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Key Process Analysis (KPA)

Product Overview

The Key Process Analysis (KPA) application uses the “80/20 rule” to identify cost-driving clinical areas and variation in care processes. The KPA combines clinical and financial data to highlight the best opportunities for improvement and cost reduction, and guides the development of applications to support improvement initiatives.

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  • Apply risk adjustment using either APRDRG severity illness, HHS-HCC or Charlson/Deyo risk index score
  • Look at variation in different metrics of cost, charges and length of stay
  • Drill into department and provider variation for a selected care process


Identify within a care process:

  • Patients Impacted
  • Total time spent caring for patients
  • Opportunity due to variation of care
  • Resource consumption/risk to patient


Calculations for:

  • Charges
  • Cost (total and variable direct)
  • Net Revenue
  • Length of stay

See Sample Screenshots of Key Process Analysis (KPA)

Data Sources

  • EMR (required)
  • Facility Billing (required)
  • Health Catalyst - Risk SAM (required for toggling stratification)
  • Health Catalyst - Care Process Hierarchy SAM (required for mapping into Clinical Programs)

Key Process Analysis: A Deeper View


One of the fundamental ideas of quality improvement theory is to identify key work processes, then organize around them. A limited number of processes (the “Golden Few”) make up the vast majority of services you provide to patients (80/20 rule). We want to prioritize this subset of key processes in quality improvement efforts.

What types of problems does Key Process Analysis address?

How to define, identify and prioritize key clinical work processes when resources are not available to work on multiple initiatives simultaneously.

A Key Process Analysis example use case

The KPA allows the analyst and clinician to group like activities into clinical work processes to determine which processes make up the majority of the care provided within any given Clinical Program. Once the data has been assembled, it will expose potential variation existing within each clinical work process.

Care Process Model work group team members, through observation of the actual processes in the hospitals and clinics will need to determine if the variation is assignable to differences in how data is collected within the data system or if the variation is due to variation in clinical practices (MD strategy/thought process) or clinical workflow variation (Nursing/Operations tactics/logistics)

Through collaborative discussion, research and experimentation a standardized care process model will be developed and implemented across the organization to promote the best clinical and operational practices in the delivery of care.

Anticipated Improvements

Identify within a care process:

  • Patients impacted
  • Total time spent caring for patients
  • Opportunity due to variation of care

Success Measure Examples

Opportunity Identification:

  • Identify cost-driving clinical areas and variation in care processes