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Emergency Department Optimization

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Recent client success

Improved ED processes and discharge times

Improved ED and inpatient performance for 477% increased patient satisfaction at Winchester Medical Center.
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A collaborative approach to improving efficiency and performance in the ED

No two EDs are exactly alike, so there is no single solution when improvements are needed. Because EDs vary in many ways—physical layout, acuity, patient expectations, physician practice patterns, and more—our approach is tailored to uniquely meet the goals of each organization.

Philips Blue Jay Consulting offers a team of nationally recognized ED leaders with the experience and commitment to implement real and effective change. We deliver quantifiable results by collaborating with ED leadership and staff and tackling each project with a hands-on, in-the-trenches approach—our team becomes part of your team.

ED Optimization Consulting Services

ED Enhanced Interim Leadership staffing

Nationally recognized, highly experienced nurse leaders delivering team leadership, process improvement guidance, and hands-on operational support.
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ED Performance Improvement

Strategic guidance and hands-on implementation support focused on ED process redesign and daily performance management.
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ED Performance Dashboards

Online analytics-based dashboards to provide at-a-glance visibility into past and current ED performance, identify areas of concern, and support new performance improvement initiatives.
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A track record of delivering results*

Philips Blue Jay Consulting helps clients improve process efficiency and overall operational performance. Our average results¹ include:

Becker’s Hospital Review recently interviewed JoAnn Lazarus on performance improvement in the Emergency Department. Read the full interview here.

¹ Based on 31 non-teaching hospitals as measured in the 6 week period immediately prior to the conclusion of a performance improvement project compared to an average of the hospitals’ baseline measurements for the prior year. Results are not predictive of results in other cases. Results may vary.

² Projection based on results obtained from 31 non-teaching hospitals which have completed a performance improvement project with improvements measured in the last 6 weeks of the project. Philips Blue Jay Consulting does not make any determination as to the medical necessity or appropriateness of hospital billing. Additional collected revenue may be derived in whole or part from shortened wait times, work flow improvements, decrease in patients who leave without being seen, among other factors. Projection is based on the reported collectable revenues for admitted and discharged emergency room patients (excluding OB and surgical admissions). A weighted average is applied based on the individual’s admission and discharged percentages. A reduction in left without being seen (LWBS) rates can mean additional ED volumes. The difference from baseline rate and measured LWBS rate Improvement is multiplied by annual volume and the blended collected revenue rate to calculate a projection of additional annualized collected revenue. Results are not predictive of results in other cases. Results may vary.

* Results from case studies are not predictive of results in other cases. Results in other cases may vary.

Meet our team

JoAnn Lazarus, MSN, RN, CEN, FAEN

Principal and Practice Operations Lead

JoAnn brings 40+ years’ experience in ED leadership and helping hospitals improve efficiency. She has led many change projects in EDs to improve process flow including implementation of fast track and middle track processes with reduction in LWBS.

Rick McCraw, MBA, MHA, RN, CEN, FACHE

Principal and Assessments Lead

Rick provides 30+ years of experience in emergency, trauma, and physician practice leadership. He led a Level 1 trauma center and has led programs reducing LWBS and door-to-provider times and streamlined nursing workflow and the ED discharge process.