2.50
Hdl Handle:
http://hdl.handle.net/10755/183035
Category:
Abstract
Type:
Presentation
Title:
Best Practice Achievement in Customer Delight and Process Performance: Ambulatory Nursing
Author(s):
Tahmooressi, Jill; Mayers, R.; Sinclair, K.; Vila, H.
Author Details:
Jill Tahmooressi, RN-BC, MBA, BS, Miami Children's Hospital, Miami, FL, email: Jill.Tahmooressi@mch.com; R. Mayers; K. Sinclair; H. Vila
Abstract:
The purpose of the study was to achieve customer delight through enhanced process performance within an ambulatory care setting providing urgent care and sedation MRI services. The patients' depend on the team to quickly assess and accurately conduct vital diagnostic testing, provide appropriate treatment and a timely disposition. It's a challenge made more complex because of the fast pace demand for rapid Turn-around-time (TAT) complicated with the intersection of multiple departments - patient access, laboratory, radiology, nursing and physician services to name a few. While most business process improvement projects focus on increasing throughput or reducing costs, this team addressed life-critical issues using Lean tools. The project had three fundamental objectives: (1) Renewing the focus on patient safety by delivering error-free clinical care; (2) Reducing patient waiting times; and (3) Improving customer satisfaction. The project team focused on identifying a consistent set of "best practices," implementing new processes, and simplifying and standardizing the environment to ensure rapid, easy access to equipment, medicines and supplies. The Lean Methodology engaged all the nursing staff to develop and try storm a number of creative and effective process improvement solutions, including: more efficient use of protocols, intake efficiencies, 5S+ (Sorting, Set-in-order, Shine, Standardize and Sustain) environmental order, streamlined procedures, and better management of the supply chain. Value Stream Maps (VSMs) to identify Kaizens (opportunities for improvement) were tools adopted by the nursing staff to drive the successes. Findings in less than 9 months of implementation have led to substantial improvements in key objectives. An initial baseline analysis of critical processes was begun in May 2009 with wait times measured and waste in time, motion and value lacking activities identified. Accomplishments include; reduction in wait times by 10-25% from urgent care door to doctor and doctor to discharge times, 10-25% improvement in on-time appointments in MRI, extraordinary customer delight at the 90-98 percentile in customer satisfaction rankings, and reduction in supply/ medication not available incidences. Protocols initiated sent the patients immediately for lab or radiology testing thus reducing TATs significantly. Standard room setup for consistency and simplification permitted physicians and nurses to know exactly where equipment and supplies are located thus reducing motion and waste. Streamlined diagnostic procedures with a series of process improvements in the laboratory and radiology (x-ray and MRI) reduced overall patient wait time and accelerated service cycle times. Reduced documentation from intake to disposition including two step quick registration added value to the experience. Discussion of the values gain by incorporating principles of the Toyota Production System into the healthcare arena by using a Lean model of performance improvement within the ambulatory care setting has spurred organizational interest and healthy competition. By utilizing shared files in the intranet, nursing throughout the organization is knowledgeable of the multiple kaizens being experienced on a daily basis. Within six months of beginning the project, 100% of the staff members have been exposed to lean principles. Most importantly, stakeholders have taken ownership of lean concepts and continue to make substantial improvements in the ambulatory business processes.
Repository Posting Date:
28-Oct-2011
Date of Publication:
28-Oct-2011
Conference Date:
2010
Conference Name:
7th Annual Florida Magnet Research Conference
Conference Host:
University of South Florida College of Nursing; Sigma Theta Tau International; Florida Organization of Nurse Executives
Conference Location:
Naples, Florida, USA
Description:
7th Annual Florida Magnet Research Conference - Theme: Research at the Point of Care. Held 11-13 February 2010 at the Naples Grande Beach Resort, Naples, Florida, USA.
