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Exploring Data with Customers. Or: how to get customers past anecdote, save a multi-million dollar account, and give them new insights into their own business. Jon Nakamoto, M.D., Ph.D. Managing Director, Quest Diagnostics Nichols Institute July 2008.

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exploring data with customers

Exploring Data with Customers

Or: how to get customers past anecdote, save a multi-million dollar account, and give them new insights into their own business

Jon Nakamoto, M.D., Ph.D.

Managing Director,

Quest Diagnostics Nichols Institute

July 2008

where has tableau had the greatest financial impact for us
Where has Tableau had the greatest financial impact for us?
  • Personal insights?
  • Internal operations?
  • ** Working collaboratively with customers **
    • Analysis rather than anecdote and innuendo
    • Finding mutual improvement opportunities
    • Shifting customers from dissatisfied to trusting/cooperative
a brief bit about our business
A brief bit about our business
  • Quest Diagnostics
  • Nichols Institute
  • Servicing high-end hospitals
  • My background and current role
  • How did we get to Tableau?
what is turnaround time
What is “Turnaround Time”?

Transport “Logistics”

Analytic (in lab)

(pickup)

Draw

Wand

Final

(receipt)

Release(Accession)

Transmit

Report

Worksheet

Possible client-side “dwell time”

“in-house” time

what i used to get
What I used to get…

“Can I see the 90th %ile instead of the 75th?”

-- “uh, well, SPC-XL doesn’t do that…I’ll have to do it in Minitab…I’ll be back in a few hours…”

“Can you stratify by week? How about by client? What about the other segments? Can you show me just the outliers?”

-- “OK, but it’ll take me a while…”

unhappy university hospital customer
Unhappy University Hospital Customer
  • Major university organ transplant center
  • Million+ dollar customer
  • Wants to keep their transplant physicians happy
  • Transplant physicians want lab results back in 48 h
  • Hospital calls us; COO starts using baseball analogies (“bottom of the ninth, 2 outs, 2 strikes”)
tat segment view granular and graphic

Sub-optimal Turnaround Time

(severe client-side issue)

Sub-optimal TAT (client-side issue + a variety of “in-house” issues)

Optimal TAT

“TAT segment view”: Granular and graphic

XXX Hospital, CMV DNA PCR turnaround time (“TAT”)

from graphics to specifics
From graphics to specifics

Blood sample drawn Sunday at 9 AM

Not ready for pickup until 22:00 (10 PM)

Our last courier pickup was at 20:00 (8 PM)

Outcome: an extra day’s wait for results

why were results for tests drawn on tuesday so often late
Why were results for tests drawn on Tuesday so often “late”?

Wed

Tue

Mon

Clock hour of draw

Clock hour of draw

Clock hour of draw

Fri

Thu

why were some results still delayed
Why were some results still delayed?

Test A: Consistent Draw Time

Test B: Inconsistent Draw Time

Clock hour of draw

Clock hour of draw

proof of results for the customer

Week of 1/21/07

(before visit)

Week of 1/28/07

(after visit)

Week of 2/4/07

(after visit)

Week of 2/11/07

(after visit)

Proof of results for the customer
results
Results
  • Compliments, rather than complaints
  • A sense of partnership
  • 25% increase in revenue by end of 2007
  • Customer willingness to defy corporate mandate to move to cheaper provider
helping hospitals analyze physician ordering patterns
Helping hospitals analyze physician ordering patterns

Ratio appears appropriate

Ratio appears appropriate

Ratio possibly unbalanced

Ratio possibly unbalanced

Ratio possibly unbalanced

summary
Summary
  • Helps us understand where we need to put our efforts internally
  • Helps us convey to customers where collaborative efforts are needed to solve problems effectively
  • Has a mesmerizing effect that lowers the volume of anecdote and innuendo and increases attention to the facts
  • Allows us to give the customer additional insights – a delighter
  • Increases the sense of partnership with the customer