Emergency Medicine: Open Access
Open Access
ISSN: 2165-7548
ISSN: 2165-7548
Mohamed Al Busafi
Royal hospital, Oman
Posters & Accepted Abstracts: Emerg Med
Qualitative research employed used to identify value-added services and Muda. Innovative methods were implemented to smoothen the flow and fine-tuned through PDSA cycles. The outcomes were measured through monthly departmental key performance indicators. A long waiting time is a well-known dilemma that shrouds the ED and it is the most common complaint amongst the EDs in Oman and the world. Applying lean tools to identify value added services and remove waste is the first step to improving quality care and smoothening process flow. This directly affects patients and outcomes, improves efficiency and reduces errors. Innovative methods introduced in the ED were: (1) Team triage, (2) IV cannulation and blood collection at triage, (3) Addition of short stay unit and chest pain unit, and (4) Digital dashboard. Lean innovations introduced in the ED Oct 2014 to June 2016 showed remarkable improvements in the departmental KPIs. The length of stay of patients that stayed in the department beyond 4 hours went from 55% in October 2014 to 12% in April 2015. There was an increase of 20% of patients seen by ED physician within an hour from presentation to ED. Compliance to patient safety during handover increased from 30% to 90%. Adverse events remained constant with no identifiable change. Admission rate remained constant. The average troponin turnover time reached international benchmark of results being made available within an hour. A random patient survey showed high patient satisfaction rate of services provided in the ED. There was no change noted in admission rate.
E-mail: dr.albusafi@gmail.com