Celosphere 2024 | Daniel Hayes, NHS England

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Daniel Hayes

National Lead - Data Driven Productivity for Elective Care

NHS England

NHS England sees significant results with process mining technology

England’s National Health Services has started adopting Celonis SE’s process mining platform to fix a variety of healthcare bottlenecks.Healthcare involves complex day-to-day communications and tons of data so delays are common. Process mining has been transformative in this regard, according to Daniel Hayes (pictured), national lead of data-driven productivity for elective care at NHS England, who works specifically with Coventry and Warwickshire.Daniel Hayes, national lead with NHS England, talks about AI’s potential in healthcare

play_circle_outline Utilizing process mining to optimize patient processes in healthcare at Coventry and Warwickshire hospital.

play_circle_outline Dan from NHS explores data-driven process optimization and patient attendance enhancement with process mining

play_circle_outline User-centered design and AI used to enhance patient communication and experience.

play_circle_outline Implementation of AI to enhance patient processes and user experience in hospitals.

play_circle_outline Advice to embrace process mining, let it identify problems for targeted interventions.

play_circle_outline Advice to embrace process mining, let it reveal problems, and wrap solutions around them.

play_circle_outline Future goals of expanding process mining to more hospitals and improving patient care nationwide.

play_circle_outline Future goals include expanding process mining to more hospitals and nationwide for impact.

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Daniel Hayes, NHS England

Daniel Hayes

National Lead - Data Driven Productivity for Elective Care NHS England

Dan from NHS explained how they used Celonis to optimize processes at Coventry and Warwickshire hospital. Process mining revealed the impact of sending text reminders to patients, reducing missed appointments and improving waiting lists. They also streamlined appointments for families, enhancing patient experience. Dan highlighted the importance of data maturity in successfully implementing Celonis at the hospital. He expressed enthusiasm for using AI to further enhance patient processes. Internally, the reception to Celonis has been positive, with awards and... Read more

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What improvements were made in patient communication at Coventry and Warwickshire using process mining analysis? add

What impact did process mining with Celonis have on patient attendance rates at Coventry and Warwickshire hospital? add

What approach did the organization take to improve communication with patients regarding referrals and processes? add

What are your thoughts on how AI will impact our platform and processes in the hospital setting? add

What advice would you give to hospitals and nationwide systems similar to NHS who are struggling with determining the best day to text their community or how to group patients and families together for appointments? add

What advice do you have for hospitals and nationwide systems similar to the NHS who are struggling to determine the best day to contact their community and how to group patients and families for appointments? add

What are your goals for the future in terms of improving processes and patient care in hospitals? add

What goals are you hoping to achieve with the national team and process mining in order to improve processes and patient care across the country? add

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Daniel Hayes, NHS England

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Savannah Peterson

>> Good afternoon, Celonis community, and welcome back to Celosphere

>> here in Munich, Germany. My name is Savannah Peterson, joined for these fantastic 24 segments with Rob Streche. Rob, I feel like our processes are getting optimized just by being here today. Don't you agree?

Rob Strechay

>> This has been one of the most efficient things. I think we've been mapped and modeled, and now we're being optimized as we go through. So this is fantastic.

>> Yes, and I'm speaking of optimization and mapping and modeling. We've got Dan here from NHS. Thank you for joining us all the way from the UK today, Jan. How're you doing?

Daniel Hayes

>> I'm good, really good, great to be here, amazing environment, amazing atmosphere, brilliant, really good.

>> Yeah, you can really feel the energy. You've been on the stage, huge day for you. Data driven productivity for elective care, tell the audience what you do day in and day out for this fantastic and probably cognitively challenging job.

>> I do quite a lot. So I have a national role which is data driven productivity which is across the NHS England, working with elective care, but my primary role is director of performance and informatics at a hospital in Coventry and Warwickshire, University Hospitals Coventry

>> country. So I have a very big job. and Warwickshire, second biggest major trauma center in the

>> So the processes and getting them optimized, we've been talking a little bit about healthcare and getting people in, seen, and moving them through the entire stay. Is that a lot of what you're working on and how you're involved with? Or what are the processes that you help actually understand and gain transparency to?

>> So if we go back to our original journey of process mining with Celonis, specifically at Coventry and Warwickshire, we're focused on outpatients. I think that there's a view that a patient comes into the hospital and has their appointment and goes. Using process mining, what we realized, that's just not how it is. processes and There's thousands of different variants and different different pathways that patients go through. So back in October last year, process mining allowed us to see that if you had an appointment tomorrow, we would send you a text message today. Invariably, patients wouldn't turn up tomorrow. Then we were like, "Why's that?" The process mining allowed us to look at reaction. So by looking at reaction, we were able to move our communication with our patients to day 14 prior to their appointment and day four. We started to see that people were turning up and being more honestly engaged with the organization. We call it a did not attend, which is a DNA. We used to have about 1, 800 per week.

