{"id":418,"date":"2026-03-25T12:31:41","date_gmt":"2026-03-25T12:31:41","guid":{"rendered":"https:\/\/kup.r-a-w.org\/?page_id=418"},"modified":"2026-04-05T16:22:21","modified_gmt":"2026-04-05T16:22:21","slug":"key-16-workload-management-and-scheduling","status":"publish","type":"page","link":"https:\/\/kup.r-a-w.org\/index.php\/20-key-pporgp\/key-16-workload-management-and-scheduling\/","title":{"rendered":"Key 16 &#8211; Workload Management and Scheduling"},"content":{"rendered":"\n<p>A goal of managing a practice is have a workflow that is consistent and efficient. However there are often times of confusion and\/or idleness. Workload management is not as simple as a manager telling staff what to work on. <\/p>\n\n\n\n<p>Progress in the 20 keys brings a level of quality that includes improved workload management and scheduling (WMS). However because of specific qualities of WMS it is worthy of a key itself.<\/p>\n\n\n\n<p>The adaption of this key involves some use of GTT (Getting Things Done) methodology.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Level 1<\/h2>\n\n\n\n<p>At level 1 there is little management of workload. Staff complete work with no direction simply. Unless work is specified as urgent staff complete work that is low priority over work that later becomes urgent. In extreme cases middle management feel pressure from both sides. On one hand those below them never know where to put their efforts as they constantly told to look at different priorities whilst not producing any meaningful progress. On the other hand patients or other providers who have expectations of requests who are annoyed at the lack of progress. Productivity is in turmoil and middle management feel more and more helpless.      <\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Expected time frames are established for completion of a selection of common tasks.   <\/li>\n\n\n\n<li>Start a routine productivity audit. This audits the common tasks to see how long each task takes from start to finish. Initially this is completed monthly. If a task requires multiple steps the timing of each step is also recorded. <\/li>\n\n\n\n<li>Create a productivity board that lists the results of the audit. When re-auditing include if timings increase or decrease and how they compare to the expected completion time frames. Please note the expected time frames may need to be adjusted if they are found to be unrealistic.<\/li>\n\n\n\n<li>When requests come in, regardless of the source, the productivity board is referenced and a expected time frame for completion\/ response is given. If the request takes longer this, it is highlighted for the next productivity audit.<\/li>\n\n\n\n<li>Staff are given clear guidance of priorities and what order to complete work.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Level 2<\/h2>\n\n\n\n<p>At level 2 late completion of tasks are still occurring but are dramatically lower than before. Some these late completions are unrealistic expectations set by the staff. At level 2 there are multiple lists of work, e.g patient queries, book appointment with GP, Book appointment with nurse, Email inboxes to be cleared. <\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Reduce the number of lists  of work.  When this has been optimised create a master list of which lists the these lists. Note: This list must not emphasis priority. Staff should intrinsically know the priority given it size, importance, when it was last checked. Checklists can help staff keep on top of workloads if a checklist uses dates for when last time are checked. Alternatively practices may choose to check all lists at routine specified intervals. <\/li>\n\n\n\n<li>For all common tasks, create a flow chart for each task that maps the process from start to finish. Staff should follow the process to ensure consistency in completion time.<\/li>\n\n\n\n<li>Managers should utilise <a href=\"https:\/\/kup.r-a-w.org\/index.php\/20-key-pporgp\/key-10-work-floor-time-policies\/\" data-type=\"page\" data-id=\"296\">key 10 Work floor time policies<\/a> <\/li>\n\n\n\n<li>Create daily productivity standards   <\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Level 3<\/h2>\n\n\n\n<p>At level 3 patients are made aware of how long it will take for their query to be resolved. Only a few requests are processed late. <\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>When requests are going to be late. The requester is informed. This is then logged for the monthly audit.<\/li>\n\n\n\n<li>For late processes requests. Action is taken to resolve the request. However this should be to minimise impact of the delay and should be the exception not the norm.<\/li>\n\n\n\n<li>To reduce needless admin logging. Requests that can be completed within 2-3 minutes should be completed straight away. <\/li>\n\n\n\n<li>Build a comprehensive database of who does what. If there are any specialist skills needed. Then if a member of staff is on annual leave or sick this work can be picked up. Expected completion times can also be updated.<\/li>\n\n\n\n<li>Level 3 in all other keys ( especially coupling) and their efficiencies are reflected in improvements to completion times.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Level 4<\/h2>\n\n\n\n<p>At level 4 there are no late completion of requests unless from those created by external bodies. However key 12 would have optimised this to a level were it has minimalised. On the surface it appears that the practice is running optimally. However, a closer check will reveal that groups are using overtime or neglecting other duties to meet completion times. Whilst other groups are left idle waiting for work. The smoothing of processing by management is required to eliminate these extremes.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>All keys are at level 4.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Level 5<\/h2>\n\n\n\n<p>At level 5 requests take the right amount of time for the right amount of resources. There are no late completions and no scrambling to complete. <\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>A goal of managing a practice is have a workflow that is consistent and efficient. However there are often times of confusion and\/or idleness. Workload management is not as simple as a manager telling staff what to work on. Progress in the 20 keys brings a level of quality that includes improved workload management and [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":10,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-418","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/pages\/418","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/comments?post=418"}],"version-history":[{"count":19,"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/pages\/418\/revisions"}],"predecessor-version":[{"id":446,"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/pages\/418\/revisions\/446"}],"up":[{"embeddable":true,"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/pages\/10"}],"wp:attachment":[{"href":"https:\/\/kup.r-a-w.org\/index.php\/wp-json\/wp\/v2\/media?parent=418"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}