Rapid Process Optimization.
Health care systems have utilized various process redesign methodologies to improve care delivery. This article describes the creation of a novel process improvement methodology, Rapid Process Optimization (RPO). This system was used to redesign emergency care delivery within a large academic health...
| Publicado en: | American Journal of Medical Quality Vol. 32; no. 2; pp. 172 - 178 |
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| Autores principales: | , , , , , , |
| Formato: | Journal Article |
| Publicado: |
Lippincott Williams & Wilkins
Mar/Apr2017
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=121748324&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 121748324 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 10628606 Z2M jtl: American Journal of Medical Quality issn: 10628606 maglogo: N pubinfo: dt: Mar/Apr2017 vid: 32 iid: 2 pid: 433 pub: Lippincott Williams & Wilkins place: Baltimore, Maryland artinfo: ui: 121748324 121748324 NLM27016948 10.1177/1062860616637683 NLM27016948 121748324 ppf: 172 ppct: 6 formats: tig: atl: Rapid Process Optimization. aug: au: Wiler, Jennifer L. Bookman, Kelly Birznieks, Derek B. Leeret, Robert Koehler, April Planck, Shauna Zane, Richard affil: University of Colorado School of Medicine, Aurora, CO sug: subj: Quality Improvement Administration Organizational Change Emergency Service Administration Length of Stay Program Development Time Factors Emergency Service Standards Clinical Indicators Statistics and Numerical Data ab: Health care systems have utilized various process redesign methodologies to improve care delivery. This article describes the creation of a novel process improvement methodology, Rapid Process Optimization (RPO). This system was used to redesign emergency care delivery within a large academic health care system, which resulted in a decrease: (1) door-to-physician time (Department A: 54 minutes pre vs 12 minutes 1 year post; Department B: 20 minutes pre vs 8 minutes 3 months post), (2) overall length of stay (Department A: 228 vs 184; Department B: 202 vs 192), (3) discharge length of stay (Department A: 216 vs 140; Department B: 179 vs 169), and (4) left without being seen rates (Department A: 5.5% vs 0.0%; Department B: 4.1% vs 0.5%) despite a 47% increased census at Department A (34 391 vs 50 691) and a 4% increase at Department B (8404 vs 8753). The novel RPO process improvement methodology can inform and guide successful care redesign. pubtype: Academic Journal doctype: Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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