>> Wow. - That reduced down to about 700 per week. What it meant was on our waiting list, we just need about seven to 900 patients per week more, and our waiting list as a result would reduce. So any patient that was then receiving them two text messages were then coming into the hospital and attending their appointment and not not showing up. So just from a simple, simple change, but using Celonis and process mining to have a look at reaction time for our patients. At the Coventry and Warwickshire hospital, we've looked at patients through from outpatients to theaters or the surgical space. We've looking at all different aspects. We have mothers and members and joint appointments? How could we perform their appointments with the family fathers on the waiting list that have children. then your child coming in in three months time, So it means actually instead of you coming in tomorrow and how can we work together to bring them appointments together and make things painless. But one of our biggest focuses in the NHS is not necessarily the monetary value, but how can we improve our patient experience, the journey that they're going on? How do we make that the most effective and efficient for those that are obviously using healthcare at a time that obviously they don't really want to be in a hospital. So it's great for our patients.

>> Those are two different but massive process improvements that you just mentioned, super fascinating to know the time of the text message has such an effect. I'm very curious, although I'm not surprised. There's a lot of interesting psychology that controls our very complex cortexes up there. How long have you been working with Celonis and how quickly did you realize results like that?

>> Happy anniversary. - Yeah, thank you. The spec was done working with In the NHS, we're rolling it out to four other hospitals and started our journey.

>> So we're probably coming up to our 12-month anniversary at Coventry and Warwickshire specifically. at Celosphere, so it was about this time last year, we different organizations, but Coventry and Warwickshire specifically for my role, about a year. process mining was brought to us with We're very data mature, data driven, operationally led, so an organization that said, "Actually, you're quite good with your data. " So we did that over about an eight-week sprint. How can we work with you to improve processes and obviously improve patient experience? The text messaging came quite early on in the process. When And yeah, we bore the fruits on that very quickly. So if we saw it, how did we not know that? we're talking about last September, but the 15th of October, we were full steam ahead and obviously seeing the benefits and reaping the benefits for our patients. And our waiting list started to reduce as a result of all of it.

>> So I'm very interested, because I think everybody looks at it, and data is really the key to this or to AI and to where people are going. When you say you were very mature in how your data was organized, did that really help you get up and running much faster? And is it the same across all of NHS? Or was it more your particular hospital? And how are you going to deal with that as you roll it out?

>> I think there is variation, depending on what organization you work at. Nationally, every hospital has to do the same submissions every week, every month, every quarter. So we all know that from a patient perspective, we've got time stamps. We know when patients are being treated. So from a holistic perspective. We know when patients are being referred into our organization. view, we are able to look at process mining in that Where things become different is around maturity is about how inequalities and being able to look at patient demographics and looking at the social demographics of patients, being able to look at it slightly differently. That is a variation within the NHS, but if we looked specifically across the NHS, we all have a base minimum mandatory requirements that provide data so that we're able to look at the wider landscape. mining has allowed us to use that data So we are really data rich with the NHS. Obviously process and become ... The rich data that we've got, how do we then improve patient experience and patient processes? Because ultimately, we all join the NHS to put our patients first.

>> How are your patients responding? Have you been able to hear and get that user feedback rom folks who were able to get off the wait list say sooner or come to a visit with their entire family versus five different independent visits?

>> I think this intelligent question on the premise that most patients want to come in, get treated, and go home, and feedback is always a challenge, because it's not necessarily about the process itself. It's more about their care and whether they've ... It's the individual steps within the process, not necessarily the process itself. We partnered with Celonis. We did a piece about a brand of artificial intelligence with IBM, great colleagues of ours where we looked at the Domino's and Amazon process. So if you order something from Amazon or if you order a pizza, you'll get a reply saying, "It's in the oven," or, " It's been dispatched. " We weren't doing that for our patients, so a lot of our phone calls into the organization was, "Have you received my referral today? " So we used a bit of AI and we used the process mining and looked at which patients we could receive into our organization and then just send them a communication saying, "Actually, we've received your referral. " I think it's about having that two-way dialogue design through our IBM with patients, but a lot of that came from user centered colleagues speaking to the patient, saying, "What would you want? What would make you feel a little bit more assured about your process? " Ultimately, that's what we're there for, making sure that the patient is at the heart of everything that we do.

