What Our Clients Say

"Unlike some lean methodologies or practices, Cech Systems uses a much broader framework, so all things are connected. This impacts a lot of work processes in a very quick period of time. It's about the whole system and efficiency."

Jude Bulman,
Associate Administrator of Clinical Operations
The Everett Clinic, Everett, WA

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"I think your practice tends to grow older with you. Now, we are seeing a lot of new patients, and many younger ones, and I find that is re-energizing... I have been able to open my practice to new patients, and I'm getting out of the office earlier each day... My office is more efficient with regards to paper flow and I find it easier to keep up with my dictation and correspondence... I really appreciated [Cech Systems] help."

Marc Cordova, M.D.,
Internal Medicine

Practice Improvement System

The Goal

A Focused Improvement Direction

Symptoms: Your clinic has a long (and perhaps unrealistic) list of initiatives and operating objectives. Planning and budgeting is done by department, and initiatives are not always aligned. Without clear direction, front-line managers, physicians and staff are confused and waste time and energy trying to prioritize.

Remedy: CxInsight Goal

Outcome: Everyone in the clinic operates with a unified purpose. The priority is clearly stated, and the emphasis is on improvement of the core business. Departments work together cooperatively in the planning and budget process to align initiatives in support of the overall (core business) goal.

CxInSight offers a focused, balanced direction for improvement in your core business, realigning initiatives through one simple goal: To increase throughput, while simultaneously decreasing care delays and operating inefficiencies/expense.

With the CxInSight Goal, the improvement direction for an entire clinic shifts to a concentrated focus on "throughput" in the physician's office. Support departments (e.g., Lab, Human Resources, IT, Materials Management) create their department objectives, but then filter these initiatives though the Goal lens - asking how these initiatives support the improvement direction in the core business. At this point, an exciting alignment process begins.

This Goal resonates with physicians and front line staff because it is simple and centered on the heart of their work - the patient. Instead of focusing on budget language and measures (like revenues and expenses), which are far removed from how they view their daily work, the Goal provides a common language and tangible measures that are meaningful to physicians and staff. These measures are of processes they can directly control. Learn more.

The Goal provides the focal point for improvement. When everyone in the clinic has a clear and common vision, one they can relate to and directly affect, then everyone works together to achieve that vision:

Leaders can champion it.
Individual physicians and staff can achieve it.
Finance and operations officers can measure it.
Practice managers can monitor and sustain it.