For this semester-long project, I redesigned a mock perioperative supply verification workflow to reduce procedure delays caused by missing supplies. I implemented a standardized pre-procedure checklist and EHR-based readiness dashboard, targeting a 30% reduction in supply-related late starts and approximately $53,200 in annual staffing cost savings.

My work on the hypothetical START Project helped me grow as an informaticist by applying change management principles and project implementation skills to redesign a clinical workflow, bridging the gap between frontline procedural needs and organizational process improvement.

Competencies developed:
4.1j – Discern appropriate applications of quality improvement, research, and evaluation methodologies.
5.1k – Integrate outcome metrics to inform change and policy recommendations.
7.3g – Manage change to sustain system effectiveness.
8.2f – Generate information and knowledge from health information technology databases.

Explanation:
This project redesigns a supply-verification workflow using FMEA, PDSA, and control charts, so it's a strong systems-based quality improvement piece. Choosing FMEA to identify the highest-risk failure point, then structuring the whole project around the PDSA cycle, shows discerning the right quality improvement and evaluation methodology for the problem (4.1j). Using the outcome, process, and balancing measures to track late-start rates and staff time lost, then applying those metrics to justify a workflow change, reflects integrating outcome metrics into change and policy decisions (5.1k). Leading the shift from day-of to 24-hours-in-advance supply verification, and building in the Study and Act phases to sustain that new process going forward, is a direct example of managing change to sustain system effectiveness (7.3g). And building the verification process around Epic preference cards and discrete "Ready" status fields shows generating usable information and knowledge from the EHR (8.2f).

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