Infix user engagement system

该项目旨在为Infix Support提供强大的系统和流程，使我们能够开发一种培训和支持使用Infix的方法：随着我们的产品在越来越多的NHS健康委员会和信托中使用，该计划将更容易复制。中缀：时间表是NHS临床和行政人员使用的仪表板，用于帮助安排择期手术的手术列表。我们为交付这个项目而召集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为我们的产品开发一种真正以人为本的方法：-发现。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，以便我们能够尽可能顺利地整合产品--入职。对我们产品的良好介绍，它是如何工作的，以及它如何融入他们现有的流程，确保成功的参与和结果。反馈我们希望通过新功能和整体改进来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2023年5月的NHS英格兰统计数据就显示，约有747万人正在等待择期手术，比上个月略有增加;其中近303万患者等待时间超过18周。提高这些名单的效率是减少等候名单的一个关键方法。通过最初的试点，我们看到剧院利用率提高了26.7%。我们现在与三个卫生局签订了商业合同，在最初的三个月评估中，我们已经帮助一个卫生局完成了另外570项手术，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时间，我们只是帮助医院团队更有效地计划他们已经拥有的名单和时间。我们有数字化工具来实现这些结果，但在进行任何这样的数字化转型时，我们需要与现有流程以及重要的人员一起工作。改变真实的人的固有习惯可能很难。我们通过大量的面对面时间和反应式支持，与最初的几个客户实现了这一目标。

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.