Radiology Transformation Cockpit
A multi-workstream, 24-month operational and quality improvement initiative across a 500+ site enterprise. Composite stakeholder indices, operational outcomes, workstream execution, and a scenario lab tied to the 40 percent composite improvement aim.
Leadership snapshot
Edit baseline or current values on the Stakeholders and Operations tabs.
Composite improvement
What’s driving the composite
Each bar shows improvement vs. baseline. Gold tick marks the 40% aim.
Monthly pulse
Leadership signals
Stakeholder indices
Three relational signals every transformation lives or dies by. Edit baseline and current values; the composite recalculates live.
Operational outcomes
Three outcomes the financial nervous system is most sensitive to. Directionality (higher-better vs. lower-better) is handled automatically.
Seven workstreams
Click any cell to edit. Click the status pill to cycle On track → Watch → At risk.
| Workstream | Owner | Cadence | Status | Next action | Due |
|---|
Scenario lab
Pressure-test the trajectory. The chart shows modeled composite (solid teal), scenario plan (dashed gold), and the 40 percent aim (dotted navy).
Three leadership levers
When the trajectory slips, these are the three places to push. Pressure-test aggressive plans against the levers before approving them.
Compress capacity
Recover hours already paid for. Most magnets, CTs, and reading shifts have 8–15 percent capacity hidden in slot-length drift, late starts, and no-show recovery.
- Slot-length retiming on the top three protocols, quarterly
- First-case-on-time policy with daily exception review
- No-show recovery via reminder cadence and standby list
- Extended hours on the constraining modality, not all sites
Concentrate communication
The cheapest improvement in any radiology system is reducing the number of times the same information has to be re-explained, re-requested, or re-confirmed.
- Standardized report templates per anatomy / clinical question
- One-touch critical result protocol with audit trail
- Radiologist–clinician liaison rounds, biweekly
- Structured handoff at every shift boundary
Concentrate trust
Engagement and patient experience move together. The lever that moves both is visible leadership presence: rounding, recognition, and service recovery before complaints escalate.
- Leader rounding cadence on every shift, every site
- Peer recognition embedded in monthly huddle agenda
- Service recovery within 24 hours of any survey detractor
- Shared governance councils with bedside decision authority
Methods & glossary
The math, the assumptions, and the metric definitions behind the cockpit.
How the composite is computed
Each metric’s improvement is computed against its own baseline. Higher-better metrics use (current − baseline) / baseline. Lower-better metrics use (baseline − current) / baseline. The composite improvement is the equal-weight mean across the six metrics.
Equal weighting is intentional. It forces an honest conversation when one signal is masking weakness in another. If a weighted view is required for a specific audience, the export JSON contains all underlying values for reweighting.
What the cockpit is — and isn’t
It is a leadership cockpit for tracking and pressure-testing the composite trajectory of a multi-site radiology transformation. It is designed for monthly executive review, not real-time operations.
It is not a substitute for site-level operational dashboards, validated benchmarking against external peer groups, or formal program governance documentation.
Metric glossary
- Staff engagement index
- Normalized engagement score (e.g., UWES and Mini-Z adapted items), higher is better.
- Patient experience index
- Composite of patient experience measures aligned to common survey domains, higher is better.
- Referrer satisfaction index
- 1-to-5 Likert composite reflecting turnaround time, report clarity, and communication, higher is better.
- Report TAT on-time
- Percent of studies meeting turnaround time targets, higher is better.
- MRI access days
- Days to next available appointment, lower is better.
- Staff turnover
- Percent of staff exiting in a defined period, lower is better.