Workflow redesign

Innovations

Standardized Communication Process Guided by Daily Goals Form Improves Nurse–Physician Communication and Increases Nurse and Patient Satisfaction on Surgical Unit 11/16/09

Clinicians on a surgical unit use a standardized communication process during daily rounds, leading to better nurse–physician communication and to higher nurse and patient satisfaction.

Psychiatric Hospital Streamlines Patient Transfer Process, Reducing Scheduling Time and Nearly Doubling Monthly Transfers to Outpatient Clinics 09/29/09

Langley Porter Psychiatric Hospital and Clinics used Toyota Production System principles to streamline the process by which patients are transferred to outpatient clinics, significantly reducing scheduling time, time to the patient's first appointment, and communication errors, and leading to a near doubling in the number of patient transfers.

Comprehensive Orthopedic Surgical Program to Improve Patient Experience Increases Satisfaction, Reduces Length of Stay, and Allows More Patients to Be Discharged Directly Home 09/17/09

A comprehensive program to improve patient experience before, during, and after orthopedic surgery leads to improved satisfaction, higher patient volume, and better patient outcomes.

Multifaceted Program Reduces Decision-to-Incision Time and Increases Rate of On-time Starts for Emergency Cesarean Deliveries 09/16/09

A multifaceted program in a rural, community hospital reduced mean decision-to-incision time for emergency cesarean deliveries and increased adherence to guidelines that recommend that such deliveries begin in less than 30 minutes.

Nurse-Led, Unit-Based Quality Improvement Increases Amount of Time Spent With Patients, Reduces Falls and Nurse Turnover 09/02/09

Seton Northwest Hospital continuously designs and tests nurse-led quality improvement projects at the patient's bedside, allowing nurses to be more efficient and spend more time with patients, reducing falls and nurse turnover, accelerating patient discharge, and yielding positive feedback from staff and patients.

Hospital Employs Emergency Department–Based Physical Therapists, Leading to Improved Quality, Efficiency, and Patient/Physician Satisfaction 08/25/09

Emergency department–based physical therapists provide care to patients with minor musculoskeletal problems, leading to anecdotal reports of improved quality, efficiency, and patient/physician satisfaction.

Navy Medical Home Clinics, Staffed by Integrated Primary Care Teams and Supported by Web-Based Systems, Improve Screening Rates, Access to Care, and Patient-Provider Communication 08/17/09

Integrated primary care teams in medical home clinics, supported by a Web-based portal and personal health records, provide proactive, coordinated care, leading to higher screening rates, better access to care, and improved patient–provider communication.

Adding Nurse Practitioners and Creating a Multidisciplinary Care Team Reduce Length of Stay and Costs at Academic Medical Center 07/17/09

Adding a nurse practitioner and a multidisciplinary team reduced length of stay and costs at an academic medical center.

Creation of Unit-Based, Clinically Focused Nurse Leader Position Expedites Discharge, Improves Quality, and Reduces Turnover 07/14/09

A hospital created a new nursing position, the clinical resource nurse, to ensure continuity of care, facilitate care planning, coordinate with physicians, encourage adherence to evidence-based practices, and mentor less experienced nurses, leading to more timely discharges, fewer falls and pressure ulcers, lower nurse turnover, and higher patient, nurse, and physician satisfaction.

Laboratory Redesign Improves Staff Productivity, Leading to Reduction or Maintenance of Turnaround Times at Greater Specimen Volumes and Cost Savings 05/19/09

A hospital laboratory redesigned work processes, leading to faster turnaround times, enhanced staff productivity, and cost savings.

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