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Patient Flow examples, impact and approach
- Community Hospital: Perioperative system redesign and implementation - Helped a hospital-industry partnership derive the productivity benefits of a large, new facility and a system of exchangeable, mobile operating room table tops by redesigning the perioperative process from the surgeon's office to the recovery room. The new process, successfully piloted in two operating rooms, has reduced the non-operative time (turnover time plus anesthesia-controlled time) for short cases from 65 minutes to 42 minutes, with further improvements expected. No staff was added to achieve the results, and a large number of surgeons, anesthesiologists, anesthetists and nurses participated in the pilot phase. Part of the improvement arose from process changes. The reduction in induction and emergence times, however, can be attributed to the mobile table tops, which eliminate two patient transfers. (Please refer to In the Press for more details)
- Community Hospital: Community-acquired pneumonia - Assisted in the design of a process to ensure that patients with community-acquired pneumonia would receive the first dose of antibiotics within four hours of arrival at the hospital. Using validated data on individual process steps, we built a simulation model of the proposed process that demonstrated its capability to achieve the required performance. As a result, the client was able to implement it with confidence, and deploy process-improvement resources to other projects.
- Physician practice - Identified operational improvements to increase the pace at which patients move through a visit in such a way as to raise each partner's profits by over $50,000 per year. We solved this problem by characterizing the flow of patients through the steps of their visits, identifying the sources of delays, and showing how process changes could increase the flow without additional expenses to the practice.
- Community Hospital: ED wait times - Collaborated on the redesign of a process to move patients from the emergency department to an in-patient unit when a bed is available. Reduced the average time of the units to respond to a bed request from 72 minutes to 28 minutes. The process was selected as the first step of a more extensive program.
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