Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care
We conducted a pre- and postintervention analysis to assess the impact of a process improvement project at the Cambridge Hospital ED. Through a comprehensive and collaborative process, we reengineered the emergency patient experience from arrival to departure. The ED operational changes have had a s...
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| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
| Published: |
Wiley
2014-01-01
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| Series: | Emergency Medicine International |
| Online Access: | http://dx.doi.org/10.1155/2014/981472 |
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| _version_ | 1832565220286922752 |
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| author | Assaad Sayah Loni Rogers Karthik Devarajan Lisa Kingsley-Rocker Luis F. Lobon |
| author_facet | Assaad Sayah Loni Rogers Karthik Devarajan Lisa Kingsley-Rocker Luis F. Lobon |
| author_sort | Assaad Sayah |
| collection | DOAJ |
| description | We conducted a pre- and postintervention analysis to assess the impact of a process improvement project at the Cambridge Hospital ED. Through a comprehensive and collaborative process, we reengineered the emergency patient experience from arrival to departure. The ED operational changes have had a significant positive impact on all measured metrics. Ambulance diversion decreased from a mean of 148 hours per quarter before changes in July 2006 to 0 hours since April 2007. ED total length of stay decreased from a mean of 204 minutes before the changes to 132 minutes. Press Ganey patient satisfaction scores rose from the 12th percentile to the 59th percentile. ED patient volume grew by 11%, from a mean of 7,221 patients per quarter to 8,044 patients per quarter. Compliance with ED specific quality core measures improved from a mean of 71% to 97%. The mean rate of ED patients that left without being seen (LWBS) dropped from 4.1% to 0.9%. Improving ED operational efficiency allowed us to accommodate increasing volume while improving the quality of care and satisfaction of the ED patients with minimal additional resources, space, or staffing. |
| format | Article |
| id | doaj-art-32f58b79c7e3486abba128726b9d461a |
| institution | Kabale University |
| issn | 2090-2840 2090-2859 |
| language | English |
| publishDate | 2014-01-01 |
| publisher | Wiley |
| record_format | Article |
| series | Emergency Medicine International |
| spelling | doaj-art-32f58b79c7e3486abba128726b9d461a2025-02-03T01:08:53ZengWileyEmergency Medicine International2090-28402090-28592014-01-01201410.1155/2014/981472981472Minimizing ED Waiting Times and Improving Patient Flow and Experience of CareAssaad Sayah0Loni Rogers1Karthik Devarajan2Lisa Kingsley-Rocker3Luis F. Lobon4Department of Emergency Medicine, Cambridge Health Alliance, 1493 Cambridge Street, Cambridge, MA 02139, USATufts University School of Medicine, Boston, MA, USATufts University School of Medicine, Boston, MA, USADepartment of Emergency Medicine, Cambridge Health Alliance, 1493 Cambridge Street, Cambridge, MA 02139, USADepartment of Emergency Medicine, Cambridge Health Alliance, 1493 Cambridge Street, Cambridge, MA 02139, USAWe conducted a pre- and postintervention analysis to assess the impact of a process improvement project at the Cambridge Hospital ED. Through a comprehensive and collaborative process, we reengineered the emergency patient experience from arrival to departure. The ED operational changes have had a significant positive impact on all measured metrics. Ambulance diversion decreased from a mean of 148 hours per quarter before changes in July 2006 to 0 hours since April 2007. ED total length of stay decreased from a mean of 204 minutes before the changes to 132 minutes. Press Ganey patient satisfaction scores rose from the 12th percentile to the 59th percentile. ED patient volume grew by 11%, from a mean of 7,221 patients per quarter to 8,044 patients per quarter. Compliance with ED specific quality core measures improved from a mean of 71% to 97%. The mean rate of ED patients that left without being seen (LWBS) dropped from 4.1% to 0.9%. Improving ED operational efficiency allowed us to accommodate increasing volume while improving the quality of care and satisfaction of the ED patients with minimal additional resources, space, or staffing.http://dx.doi.org/10.1155/2014/981472 |
| spellingShingle | Assaad Sayah Loni Rogers Karthik Devarajan Lisa Kingsley-Rocker Luis F. Lobon Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care Emergency Medicine International |
| title | Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care |
| title_full | Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care |
| title_fullStr | Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care |
| title_full_unstemmed | Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care |
| title_short | Minimizing ED Waiting Times and Improving Patient Flow and Experience of Care |
| title_sort | minimizing ed waiting times and improving patient flow and experience of care |
| url | http://dx.doi.org/10.1155/2014/981472 |
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