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.
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.
A comprehensive program to improve patient experience before, during, and after orthopedic surgery leads to improved satisfaction, higher patient volume, and better patient outcomes.
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.
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.
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.
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 a nurse practitioner and a multidisciplinary team reduced length of stay and costs at an academic medical center.
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.
A hospital laboratory redesigned work processes, leading to faster turnaround times, enhanced staff productivity, and cost savings.