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Making the Middle Count Three Tools to Improve Throughput for a Better Patient Experience

Making the Middle Count Three Tools to Improve Throughput for a Better Patient Experience This article discusses three ways in which dramatic improvements in middle flow, or examination- to-disposition time, can be driven by emergency department (ED) nursing leadership. By opera- tionalizing a “results pending” area, low-acuity patients who are unlikely to be admitted can await diagnostic results or be actively monitored by a dedicated nurse, ED rooms and beds may be re- served for higher acuity patients. Monthly operational stakeholder meetings can provide a consistent opportunity to track, monitor, and improve flow while also celebrating successes and identifying needed performance improvements based on objective metrics for shared goals. Internal customer rounding is a process that serves as effective follow-up from the stakeholder meeting to ensure aligned behaviors to meet identified goals. Frequency of rounding is identified during the stakeholder meeting. By using these three tools, ED stakeholders can effectively focus on solutions instead of barriers to improving middle flow. Key words: flow efficiency, internal customer rounding, results pending area ITH MANDATORY REPORTING arrived. Because patient perception of care is of emergency department (ED) negatively impacted by length of stay (LOS; W throughput metrics required by Horwitz, Green, & Bradley, 2010; Walsh & the Centers for Medicare & Medicaid Services Knott, 2010), hospitals http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Advanced Emergency Nursing Journal Wolters Kluwer Health

Making the Middle Count Three Tools to Improve Throughput for a Better Patient Experience

Advanced Emergency Nursing Journal , Volume 37 (1) – Jan 1, 2015

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Copyright
© 2015 Wolters Kluwer Health, Inc. All rights reserved.
ISSN
1931-4485
eISSN
1931-4493
DOI
10.1097/TME.0000000000000049

Abstract

This article discusses three ways in which dramatic improvements in middle flow, or examination- to-disposition time, can be driven by emergency department (ED) nursing leadership. By opera- tionalizing a “results pending” area, low-acuity patients who are unlikely to be admitted can await diagnostic results or be actively monitored by a dedicated nurse, ED rooms and beds may be re- served for higher acuity patients. Monthly operational stakeholder meetings can provide a consistent opportunity to track, monitor, and improve flow while also celebrating successes and identifying needed performance improvements based on objective metrics for shared goals. Internal customer rounding is a process that serves as effective follow-up from the stakeholder meeting to ensure aligned behaviors to meet identified goals. Frequency of rounding is identified during the stakeholder meeting. By using these three tools, ED stakeholders can effectively focus on solutions instead of barriers to improving middle flow. Key words: flow efficiency, internal customer rounding, results pending area ITH MANDATORY REPORTING arrived. Because patient perception of care is of emergency department (ED) negatively impacted by length of stay (LOS; W throughput metrics required by Horwitz, Green, & Bradley, 2010; Walsh & the Centers for Medicare & Medicaid Services Knott, 2010), hospitals

Journal

Advanced Emergency Nursing JournalWolters Kluwer Health

Published: Jan 1, 2015

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