Hi I am a bit confused on how to start number one. I need help on getting it started Chapter 7 293The following are coding staff details; productivity is calculated per hour.GoalProductivityPrior toGoalCoding ProductivityQualityExperience Age Credential RecordsProductivity ProductivityCoderPriorICD-10PostPost ICD-103061CSInpatientKathy Miller97%33.51.91648RHITInpatientJohnReeves95%3.131.57CharlesHathaway33Inpatient94%2.91.252042CSOutpatient/ LeonardERLobmiller96%15171516Outpatient/ JessicaER224McCarthy93%15181517Outpatient/ AndreaOPS1037 RHITDelaware94%66.56Outpatient/ CarmellaANC28ССАCasetti95%30353035Outpatient/ANC1450Robert Neff92%30293030The full coding staff receive monthly education and, in general, have very good coding qualityscores. All credentialed coders maintain their certifications with CEUS from various webinarsand seminars they attend. The group works remotely, but technology is challenging for Kathy,Robert, and Charles. They often have to call IT for support with issues that the other coders cantroubleshoot themselves. This has strained the relationship between IT and HIM. IT sometimesmust spend a significant amount of time fixing issues for the remote coders. Coders feel that ITstaff do not recognize the importance of coding to the bottom line of the hospital, especially whentheir requests for help are not answered in a timely manner or taken seriously.Inpatient and outpatient coders are not cross-trained, but all outpatient coders can code all variet-ies of outpatient records, including ancillary accounts, ERs, outpatient surgeries, and observations.There is little cohesiveness between the inpatient and outpatient coders.There has been little turnover in the coding staff, but one coder is approaching retirement, andanother was hired just two years ago, right out of college. They have 30 and 2 years of experiencerespectively, while the other coders average 12 years of experience.Coding staff are insistent that the current productivity standards are unreasonable. One of thethings they take issue with is that the standards are built on the assumption of a full 8 hours aday spent coding. Staff know that they spend time throughout their day on other activities notjust coding.1. One of the first things that Sabrina asks Patricia to do is a work measurement study. Using theinformation below, finish building the table and propose a new standard for inpatient productivetime (round to whole number). All three coders worked 80 hours in this two-week period forthe work-study. 294 Extended CasesInpatient Minutes per Week on TasksWeek OneTelephone CallsDenials QueryingEmailCoding LunchKathy Miller1001751004530John Reeves7575504530Charles Hathaway7575504530Week TwoKathy Miller901251255030John Reeves8060604530Charles Hathaway6050605530

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Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Hi I am a bit confused on how to start number one. I need help on getting it started

Chapter 7 293
The following are coding staff details; productivity is calculated per hour.
Goal
Productivity
Prior to
Goal
Coding Productivity
Quality
Experience Age Credential Records
Productivity Productivity
Coder
Prior
ICD-10
Post
Post ICD-10
30
61
CS
Inpatient
Kathy Miller
97%
3
3.5
1.9
16
48
RHIT
Inpatient
John
Reeves
95%
3.1
3
1.5
7
Charles
Hathaway
33
Inpatient
94%
2.9
1.25
20
42
CS
Outpatient/ Leonard
ER
Lobmiller
96%
15
17
15
16
Outpatient/ Jessica
ER
2
24
McCarthy
93%
15
18
15
17
Outpatient/ Andrea
OPS
10
37 RHIT
Delaware
94%
6
6.5
6
Outpatient/ Carmella
ANC
28
ССА
Casetti
95%
30
35
30
35
Outpatient/
ANC
14
50
Robert Neff
92%
30
29
30
30
The full coding staff receive monthly education and, in general, have very good coding quality
scores. All credentialed coders maintain their certifications with CEUS from various webinars
and seminars they attend. The group works remotely, but technology is challenging for Kathy,
Robert, and Charles. They often have to call IT for support with issues that the other coders can
troubleshoot themselves. This has strained the relationship between IT and HIM. IT sometimes
must spend a significant amount of time fixing issues for the remote coders. Coders feel that IT
staff do not recognize the importance of coding to the bottom line of the hospital, especially when
their requests for help are not answered in a timely manner or taken seriously.
Inpatient and outpatient coders are not cross-trained, but all outpatient coders can code all variet-
ies of outpatient records, including ancillary accounts, ERs, outpatient surgeries, and observations.
There is little cohesiveness between the inpatient and outpatient coders.
There has been little turnover in the coding staff, but one coder is approaching retirement, and
another was hired just two years ago, right out of college. They have 30 and 2 years of experience
respectively, while the other coders average 12 years of experience.
Coding staff are insistent that the current productivity standards are unreasonable. One of the
things they take issue with is that the standards are built on the assumption of a full 8 hours a
day spent coding. Staff know that they spend time throughout their day on other activities not
just coding.
1. One of the first things that Sabrina asks Patricia to do is a work measurement study. Using the
information below, finish building the table and propose a new standard for inpatient productive
time (round to whole number). All three coders worked 80 hours in this two-week period for
the work-study.

294 Extended Cases
Inpatient Minutes per Week on Tasks
Week One
Telephone Calls
Denials Querying
Email
Coding Lunch
Kathy Miller
100
175
100
45
30
John Reeves
75
75
50
45
30
Charles Hathaway
75
75
50
45
30
Week Two
Kathy Miller
90
125
125
50
30
John Reeves
80
60
60
45
30
Charles Hathaway
60
50
60
55
30

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