International Case Study: Improvements in Patient Flow and Satisfaction using a Patient-Centred...
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![Page 1: International Case Study: Improvements in Patient Flow and Satisfaction using a Patient-Centred Approach - Brigham and Women's Hospital, Boston MA](https://reader034.fdocuments.in/reader034/viewer/2022051817/548075bbb37959582b8b5b77/html5/thumbnails/1.jpg)
Improvements in ED Patient Flow & Satisfaction Using a Patient-Centred Approach
Joshua M. Kosowsky, MD, FACEP
Vice Chair and Clinical Director
Department of Emergency Medicine
Brigham & Women’s Hospital
Assistant Professor, Harvard Medical School
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A bit about Brigham and Women’s Hospital
• Founded in 1913 • Teaching affiliate of
Harvard Medical School • U.S. News and World
Report “Top 10” Hospital • 793 inpatient beds • Core service lines include
oncology, cardiovascular disease, orthopedics, neuroscience, and women’s health
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The Emergency Department at BWH
• Level I Trauma Center • 60,000 annual visits (adult) • 1 out of 3 patients
admitted or placed in observation
• 19,000 square feet (undersized by ~50%)
• Board certified, EM-trained attending physicians
• Highly acclaimed EM residency program
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Why Emergency Department flow matters
• Front-door to the hospital • Strategic imperative to improve access • ED cannot refuse or divert patients • We don’t have a “4-hour rule” in the U.S!
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Where was our ED in 2009?
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Length of stay > 5 hours
Waiting room time > 1 hour
Walk-out rate > 3%
Patient satisfaction < 20th percentile
Volume stagnant year-over-year
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Process improvement in the ED
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Can’t be done We’re not the problem
It’s too chaotic We’re too
busy! It won’t matter
anyway
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Surveying the landscape
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Emergency Department flow
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FRONT-END
arrival
registration
triage
bed placement
MIDDLE
diagnostic testing
consulting
procedures
decision-making
BACK-END
discharge
admitting
observation
boarding
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Common themes
Leadership support
Front-line staff
engagement
Goal alignment
Performance measurement
Accountability
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Redesign team
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Impact-effort matrix
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Effort
Imp
act
Eliminate ED boarding
Streamline the admitting process
Improve diagnostic turn-around times
Reduce door-to-doc time
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Check-in
ED front-end process map
• Non-value added steps
• Serial processing
• Redundancy
• Bottlenecks
Is this a “Lean” process?
Bed assignment
Registration
Patient arrival
Triage
Bed placement
WAIT
WAIT
WAIT
WAIT
WAIT
RN sees patient
MD sees patient
WAIT
WAIT
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Top 3 opportunities identified
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(1) Bedside registration (2) Eliminating triage
A. “Any patient, any bed” B. “Bed ahead” C. “Clinical greeter
(3) Accountable systems
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(1) Bedside registration
• Simple check-in function on front-end
• One less reason for triage! • Reprioritize patients for
full registration on the back-end
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(2) Eliminating (the need for) triage
• Why triage in the first place? A. Sort which patients
go where B. Prioritize how long
patients should wait C. Identify the true
emergencies
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A. “Any patient, any bed”
Traditional model
Urgent
Specialty areas
Fast track
Acute
New model
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Any patient
Any patient
Any patient
Any patient
• Hazards of “mis-triage” • Frequent mismatch of
patients and resources
• Requires resources and staff training
• Must still allow for exceptions
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B. “Bed ahead”
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If bed is available, why wait at all? • Assign patients by rotation
system
If bed is not available, make a bed available.
• Each area responsible for staying “a bed ahead” at all times
Have an exception process for extreme census
• Emphasis on getting back into rotation
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Putting our money where our mouth is …
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C. “Clinical greeter”
• Initially instituted as a transitional role (concession to nursing traditionalists)
• Impact on quality measures (e.g., “door-to-EKG”)
• Can also do “check-in” (parallel processing)
• Huge patient satisfier!
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Stan
dar
d
Pro
cess
Ex
cep
tio
n
Pro
cess
Patient arrival
New process map
Check in
Bed ahead?
Assign bed by by rotation
Q
Yes
No
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(3) Accountable systems
• Established RN and MD leadership in each area
• New Flow Manager role
• Rounds with RNs and MDs in each area
• Identifies bottlenecks, reallocates resources
• Reports directly to RN Director and MD Director
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Our own “4-hour rule”
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Performance by shift
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Performance by physician
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So what happened?
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Waiting time (door-to-doc)
The average wait time declined from 68 minutes in
FY10 to 23 minutes in FY12 (a decrease of 64%).
More than half of patients are now in a bed within 10
minutes of arrival.
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Walk-out rate
The average walk-out rate has fallen from over 3% in
FY10 to 1.5% in FY12 (a decrease of 50%).
Most months, our monthly walk-out rate is around 1%.
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Patient satisfaction
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Percentile Rank - LG PG – Rec’d Date
Satisfaction scores for discharged patients has been at
or above the 90th percentile for the past 5 quarters.
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Patient satisfaction
Steady improvement trend in satisfaction scores for
admitted patients as well!
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ED visit volume
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ED volume is up more than 2,500 visits per year since
redesign has been implemented.
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Voice of the patient
“ VERY MUCH IMPROVED!!! Can’t compliment enough! 5 STARS”
“Best experience I ever had at any hospital - Exceptional !!”
“What a transformation!”
(Patient comments, 2012)
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Challenges
• Gaining buy-in of large and diverse staff
• Staying the course
• Our doors never close while we implement change
• Big change inevitably means multiple bumps in the road
• Maintaining our academic mission
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The road ahead
• Continual measurement and refinement • Sustaining change • Focusing on communication, cultural advancement,
and staff satisfaction • Broadening the scope of process improvement beyond
the four walls of our ED
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Summary
• Start with something relatively straightforward (e.g., bedside registration)
• To bypass triage, must eliminate the NEED FOR triage
• Any patient, any bed • Bed ahead • Clinical greeter?
• Cement change with systems of accountability
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Acknowledgments
• Heidi Crim – RN Director, Dept of EM • Ron Walls – Chairman, Dept of EM • Nancy Hickey – Associate Chief Nurse, BWH • Julia Sinclair –VP Clinical Services, BWH • Joe Camillus – Admin Director, Dept of EM • Christine Imperato – Admin Director, Dept of EM • Kristen Kadera – Senior Consultant, CCE • John Rossi – Senior Consultant, CCE
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Questions?
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“Drs. Wen and Kosowsky have insightfully crafted a revelation about the workings of modern medicine….It must be read both because most of us sooner or later are bound to seek health care and because the authors provide an important viewpoint for the intensifying nationwide health care debate.”
Bernard Lown, MD, Professor Emeritus, Harvard School of Public Health, Nobel Peace Laureate 1985
Thank you!!