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Losing the wait: improving patient cycle time in primary care

Inefficient clinic systems leading to prolonged wait times at primary care clinics are a source of frustration for patients, physicians, staff and administration. Measuring and shortening cycle time has the potential to improve patient experience, staff satisfaction and patient access by moving more...

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Autores principales: Robinson, Jehni, Porter, Melody, Montalvo, Yara, Peden, Carol J
Formato: Online Artículo Texto
Lenguaje:English
Publicado: BMJ Publishing Group 2020
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7223280/
https://www.ncbi.nlm.nih.gov/pubmed/32381596
http://dx.doi.org/10.1136/bmjoq-2019-000910
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author Robinson, Jehni
Porter, Melody
Montalvo, Yara
Peden, Carol J
author_facet Robinson, Jehni
Porter, Melody
Montalvo, Yara
Peden, Carol J
author_sort Robinson, Jehni
collection PubMed
description Inefficient clinic systems leading to prolonged wait times at primary care clinics are a source of frustration for patients, physicians, staff and administration. Measuring and shortening cycle time has the potential to improve patient experience, staff satisfaction and patient access by moving more patients through in a shorter cycle time. Limited studies have demonstrated that improvements can be made to cycle time and may result in improved patient satisfaction. Most of these studies have focused their efforts on improving efficiency at the front end of the cycle. Our aim was to improve cycle time for the whole visit to less than 60 min within 1 year by engaging our team in brainstorming solutions, presenting regular measurements to our team for review and holding regular meetings to plan rapid improvement cycles. Over the course of 1 year (2017), we were able to reduce cycle time by 12% from 71 to 65 min and to improve patient satisfaction with care. Despite the reduction in cycle time, we maintained high satisfaction scores from patients who felt that the doctor spent enough time with them. We learnt the value of engaging our team, frequent measurement for reporting, adequate staffing at the beginning of clinic, and the value of MA staff acting in a flow coordinator role. We have not only maintained this improvement but also made further small gains over the subsequent 2 years, and by April 2019, our cycle time is at 60 min, despite a marked increase in patient volume. Additional work on the time after the patient is roomed and waiting for a doctor, and further analysis of the physician workflow would be important next steps to drive further improvement.
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spelling pubmed-72232802020-05-15 Losing the wait: improving patient cycle time in primary care Robinson, Jehni Porter, Melody Montalvo, Yara Peden, Carol J BMJ Open Qual Quality Improvement Report Inefficient clinic systems leading to prolonged wait times at primary care clinics are a source of frustration for patients, physicians, staff and administration. Measuring and shortening cycle time has the potential to improve patient experience, staff satisfaction and patient access by moving more patients through in a shorter cycle time. Limited studies have demonstrated that improvements can be made to cycle time and may result in improved patient satisfaction. Most of these studies have focused their efforts on improving efficiency at the front end of the cycle. Our aim was to improve cycle time for the whole visit to less than 60 min within 1 year by engaging our team in brainstorming solutions, presenting regular measurements to our team for review and holding regular meetings to plan rapid improvement cycles. Over the course of 1 year (2017), we were able to reduce cycle time by 12% from 71 to 65 min and to improve patient satisfaction with care. Despite the reduction in cycle time, we maintained high satisfaction scores from patients who felt that the doctor spent enough time with them. We learnt the value of engaging our team, frequent measurement for reporting, adequate staffing at the beginning of clinic, and the value of MA staff acting in a flow coordinator role. We have not only maintained this improvement but also made further small gains over the subsequent 2 years, and by April 2019, our cycle time is at 60 min, despite a marked increase in patient volume. Additional work on the time after the patient is roomed and waiting for a doctor, and further analysis of the physician workflow would be important next steps to drive further improvement. BMJ Publishing Group 2020-05-06 /pmc/articles/PMC7223280/ /pubmed/32381596 http://dx.doi.org/10.1136/bmjoq-2019-000910 Text en © Author(s) (or their employer(s)) 2020. Re-use permitted under CC BY-NC. No commercial re-use. See rights and permissions. Published by BMJ. http://creativecommons.org/licenses/by-nc/4.0/This is an open access article distributed in accordance with the Creative Commons Attribution Non Commercial (CC BY-NC 4.0) license, which permits others to distribute, remix, adapt, build upon this work non-commercially, and license their derivative works on different terms, provided the original work is properly cited, appropriate credit is given, any changes made indicated, and the use is non-commercial. See: http://creativecommons.org/licenses/by-nc/4.0/.
spellingShingle Quality Improvement Report
Robinson, Jehni
Porter, Melody
Montalvo, Yara
Peden, Carol J
Losing the wait: improving patient cycle time in primary care
title Losing the wait: improving patient cycle time in primary care
title_full Losing the wait: improving patient cycle time in primary care
title_fullStr Losing the wait: improving patient cycle time in primary care
title_full_unstemmed Losing the wait: improving patient cycle time in primary care
title_short Losing the wait: improving patient cycle time in primary care
title_sort losing the wait: improving patient cycle time in primary care
topic Quality Improvement Report
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7223280/
https://www.ncbi.nlm.nih.gov/pubmed/32381596
http://dx.doi.org/10.1136/bmjoq-2019-000910
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