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P. Howard (2011)
Do we need triage?Journal of emergency nursing: JEN : official publication of the Emergency Department Nurses Association, 37 6
(HowardP. K. (2011, November). Do we need triage? Journal of Emergency Nursing, 37(6), 597. doi:10.1016/j.jen.2011.08.00821908032)
HowardP. K. (2011, November). Do we need triage? Journal of Emergency Nursing, 37(6), 597. doi:10.1016/j.jen.2011.08.00821908032HowardP. K. (2011, November). Do we need triage? Journal of Emergency Nursing, 37(6), 597. doi:10.1016/j.jen.2011.08.00821908032, HowardP. K. (2011, November). Do we need triage? Journal of Emergency Nursing, 37(6), 597. doi:10.1016/j.jen.2011.08.00821908032
(MurrellK. L.OffermanS. R.KaufmanM. B. (2011, May). Applying Lean: Implementation of a rapid triage and treatment system. Western Journal of Emergency Medicine, 2, 184–191. Retrieved from https://escholarship.org/uc/item/48v0z89n)
MurrellK. L.OffermanS. R.KaufmanM. B. (2011, May). Applying Lean: Implementation of a rapid triage and treatment system. Western Journal of Emergency Medicine, 2, 184–191. Retrieved from https://escholarship.org/uc/item/48v0z89nMurrellK. L.OffermanS. R.KaufmanM. B. (2011, May). Applying Lean: Implementation of a rapid triage and treatment system. Western Journal of Emergency Medicine, 2, 184–191. Retrieved from https://escholarship.org/uc/item/48v0z89n, MurrellK. L.OffermanS. R.KaufmanM. B. (2011, May). Applying Lean: Implementation of a rapid triage and treatment system. Western Journal of Emergency Medicine, 2, 184–191. Retrieved from https://escholarship.org/uc/item/48v0z89n
(The Joint Commission. (2015). Preventing delays in treatment. Retrieved from https://www.jointcommission.org/assets/1/23/Quick_Safety_Issue_Nine_Jan_2015_FINAL.pdf)
The Joint Commission. (2015). Preventing delays in treatment. Retrieved from https://www.jointcommission.org/assets/1/23/Quick_Safety_Issue_Nine_Jan_2015_FINAL.pdfThe Joint Commission. (2015). Preventing delays in treatment. Retrieved from https://www.jointcommission.org/assets/1/23/Quick_Safety_Issue_Nine_Jan_2015_FINAL.pdf, The Joint Commission. (2015). Preventing delays in treatment. Retrieved from https://www.jointcommission.org/assets/1/23/Quick_Safety_Issue_Nine_Jan_2015_FINAL.pdf
(2020)
Emergency Severity Index (ESI): A triage tool for emergency department care
B. Pierce, Denise Gormley (2016)
Are Split Flow and Provider in Triage Models in the Emergency Department Effective in Reducing Discharge Length of Stay?Journal of emergency nursing: JEN : official publication of the Emergency Department Nurses Association, 42 6
Marie Martin (2012)
A pivot nurse at triage.Journal of emergency nursing: JEN : official publication of the Emergency Department Nurses Association, 38 1
(MoranK.BursonR.ConradD. (2017). The doctor of nursing practice scholarly project: A framework for success (2nd ed.). Burlington, MA: Jones & Bartlet Learning.)
MoranK.BursonR.ConradD. (2017). The doctor of nursing practice scholarly project: A framework for success (2nd ed.). Burlington, MA: Jones & Bartlet Learning.MoranK.BursonR.ConradD. (2017). The doctor of nursing practice scholarly project: A framework for success (2nd ed.). Burlington, MA: Jones & Bartlet Learning., MoranK.BursonR.ConradD. (2017). The doctor of nursing practice scholarly project: A framework for success (2nd ed.). Burlington, MA: Jones & Bartlet Learning.
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A. Foley, J. Durant (2011)
Let's ask that out front: health and safety screenings in triage.Journal of emergency nursing: JEN : official publication of the Emergency Department Nurses Association, 37 5
Donabedian (1988)
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L. Wolf, Altair Delao, C. Perhats, Michael Moon, K. Zavotsky (2017)
Triaging the Emergency Department, Not the Patient: United States Emergency Nurses’ Experience of the Triage ProcessJournal of Emergency Nursing, 44
A. Donabedian (1988)
The quality of care. How can it be assessed?JAMA, 260 12
(2015)
Preventing delays in treatment
(FoleyA. L.DurantJ. (2011, September). Let's ask that out front: Health and safety screenings in triage. Journal of Emergency Nursing, 37(5), 515–516.21813171)
FoleyA. L.DurantJ. (2011, September). Let's ask that out front: Health and safety screenings in triage. Journal of Emergency Nursing, 37(5), 515–516.21813171FoleyA. L.DurantJ. (2011, September). Let's ask that out front: Health and safety screenings in triage. Journal of Emergency Nursing, 37(5), 515–516.21813171, FoleyA. L.DurantJ. (2011, September). Let's ask that out front: Health and safety screenings in triage. Journal of Emergency Nursing, 37(5), 515–516.21813171
(PierceB. A.GomleyD. (2016, November). Are split flow and provider in triage models in the emergency department effective in reducing discharge length of stay? Journal of Emergency Nursing, 42(6), 487–491. doi:10.1016/j.jen.2016.01.00527130191)
PierceB. A.GomleyD. (2016, November). Are split flow and provider in triage models in the emergency department effective in reducing discharge length of stay? Journal of Emergency Nursing, 42(6), 487–491. doi:10.1016/j.jen.2016.01.00527130191PierceB. A.GomleyD. (2016, November). Are split flow and provider in triage models in the emergency department effective in reducing discharge length of stay? Journal of Emergency Nursing, 42(6), 487–491. doi:10.1016/j.jen.2016.01.00527130191, PierceB. A.GomleyD. (2016, November). Are split flow and provider in triage models in the emergency department effective in reducing discharge length of stay? Journal of Emergency Nursing, 42(6), 487–491. doi:10.1016/j.jen.2016.01.00527130191