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleBest Practice Achievement in Customer Delight and Process Performance: Ambulatory Nursingen_GB
dc.contributor.authorTahmooressi, Jillen_US
dc.contributor.authorMayers, R.en_US
dc.contributor.authorSinclair, K.en_US
dc.contributor.authorVila, H.en_US
dc.author.detailsJill Tahmooressi, RN-BC, MBA, BS, Miami Children's Hospital, Miami, FL, email: Jill.Tahmooressi@mch.com; R. Mayers; K. Sinclair; H. Vilaen_US
dc.identifier.urihttp://hdl.handle.net/10755/183035-
dc.description.abstractThe purpose of the study was to achieve customer delight through enhanced process performance within an ambulatory care setting providing urgent care and sedation MRI services. The patients' depend on the team to quickly assess and accurately conduct vital diagnostic testing, provide appropriate treatment and a timely disposition. It's a challenge made more complex because of the fast pace demand for rapid Turn-around-time (TAT) complicated with the intersection of multiple departments - patient access, laboratory, radiology, nursing and physician services to name a few. While most business process improvement projects focus on increasing throughput or reducing costs, this team addressed life-critical issues using Lean tools. The project had three fundamental objectives: (1) Renewing the focus on patient safety by delivering error-free clinical care; (2) Reducing patient waiting times; and (3) Improving customer satisfaction. The project team focused on identifying a consistent set of "best practices," implementing new processes, and simplifying and standardizing the environment to ensure rapid, easy access to equipment, medicines and supplies. The Lean Methodology engaged all the nursing staff to develop and try storm a number of creative and effective process improvement solutions, including: more efficient use of protocols, intake efficiencies, 5S+ (Sorting, Set-in-order, Shine, Standardize and Sustain) environmental order, streamlined procedures, and better management of the supply chain. Value Stream Maps (VSMs) to identify Kaizens (opportunities for improvement) were tools adopted by the nursing staff to drive the successes. Findings in less than 9 months of implementation have led to substantial improvements in key objectives. An initial baseline analysis of critical processes was begun in May 2009 with wait times measured and waste in time, motion and value lacking activities identified. Accomplishments include; reduction in wait times by 10-25% from urgent care door to doctor and doctor to discharge times, 10-25% improvement in on-time appointments in MRI, extraordinary customer delight at the 90-98 percentile in customer satisfaction rankings, and reduction in supply/ medication not available incidences. Protocols initiated sent the patients immediately for lab or radiology testing thus reducing TATs significantly. Standard room setup for consistency and simplification permitted physicians and nurses to know exactly where equipment and supplies are located thus reducing motion and waste. Streamlined diagnostic procedures with a series of process improvements in the laboratory and radiology (x-ray and MRI) reduced overall patient wait time and accelerated service cycle times. Reduced documentation from intake to disposition including two step quick registration added value to the experience. Discussion of the values gain by incorporating principles of the Toyota Production System into the healthcare arena by using a Lean model of performance improvement within the ambulatory care setting has spurred organizational interest and healthy competition. By utilizing shared files in the intranet, nursing throughout the organization is knowledgeable of the multiple kaizens being experienced on a daily basis. Within six months of beginning the project, 100% of the staff members have been exposed to lean principles. Most importantly, stakeholders have taken ownership of lean concepts and continue to make substantial improvements in the ambulatory business processes.en_GB
dc.date.available2011-10-28T16:11:47Z-
dc.date.issued2011-10-28en_GB
dc.date.accessioned2011-10-28T16:11:47Z-
dc.conference.date2010en_US
dc.conference.name7th Annual Florida Magnet Research Conferenceen_US
dc.conference.hostUniversity of South Florida College of Nursingen_US
dc.conference.hostSigma Theta Tau Internationalen_US
dc.conference.hostFlorida Organization of Nurse Executivesen_US
dc.conference.locationNaples, Florida, USAen_US
dc.description7th Annual Florida Magnet Research Conference - Theme: Research at the Point of Care. Held 11-13 February 2010 at the Naples Grande Beach Resort, Naples, Florida, USA.en_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
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