>> Yeah. - Do you see that proof of concept with the AI that you've done, do you see that being implemented? Or how do you see that now? Because you're data rich, and I think that's one of the things we have to be to really have you understand your processes. You're mapping and mining those. How do you see AI helping you? And are you excited about what you're hearing this week as well?

>> So I'm a big AI fan. There are some people who said it'll change it to the Most people have said it will change it for the better. I saw something over there. Will it change our platform? From what we've done over the last five months, I genuinely about giving So I'm really supportive of it. I think primarily, it's throughout the hospital setting. processes and people's comfort in day to day processes opposite side. believe that we could use data, AI to improve our patient the confidence to the people using the service, that actually it's not going to impact them as an individual, but actually it might help them through our about it, processes. But it won't impact them. People are a little bit skeptical but actually from what we've been, it's primarily back office functions where the process itself actually improves their patient journey, but doesn't directly impact their clinical need or their health. Like I said, I'm really AI pro, but I understand the skepticism around that implementation within healthcare and how that impacts people.

>> We're very pro-it as well. - I don't think we could sit here and do this day in and day out if we weren't. Your example with the referrals is the perfect example of that. The American healthcare system is a bit clunky when it comes to referrals, and often you don't know if you've been referred or not. Occasionally, you're informed in real time, but not necessarily. So that as an example is definitely significantly higher. I'm curious from an internal perspective, and maybe this is invisible, so you can tell me if this isn't something that people are necessarily experiencing the benefits of. You've got 1.5 million people working for NHS. How has the reception to Celonis and to the toolkit and the increased efficiencies you're seeing here been? Are people noticing it? Or is it just, oh, something magical happened, and now things are a little bit better.

>> People are turning up. - Yeah, I think that ultimately, this is completely new to us. You've got to ask yourself, if we don't do something new or different, how can we make a change? Our chief executive is absolutely data driven and wants us to think about how we can use our data to improve people's lives. So having that stakeholder group that is from the top in terms of leadership is obviously phenomenal. in the NHS. Internally, we've won awards for it in terms of process mining. There's a health service journal which is quite a big award We won in that for our process mining. So I think it's really important to have the stakeholders and the people engaged. From a data and informatics and a business intelligence perspective, you're talking to people who will write SQL script and write code, and you're giving them something new to play with. differently worse. They absolutely love it. It's like a Christmas present to them. It's a win-win, because actually we're not doing anything We're actually doing something differently better for everyone involved. I think that it depends which way you look at it. It's great for the people using it, but it's also great for the people and the population that we

>> It's a Christmas present for the data nerds, is serve, I suppose. what I just heard there, of which we all are sitting at this desk. What advice would you have to both other hospitals as well as other nationwide systems similar to NHS who are listening to this and thinking, jeez, we don't know when the best day to text our community is or how to group patients, families together for their appointments? What would you tell them?

>> I got asked a similar question in my talk earlier today, We've worked 12 months with Celonis. They're and embrace it. a great bunch of people. They have your best interest at heart. Embrace the process. Embrace learning that you might find something that you don't know existed. Also, if you think there's a problem, don't wrap the process mining around it. Let the process mining find the problem and then wrap the solution and intervention around it. That would be my view. Let the process mining tell you where the problem is, rather than what you think is the problem.

>> Let the tool do the tool, rather than try and control it. That's actually absolutely outstanding advice. I've got one last question for you. You mentioned that it is your 12-month anniversary, your second Celosphere. What do you hope to be ale to say when we have the opportunity to talk with you this time next year that you can't yet say today?

>> winning the Champions League.

>> There you go. - We did bring it in this segment.

>> We'll see about that. - So this time last year, it was just one hospital. Here we are now, five hospitals. I think if this time next year it was 10 hospitals, that would be great. But ultimately, I'm doing a lot of work with the national Because like I said before the chat, would be obviously where I'd love to be. team around how we can use process mining. We call it the federated data platform, how we can use process mining to improve processes across the country, I'm from Birmingham. So I don't live in Coventry and Warwickshire. I work in Coventry and Warwickshire. UHW runs through my veins, and I do that so I want to improve patient care. If we can do that on a wider scale, I want to improve people's lives, and it doesn't have to be in Birmingham. Up and down the country would be absolutely phenomenal. So this time next year, if we can double what we've done today, then for me, that's an achievement.

>> Well, Dan, on behalf of all of us here at TheCUBE and all the lives you're impacting there in England, thank you.

>> Thank you. - And we look forward to having that dialog next time. Rob, always a joy, and thank all of you for tuning in to our fantastic content here at Celonis Celosphere in Munich, Germany. My name's Savannah Peterson. You're watching TheCUBE, the leading source for enterprise tech news.