(WolfL. A.DelaoA. M.PerhatsC.MoonM. D.ZavotskyK. E. (2018, May). Triaging the emergency department, not the patient: United States emergency nurses' experience of the triage process. Journal of Emergency Nursing, 44(3), 258–266. doi:10.1016/j.jen.2017.06.01028750891)
WolfL. A.DelaoA. M.PerhatsC.MoonM. D.ZavotskyK. E. (2018, May). Triaging the emergency department, not the patient: United States emergency nurses' experience of the triage process. Journal of Emergency Nursing, 44(3), 258–266. doi:10.1016/j.jen.2017.06.01028750891WolfL. A.DelaoA. M.PerhatsC.MoonM. D.ZavotskyK. E. (2018, May). Triaging the emergency department, not the patient: United States emergency nurses' experience of the triage process. Journal of Emergency Nursing, 44(3), 258–266. doi:10.1016/j.jen.2017.06.01028750891, WolfL. A.DelaoA. M.PerhatsC.MoonM. D.ZavotskyK. E. (2018, May). Triaging the emergency department, not the patient: United States emergency nurses' experience of the triage process. Journal of Emergency Nursing, 44(3), 258–266. doi:10.1016/j.jen.2017.06.01028750891
K. Murrell, S. Offerman, M. Kauffman (2011)
Applying Lean: Implementation of a Rapid Triage and Treatment SystemWestern Journal of Emergency Medicine, 12
P. Bish, M. McCormick, M. Otegbeye (2016)
Ready-JET-Go: Split Flow Accelerates ED Throughput.Journal of emergency nursing: JEN : official publication of the Emergency Department Nurses Association, 42 2
(BishP. A.McCormickM. A.OtegbeyeM. (2016, March). Ready-Set-Go: Split flow accelerates ED throughput. Journal of Emergency Nursing, 42(2), 114. doi:10.1016/j.jen.2015.06.00326264788)
BishP. A.McCormickM. A.OtegbeyeM. (2016, March). Ready-Set-Go: Split flow accelerates ED throughput. Journal of Emergency Nursing, 42(2), 114. doi:10.1016/j.jen.2015.06.00326264788BishP. A.McCormickM. A.OtegbeyeM. (2016, March). Ready-Set-Go: Split flow accelerates ED throughput. Journal of Emergency Nursing, 42(2), 114. doi:10.1016/j.jen.2015.06.00326264788, BishP. A.McCormickM. A.OtegbeyeM. (2016, March). Ready-Set-Go: Split flow accelerates ED throughput. Journal of Emergency Nursing, 42(2), 114. doi:10.1016/j.jen.2015.06.00326264788
Katherine Moran, R. Burson, Dianne Conrad (2013)
The Doctor of Nursing Practice Scholarly Project: A Framework for Success
(GilboyN.TanabeP.TraversD.RosenauA. M. (2020). Emergency Severity Index (ESI): A triage tool for emergency department care (Version 4). Schaumburg, IL: Emergency Nurses Association Retrieved from https://www.ena.org/docs/default-source/education-document-library/esi-implementation-handbook-2020.pdf?sfvrsn=fdc327df_2)
GilboyN.TanabeP.TraversD.RosenauA. M. (2020). Emergency Severity Index (ESI): A triage tool for emergency department care (Version 4). Schaumburg, IL: Emergency Nurses Association Retrieved from https://www.ena.org/docs/default-source/education-document-library/esi-implementation-handbook-2020.pdf?sfvrsn=fdc327df_2GilboyN.TanabeP.TraversD.RosenauA. M. (2020). Emergency Severity Index (ESI): A triage tool for emergency department care (Version 4). Schaumburg, IL: Emergency Nurses Association Retrieved from https://www.ena.org/docs/default-source/education-document-library/esi-implementation-handbook-2020.pdf?sfvrsn=fdc327df_2, GilboyN.TanabeP.TraversD.RosenauA. M. (2020). Emergency Severity Index (ESI): A triage tool for emergency department care (Version 4). Schaumburg, IL: Emergency Nurses Association Retrieved from https://www.ena.org/docs/default-source/education-document-library/esi-implementation-handbook-2020.pdf?sfvrsn=fdc327df_2
The most common site for hospital sentinel events due to care delays, secondary to waiting and/or inefficient processes, occurs in the emergency department (ED). Decreasing patient length of stay in an ED is a key initiative for many hospitals in order to maximize both quality and efficiency. The purpose of this practice improvement project was to (1) standardize front-end processes across a 6-hospital health system, (2) move non-sorting-related clinical questions out of triage, and (3) improve door-to-triage and door-to-provider times. The project occurred within a 6-hospital East Coast health system. This was a continuous quality improvement initiative utilizing the Donabedian theoretical model, plus the DMAIC method, for process improvement. A system-wide performance work team was formed including ED leaders and staff; site-specific implementation teams were also formed. Rapid triage implementation was effective in producing statistically significant improvement in door-to-triage, door-to-provider, and ED length of stay for discharged patients at 3 of the 6 sites. Further performance improvement projects in this area are needed to better understand the generalizability of this process in other EDs. Furthermore, from a leadership perspective, additional investigation is needed into the cost savings as well as shared labor opportunities that may exist when policies and processes are standardized across a system's service line.
Advanced Emergency Nursing Journal – Wolters Kluwer Health
Published: Jan 1, 2021
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