Infix user engagement system

该项目旨在为Infix Support提供强大的系统和流程，使我们能够开发出一种培训和支持使用Infix: Schedule的方法，随着我们的产品在越来越多的NHS健康委员会和信托机构中使用，这种方法将更容易复制。Infix: Schedule是NHS临床和行政人员使用的仪表板，用于帮助安排选择性手术的手术列表。我们召集来交付这个项目的设计顾问拥有丰富的经验和技能，可以帮助我们在三个关键领域开发出真正以人为本的产品方法：当我们第一次进入一个新的健康委员会/信托时，我们需要了解他们现有的角色和流程，这样我们才能尽可能顺利地整合我们的产品。对我们产品的良好介绍，它是如何工作的，以及它如何适应他们现有的流程，确保了成功的参与和结果。——反馈。我们希望通过新功能和总体改进不断改进我们的产品。来自用户的反馈是了解我们如何识别和优先考虑这些改进的最佳方式。仅英国国家医疗服务体系（NHS）在2023年5月的统计数据就显示，约有747万人在等待选择性手术，比上个月略有增加；近303万患者等待超过18周。提高这些名单的效率是减少等候名单的关键方法。通过我们最初的试点，我们看到剧院的利用率提高了26.7%。我们现在与三个保健委员会签订了商业合同，在最初的三个月评估中，我们已经帮助一个保健委员会完成了570项额外的手术，相当于节省了大约200万英镑。需要明确的是，我们并没有让工作人员工作更长时间或使用更多的手术室时间，我们只是在帮助医院团队更有效地规划他们已经拥有的名单和时间。我们有数字工具来实现这些结果，但像这样的任何数字化转型，我们都需要与现有流程和重要的人员一起工作。改变人们固有的习惯是很困难的。通过大量的面对面交流和积极的支持，我们在最初的几个客户身上实现了这一点。

This project is intended to equip Infix Support with robust systems and processes that will allow us to develop an approach to training and support for use of Infix: Schedule that will be easier to replicate as our product is used in more and more NHS health boards and trusts. Infix: Schedule is a dashboard used by clinical and administrative staff in the NHS to help schedule operation lists for elective surgery. The design consultants we have gathered to deliver this project have experience and skills to help us develop a truly people centric approach to our product across three key areas: -- Discovery. When we first go into a new Health board / Trust we need to understand their existing roles and processes so we can integrate out product as smoothly as possible-- Onboarding. A good introduction to our product, how it works and how it fits into their existing processes ensures successful engagement and results.-- Feedback. We have the desire to continually improve our product with new features and general improvement. Feedback from the users is the best way to find out how we identify and prioritise these improvements. NHS England statistics alone in May 2023 suggest around 7.47 million people are waiting for elective surgery, a slight increase on the previous month; nearly 3.03 million of these patients are waiting over 18 weeks. Improving the efficiency of these lists is a key method of reducing waiting lists. Through our initial pilot we saw theatre utilisation improve by 26.7%. We now have commercial contracts with three health boards, in an early three month evaluation we have already helped one health board complete an additional 570 operations, equivalent to savings of approximately £2 million. To be clear, we are not getting the staff to work longer or using more theatre time, we are just helping the hospital teams plan the lists and time they already have more efficiently. We have the digital tools to achieve these results, but with any digital transformation like this we need to work alongside existing processes and importantly people. Changing the embedded habits of real people can be hard. We have achieved that with our first few clients through a lot of face to face time and reactive support.