The leader in the development of a workflow plan must have a thorough understanding of the workflow processes in place and, at least in general terms, know what seems to be working and what isn't. Some of this understanding can come from quality assurance (QA) reports, turnaround time (TAT) statistics, staff and provider feedback, staff turnover statistics, financial metrics, and general observation of the workflow process.
Some things to watch for are:
- bottlenecks,
- deviations from standard practices, and
- negative feedback from providers.
The leader must also be familiar with tools that can be used in the process of identifying problems and where improvements can be made in workflow and be able to apply them.
