An experienced Philips consultant was assigned to lead the patient throughput project. Due to the complexity and scale of the project, workgroups (teams) were established focusing on capacity management, logistics, patient care facilitation, patient placement, and patient support.
Each workgroup was guided by the consultant, had its own specific set
of deliverables, and was regularly monitored by a steering committee to make certain they remained on track.
The workgroup teams were successful in achieving improvements in process efficiency, team collaboration and transparency, discharge time, and patient throughput.