scholarly journals The Impact of Longer Consultation Time: A Simulation-Based Approach

2020 ◽  
Vol 11 (05) ◽  
pp. 857-864
Author(s):  
Abdulrahman M. Jabour
Keyword(s):  
Waiting Time ◽  
Quality Care ◽  
Working Hours ◽  
Discrete Events ◽  
Simulation Based ◽  
Patient Waiting Time ◽  
Free Environment ◽  
The Impact ◽  
Consultation Time ◽  
Patient Waiting

Abstract Background Maintaining a sufficient consultation length in primary health care (PHC) is a fundamental part of providing quality care that results in patient safety and satisfaction. Many facilities have limited capacity and increasing consultation time could result in a longer waiting time for patients and longer working hours for physicians. The use of simulation can be practical for quantifying the impact of workflow scenarios and guide the decision-making. Objective To examine the impact of increasing consultation time on patient waiting time and physician working hours. Methods Using discrete events simulation, we modeled the existing workflow and tested five different scenarios with a longer consultation time. In each scenario, we examined the impact of consultation time on patient waiting time, physician hours, and rate of staff utilization. Results At baseline scenarios (5-minute consultation time), the average waiting time was 9.87 minutes and gradually increased to 89.93 minutes in scenario five (10 minutes consultation time). However, the impact of increasing consultation time on patients waiting time did not impact all patients evenly where patients who arrive later tend to wait longer. Scenarios with a longer consultation time were more sensitive to the patients' order of arrival than those with a shorter consultation time. Conclusion By using simulation, we assessed the impact of increasing the consultation time in a risk-free environment. The increase in patients waiting time was somewhat gradual, and patients who arrive later in the day are more likely to wait longer than those who arrive earlier in the day. Increasing consultation time was more sensitive to the patients' order of arrival than those with a shorter consultation time.

The Impact of Lean Management Implementation on Waiting Time and Satisfaction of Patients and Staff at an Outpatient Pharmacy of a Comprehensive Cancer Center in Jordan

2020 ◽  
pp. 001857872095414
Author(s):  
Suzan Hammoudeh ◽  
Abdullah Amireh ◽  
Saad Jaddoua ◽  
Lama Nazer ◽  
Enas Jazairy ◽  
...  
Keyword(s):  
Patient Satisfaction ◽  
Waiting Time ◽  
Comprehensive Cancer Center ◽  
Cancer Center ◽  
Lean Management ◽  
Pharmacy Staff ◽  
Full Implementation ◽  
Patient Waiting Time ◽  
The Impact ◽  
Patient Waiting

Background: Patient satisfaction with outpatient pharmacy services at our institution was below the target level, due mainly to long waiting times. A lean management strategy to reduce patient waiting time and increase the satisfaction of both patients and staff was developed and implemented. Methods: The project was conducted in the outpatient pharmacy of a comprehensive cancer center in Amman, Jordan. The process started with formation of a multidisciplinary team and A3 problem-solving, which is a 10-step scientific method with measurable patient-centered outcomes. Average patient waiting time and level of patient satisfaction were compared before and after full implementation of the process. In addition, a survey was conducted among the pharmacy staff who worked in the outpatient pharmacy during the process to determine its impact on staff satisfaction. Results: Patient waiting time for prescriptions of fewer than 3 medications and of 3 medications or more decreased significantly (22.3 minutes vs 8.1 minutes, P < .001, and 31.8 minutes vs 16.1 minutes, P < .002, respectively), and patient satisfaction increased (62% vs 69%; P = .005) after full implementation of the project. The majority of the pharmacy staff reported that the process motivated them in their work and that both their jobs and their relationships with their managers and colleagues had improved. Conclusion: Application of lean management in an outpatient pharmacy was effective in reducing patient waiting time and improving the satisfaction of both patients and employees.

scholarly journals A Simulation Based Study for Managing Hospital Resources by Reducing Patient Waiting Time

IEEE Access ◽  
2020 ◽  
Vol 8 ◽  
pp. 193523-193531
Author(s):  
Jawad Ahmad ◽  
Javaid Iqbal ◽  
Imran Ahmad ◽  
Zubair Ahmad Khan ◽  
Mohsin Islam Tiwana ◽  
...  
Keyword(s):  
Waiting Time ◽  
Simulation Based ◽  
Patient Waiting Time ◽  
Hospital Resources ◽  
Patient Waiting

scholarly journals “Without the need for a second visit” initiative improves patient satisfaction with updated services of outpatient clinics in China

