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ED Workflow Redesign
(2012)
  • Susan S. Sammons, Georgia Southern University
Abstract
After identifying increasing numbers of patients leaving the ED without treatment and reviewing satisfaction score data, an opportunity was realized to improve rapid care in the ED. I was Project Leader for a Rapid Change Process team with a goal of decreasing times in the ED at several points of care and increasing patient satisfaction, specifically relating to wait times and leaving without being seen. An evidence-based literature search was conducted regarding the most effective approach to rapid, safe care in the ED. After a site visit, several work sessions with ED Leadership, and focus groups with ED RNs, a proposal was made to Senior Leadership who gave their approval. The redesign of patient care in the ED also involved a reworking of the ED physical space with a moderate budget. Construction plans were drawn and work began immediately. Projected start dates for each phase were reached. The workflow redesign began 2/6/12 and is being evaluated at intervals. Data reveals decreases in all nurse sensitive, measured times as well as patients leaving without being treated. After identifying increasing numbers of patients leaving the ED without treatment and reviewing satisfaction score data, an opportunity was realized to improve rapid care in the ED. I was Project Leader for a Rapid Change Process team with a goal of decreasing times in the ED at several points of care and increasing patient satisfaction, specifically relating to wait times and leaving without being seen. An evidence-based literature search was conducted regarding the most effective approach to rapid, safe care in the ED. After a site visit, several work sessions with ED Leadership, and focus groups with ED RNs, a proposal was made to Senior Leadership who gave their approval. The redesign of patient care in the ED also involved a reworking of the ED physical space with a moderate budget. Construction plans were drawn and work began immediately. Projected start dates for each phase were reached. The workflow redesign began 2/6/12 and is being evaluated at intervals. Data reveals decreases in all nurse sensitive, measured times as well as patients leaving without being treated.After identifying increasing numbers of patients leaving the ED without treatment and reviewing satisfaction score data, an opportunity was realized to improve rapid care in the ED. I was Project Leader for a Rapid Change Process team with a goal of decreasing times in the ED at several points of care and increasing patient satisfaction, specifically relating to wait times and leaving without being seen. An evidence-based literature search was conducted regarding the most effective approach to rapid, safe care in the ED. After a site visit, several work sessions with ED Leadership, and focus groups with ED RNs, a proposal was made to Senior Leadership who gave their approval. The redesign of patient care in the ED also involved a reworking of the ED physical space with a moderate budget. Construction plans were drawn and work began immediately. Projected start dates for each phase were reached. The workflow redesign began 2/6/12 and is being evaluated at intervals. Data reveals decreases in all nurse sensitive, measured times as well as patients leaving without being treated. St. Joseph’s/Candler Health System. Savannah, GA.
Keywords
  • Emergency Department
Disciplines
Publication Date
2012
Citation Information
Susan S. Sammons. "ED Workflow Redesign" (2012)
Available at: http://works.bepress.com/susan_sammons/9/