Healthcare consulting

Enhancing ED performance through interim leadership and process optimization

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Interim Leadership helps increase process efficiency and patient satisfaction

The Emergency Department (ED) of a 350-bed community hospital providing complex and specialty care for a city of nearly 77,000 people was struggling with a lengthy triage process, a lack of urgency to move patients, and a poor community perception.

They asked Philips to provide interim healthcare leadership and work with them on an intensive, staff-led process optimization program. During a six-month engagement, Philips worked with the ED staff and leadership teams to implement process changes which would improve hospital performance.

Changes initiatives resulted in significant performance improvement:

Arrival to triage times were reduced from 10 minutes to 2 minutes, an 80% improvement
Arrival to room times were reduced from 40 minutes to 11 minutes, a 73% improvement
The left without being seen (LWBS) rate declined from 4.8% to >1%, a 79% improvement
The Press Ganey scores improved dramatically from 4th percentile to 82nd percentile
The reduction in LWBS equated to 1,000+ ED patients representing a $2.8 million increase in revenue

Improving ED processes and operational performance

additional collectable revenue generated by 79 percent reduced

Our Approach

Although the ED had recently been redesigned, the 32-bed unit was constantly at capacity, forcing the arriving patients to fill the crowded waiting area. Philips was brought in to facilitate change and manage the department. Two consultants worked side by side with the caregivers for six months.

Assessment

The consultants completed a comprehensive assessment. The anticipated volume of 155 patients a day was averaging over 170 patients a day and the facility processes were not consistently followed. The community’s perception of the ED was poor but it was the only ED for 45 miles so most patients did not have an alternative.

The assessment identified several areas needing improvement including process standardization, accountability, wait times and walk out rates, and more.

Process improvement

The consultants gathered feedback from the caregivers, asking them to identify specific barriers to providing quality, efficient care to patients. 250+ barriers were identified, prioritized on key areas, and workgroups were formed to address the issues.

The triage team focused on improving the front end processes. This included triage education, customer service for arriving patients, and redesigning the lobby. The throughput team concentrated on realigning the zones of care, addressing the arrival patterns of the patients and staffing to meet the demands.

Results*

At the end of the six-month engagement:

Arrival to triage times were reduced from 10 minutes to 2 minutes, an 80% improvement
Arrival to room times were reduced from 40 minutes to 11 minutes, a 73% improvement
The left without being seen (LWBS) rate declined from 4.8% to >1%, a 79% improvement
The Press Ganey scores improved dramatically from 4th percentile to 82nd percentile

The reduction in patients leaving the waiting room without being seen equated to over 1,000 ED patients, representing a $2.8 million increase in revenue for the facility. The enhanced triage process represented improved time to the doctor, thus decreasing risk to patients. The enhanced processes decreased wasted steps and time, improving caregiver and patient satisfaction.

Improving ED processes and operational performance

* 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.

Will Stewart, MSN, RN, CEN, EMT-LP, NE-BC

Consulting Principal

Will brings decades of experience in helping EDs improve patient satisfaction, throughput, cost reduction, and charge capture. He has helped reduce left without treatment rates by as much as 80%. He leverages performance improvement to achieve results while providing focus on safe care and excels at mentoring new leaders.

Beth Fuller, DNP, RN, CEN, CCRN, CFRN

Consulting Principal

Beth brings 30+ years of emergency, ICU, and critical care transport leadership in academic medical centers and community hospitals. She has helped increase efficiency and reduce cost while improving patient satisfaction and employee engagement.