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Jian Shen ◽  
Jun Zhang ◽  
Qiang He ◽  
Haihui Pan ◽  
Zhiqiang Wu ◽  
...  
Keyword(s):  
Waiting Time ◽  
Health Care Services ◽  
Care Delivery ◽  
Outpatient Clinics ◽  
Outpatient Services ◽  
Patient’S Satisfaction ◽  
Patients Satisfaction ◽  
Patient Waiting Time ◽  
Consultation Time ◽  
Patient Waiting

Abstract Background To implement the “without the need for a second visit” (WNASV) initiative in our hospital by optimizing the outpatient clinic services via an upgraded information system, in order to increase the quality of outpatient medical services and improve patients’ satisfaction. Methods An Internet-based care delivery approach was developed and applied to improve the delivery of health care services, simplify the treatment process, and reduce patient waiting time. The patient waiting time and consultation time in the outpatient clinics of our hospital during the peak service intervals and the proportions of various payment methods for outpatient services during the period from May 2017 to September 2019 were retrospectively analyzed. Also, the patients’ satisfaction with the outpatient process was surveyed. Results The waiting time for consultation was shortened from 32.25 min to 28.42 min; the consultation time was shortened from 6.52 min to 3.15 min; and the waiting time for payment decreased from 7.40 min to 4.31 min. The proportion of payment via a counter was reduced from 86.80 to 21.79%, the proportion of self-service payment increased from 9.99 to 16.05%, and the proportion of payment during a consultation increased from 3.21 to 61.91%. The scores of the patients’ satisfaction with the outpatient services increased from an average of 89.10 points in 2017 to an average of 90.26 points in 2019. Conclusion The continuous improvement of the service process markedly increases the efficiency of the outpatient services, and effectively improves patient’s satisfaction with the outpatient process, this initiative thus deserves further application.

The impact of adding clinical assistants on patient waiting time in a crowded emergency department

2012 ◽  
Vol 30 (12) ◽  
pp. 1017-1019 ◽  
Author(s):  
Edward Pei-Chuan Huang ◽  
Sot Shih-Hung Liu ◽  
Cheng-Chung Fang ◽  
Hao-Chang Chou ◽  
Chih-Hung Wang ◽  
...  
Keyword(s):  
Emergency Department ◽  
Waiting Time ◽  
Patient Waiting Time ◽  
The Impact ◽  
Patient Waiting

scholarly journals Ensuring Effective Care Transition Communication: Implementation of an Electronic Medical Record–Based Tool for Improved Cancer Treatment Handoffs Between Clinic and Infusion Nurses

2019 ◽  
Vol 15 (5) ◽  
pp. e480-e489 ◽  
Author(s):  
Chintan Pandya ◽  
Tammy Clarke ◽  
Elizabeth Scarsella ◽  
Alex Alongi ◽  
Stephanie Buia Amport ◽  
...  
Keyword(s):  
Cancer Treatment ◽  
Medical Record ◽  
Electronic Medical Record ◽  
Medication Errors ◽  
Waiting Time ◽  
Quality Care ◽  
Patient Treatment ◽  
Pareto Chart ◽  
Patient Waiting Time ◽  
Patient Waiting

PURPOSE: Ineffective handoffs contribute to gaps in patient care and medication errors, which jeopardize patient safety and lead to poor-quality care. The project aims are to develop and implement a standardized handoff process using an electronic medical record (EMR)–based tool to ensure optimal communication of treatment-related information for patients receiving cancer treatment between oncology nurses. METHODS: A multidisciplinary team convened to develop a standard and safe treatment handoff process. The intervention was developed over a series of phases using Plan-Do-Study-Act methodology, including current workflow process mapping; identifying gaps, limitations, and potential causes of ineffective handoffs; and prioritizing these using a Pareto chart. An EMR-based tool incorporating a standardized treatment handoff process was developed. Study outcomes included proportion of handoff-related medication errors, tool utilization, handoff completion, patient waiting time, and nurse satisfaction with tool. All outcomes were evaluated before and after the intervention over a 1-year period. RESULTS: The proportion of medication errors as a result of ineffective handoffs was reduced from 10 of 17 (60%) pre-intervention to 11 of 34 (32%) postintervention ( P = .07). The EMR-based handoff tool was used in 9,274 of 10,910 (85%) patient treatment visits, and the handoff completion rate increased from 32% pre-intervention to 86% postintervention. Patient waiting time showed an average reduction of 2 minutes/patient/month. A majority of nurses reported that the new tool conveyed necessary information (85% of nurses) and was effective in preventing errors (81% of nurses). CONCLUSION: Multidisciplinary stakeholders guided the development and implementation of a standard handoff process and an EMR-based tool to optimize communication between nurses during patient transition. The intervention was associated with a reduction in the proportion of medication errors as the result of ineffective handoffs. In addition, the intervention improved communication between nurses.

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