Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How one Hospital Shaved Off 88 Minutes from their ALOS

24,405 views

Published on

With goals of getting the right processes and staffing in place, the administration and staff at LewisGale Medical Center in Salem, Virginia put a priority on patient-centered process improvements that would shorten wait times and length of stay in the emergency department (E.D.). Here’s how they improved metrics including decreasing the ED ALOS by 45 percent.

Published in: Health & Medicine
  • Be the first to comment

  • Be the first to like this

How one Hospital Shaved Off 88 Minutes from their ALOS

  1. 1. “The group effort of the emergency department leadership, nurses, staff and physicians was outstanding. The work accomplished here will ensure these new practices are more efficient, easier for our teams and positive for our patients. From day one with the new process, the metrics clearly indicate the determination of this team to deliver quality care. It’s working and it’s fascinating.” Kim Mecom, MSN, RN, CEN Director of Emergency Services FIND OUT MORE TODAY! www.emcare.com Call: 877.416.8079 A NEW E.D. PROCESS AT LEWISGALE RESULTS IN BETTER PATIENT-CENTERED METRICS Case Study: LewisGale Medical Center (“LewisGale Main”), HCA Virginia Salem, Virginia Over 45,000 Annual E.D. Visits Challenge. With goals of getting the right processes and staffing in place, the hospital’s administration and staff put a priority on patient-centered process improvements that would shorten wait times and length of stay in the emergency department (E.D.). Solution. Through operational assessments and facilitation of the lean-based “table top simulation,” areas of waste such as wait times, delays and redundancies often become more evident. A table top simulation exercise was facilitated by EmCare, providing an opportunity for informal discussion of processes and roles and ultimately revealing needed improvements from the patient’s perspective. With one goal in mind, providing better care for patients, the hospital formed a committee to synthesize ideas on how to address the challenges and make improvements. The committee deployed a number of creative and highly effective tactics including: • Assigning red, blue, yellow and green zones, each with its own “results pending” area • Designating a “flow master” as a new role for the Charge Nurse to ensure that labs, imaging studies, IVs and medications are completed in timely fashion • Re-evaluating the rapid treatment area – no more patients in the lobby • Developing a “saturation” and “surge” plan • Proper utilization of the sub-waiting room staffed by an advanced practitioner to keep beds free, moving non-acute patients through the process more quickly and reducing E.D. length of stay Results. The commitment of the staff and leadership was the key to success. Their dedication led to positive changes for patients and metric improvement goals. In collaboration with EmCare, the committee worked with nurse leaders and staff to generate vast improvements. By the second day of the exercise, the department decreased the ED ALOS by 45 percent. A comparison of two similar days with very different results: © 08/2014 ® EmCare, Inc. − All rights reserved. Emergency Department Average Length of Stay (ED ALOS) decreased from 229 minutes to 141 minutes, a reduction of 88 minutes. Zero patients left against medical advice (AMA) (In the month prior to process changes, the hospital had 47 AMAs.) To learn more about the resources and tools that can help your hospital improve metrics and patient care, contact EmCare at 877.416.8079 or visit us at www.EmCare.com. 0 50 100 150 200 250 300 LOS Admitted LOS Released LOS Low Acuity ALOS 259 212 166 229 165 137 83 141 Jan Mar

×