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Hospital Ambulance Bays
Lean Principals & Employee Engagement
AHS EMS WORKPLACE HEALTH & SAFETY
Don Sharpe – Paramedic
Presentation to: JWHSC 2015
HOSPITAL AMBULANCE BAYS:
WHAT’S WRONG WITH THIS PICTURE?
THE PROBLEM:
DESIGN REQUIREMENTS AND OPERATIONS GUIDELINES
FOR HOSPITALAMBULANCE BAYS
JASON LABERGE, HUMAN FACTORS SPECIALIST, PATIENT SAFETY
DON SHARPE, SENIOR PARAMEDIC, EMERGENCY MEDICAL SERVICES
• An ambulance bay connects Emergency Medical Services (EMS) personnel
and their patients to the tertiary care staff and equipment of a local hospital.
An ambulance bay is a place to get into and out of as quickly as possible, a
transitory location for everyone.
However, not all ambulance bays are efficient and safe. Contaminated
equipment, presence of non-EMS supplies, congestion due to the location of
cabinets/waste containers/other storage, and foot traffic from unauthorized staff
can all delay access to the bay and the emergency department for patient
transport.
Every ambulance bay needs to be designed with one primary goal in mind: to
get patients to triage and EMS personnel back on the streets as quickly and
safely as possible.
http://www.slideshare.net/DonSharpe/hospital-ambulance-bay-design
SOME CONCERNS WERE OBVIOUS:
AHS VALUES:
• Respect
• Accountability
• Transparency
• Engagement
• Safety
• Learning
• Performance
(Alberta Health Services, 2015b)
THERE ARE PLENTY OF TOOLS OUT THERE,
WHY AREN’T WE USING THEM?
LEAN PRINCIPALS & EMPLOYEE ENGAGEMENT
• What does a typical “day in the office” look like
for a Front Line Paramedic or EMT-A?
• Sure, we’re busy with calls…
• Do we ‘Refuse to walk past a mess?
• Do we even notice the mess that’s there?
MARK GRABAN - WWW.MARKGRABAN.COM/ALBERTA
WE USE LEAN PRINCIPALS EVERY DAY.
• How we organize stock in our Ambulance
• How we interact with each other at work
• Writing PCR’s and other reports
• Refusing unsafe work
• How we run a call on scene
THE GOALS OF LEAN
TO SIMULTANEOUSLY IMPROVE:
• Safety – of both workers and patients
• Quality – of care & work environment
• Delivery – reduce delays & waiting
• Costs – many of these are hidden
• Morale – more ‘Engaged Employees’
WHY BOTHER TRYING TO ENGAGE EMPLOYEES?
BECAUSE ENGAGED EMPLOYEES:
• Enjoy Coming To Work.
• Are happy & have increased self-awareness.
• Actively look for ways to improve themselves.
• Look for ways to improve their patient care.
• Improve individuals and teams they work with.
WHAT IS A MESS?
• A mess can be defined as:
• A patient’s health
• A patient’s home
• A situation in your life or a colleague’s
• The ambulance bay
• …or anything else that isn’t right.
SUMMARY
• Commit to your development as a
professional.
• The current lack of accountability creates
problems with safety, equipment, and working
relationships.
• How can the JWHSC help?

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JWHSC Presentation - May 2015

  • 1. Hospital Ambulance Bays Lean Principals & Employee Engagement AHS EMS WORKPLACE HEALTH & SAFETY Don Sharpe – Paramedic Presentation to: JWHSC 2015
  • 2. HOSPITAL AMBULANCE BAYS: WHAT’S WRONG WITH THIS PICTURE?
  • 4. DESIGN REQUIREMENTS AND OPERATIONS GUIDELINES FOR HOSPITALAMBULANCE BAYS JASON LABERGE, HUMAN FACTORS SPECIALIST, PATIENT SAFETY DON SHARPE, SENIOR PARAMEDIC, EMERGENCY MEDICAL SERVICES • An ambulance bay connects Emergency Medical Services (EMS) personnel and their patients to the tertiary care staff and equipment of a local hospital. An ambulance bay is a place to get into and out of as quickly as possible, a transitory location for everyone. However, not all ambulance bays are efficient and safe. Contaminated equipment, presence of non-EMS supplies, congestion due to the location of cabinets/waste containers/other storage, and foot traffic from unauthorized staff can all delay access to the bay and the emergency department for patient transport. Every ambulance bay needs to be designed with one primary goal in mind: to get patients to triage and EMS personnel back on the streets as quickly and safely as possible. http://www.slideshare.net/DonSharpe/hospital-ambulance-bay-design
  • 6. AHS VALUES: • Respect • Accountability • Transparency • Engagement • Safety • Learning • Performance (Alberta Health Services, 2015b)
  • 7. THERE ARE PLENTY OF TOOLS OUT THERE, WHY AREN’T WE USING THEM?
  • 8. LEAN PRINCIPALS & EMPLOYEE ENGAGEMENT • What does a typical “day in the office” look like for a Front Line Paramedic or EMT-A? • Sure, we’re busy with calls… • Do we ‘Refuse to walk past a mess? • Do we even notice the mess that’s there?
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  • 11. MARK GRABAN - WWW.MARKGRABAN.COM/ALBERTA
  • 12. WE USE LEAN PRINCIPALS EVERY DAY. • How we organize stock in our Ambulance • How we interact with each other at work • Writing PCR’s and other reports • Refusing unsafe work • How we run a call on scene
  • 13. THE GOALS OF LEAN TO SIMULTANEOUSLY IMPROVE: • Safety – of both workers and patients • Quality – of care & work environment • Delivery – reduce delays & waiting • Costs – many of these are hidden • Morale – more ‘Engaged Employees’
  • 14. WHY BOTHER TRYING TO ENGAGE EMPLOYEES? BECAUSE ENGAGED EMPLOYEES: • Enjoy Coming To Work. • Are happy & have increased self-awareness. • Actively look for ways to improve themselves. • Look for ways to improve their patient care. • Improve individuals and teams they work with.
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  • 18. WHAT IS A MESS? • A mess can be defined as: • A patient’s health • A patient’s home • A situation in your life or a colleague’s • The ambulance bay • …or anything else that isn’t right.
  • 19. SUMMARY • Commit to your development as a professional. • The current lack of accountability creates problems with safety, equipment, and working relationships. • How can the JWHSC help?