvements as Vehicles for Hospital System Redesign. Table 3.

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Access	Billing	Clinic	Hospital flow	Operating room
Payer source appointments	Accounts receivable days	Visits per provider session	Throughput in days-average daily census/discharges per day	Zero case errors
Copay/deposit collection/per visit	Payer denials	Discipline specific quality outcomes	Divert status (ED divert %)	Charges per staffed or hour
Registration accuracy	Claims documents that are error free	Clinic flow time-door to door	Time ICU patients waiting for floor bed	Expenses per staffed or hour
Third-party collections	Bad debt as percentage of gross charges	Staff satisfaction	Staff satisfaction (Press Ganey)	Operating room utilization per staffed or hour
Enrollment in payer source programs		Users per full-time equivalent	Bed fallow time	Staff morale (in development)
Customer service (per Press Ganey)
Number of primary care users
Time to third appointment