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NO WAIT: new organised well-adapted immediate triage: a lean improvement project
Long waiting times in the emergency department (ED) are associated with decreased patient satisfaction and increased morbidity and mortality. Triage may be a contributing factor to prolonged wait times in the ED. At Alhada Armed Forces Hospital (Taif, Saudi Arabia), patients other than level 1 and 2...
Autores principales: | , , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
BMJ Publishing Group
2021
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7831741/ https://www.ncbi.nlm.nih.gov/pubmed/33483302 http://dx.doi.org/10.1136/bmjoq-2020-001179 |
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author | Elkholi, Ahmed Althobiti, Huda Al Nofeye, Jamal Hasan, Mohamed Ibrahim, Ahmed |
author_facet | Elkholi, Ahmed Althobiti, Huda Al Nofeye, Jamal Hasan, Mohamed Ibrahim, Ahmed |
author_sort | Elkholi, Ahmed |
collection | PubMed |
description | Long waiting times in the emergency department (ED) are associated with decreased patient satisfaction and increased morbidity and mortality. Triage may be a contributing factor to prolonged wait times in the ED. At Alhada Armed Forces Hospital (Taif, Saudi Arabia), patients other than level 1 and 2 on the Canadian Triage and Acuity Scale are requested to wait until triage. During peak hours (08:00−22:00), the waiting time prior to triage is prolonged, and several patients leave the ED before triage. In this project, a multidisciplinary team was assembled to revise patient flow from the time of arrival at the ED to the time of triage. Lean methodology was used to identify the redundancies and design a seamless flow process for ED patients. Through reorganising the triage area using minimal additional resources, the project team devised a novel floor plan for the triage area which provided a unique patient flow in the ED. The median patient wait time from arrival to triage was reduced from 27 min to 4.09 min and the percentage of patients leaving the ER before triage was reduced to 0%. This project is the first of its kind in Saudi Arabia, as well as in the Gulf region, and provides a radical solution to the problem of patient waiting in the ED during peak hours. |
format | Online Article Text |
id | pubmed-7831741 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | BMJ Publishing Group |
record_format | MEDLINE/PubMed |
spelling | pubmed-78317412021-02-01 NO WAIT: new organised well-adapted immediate triage: a lean improvement project Elkholi, Ahmed Althobiti, Huda Al Nofeye, Jamal Hasan, Mohamed Ibrahim, Ahmed BMJ Open Qual Quality Improvement Report Long waiting times in the emergency department (ED) are associated with decreased patient satisfaction and increased morbidity and mortality. Triage may be a contributing factor to prolonged wait times in the ED. At Alhada Armed Forces Hospital (Taif, Saudi Arabia), patients other than level 1 and 2 on the Canadian Triage and Acuity Scale are requested to wait until triage. During peak hours (08:00−22:00), the waiting time prior to triage is prolonged, and several patients leave the ED before triage. In this project, a multidisciplinary team was assembled to revise patient flow from the time of arrival at the ED to the time of triage. Lean methodology was used to identify the redundancies and design a seamless flow process for ED patients. Through reorganising the triage area using minimal additional resources, the project team devised a novel floor plan for the triage area which provided a unique patient flow in the ED. The median patient wait time from arrival to triage was reduced from 27 min to 4.09 min and the percentage of patients leaving the ER before triage was reduced to 0%. This project is the first of its kind in Saudi Arabia, as well as in the Gulf region, and provides a radical solution to the problem of patient waiting in the ED during peak hours. BMJ Publishing Group 2021-01-22 /pmc/articles/PMC7831741/ /pubmed/33483302 http://dx.doi.org/10.1136/bmjoq-2020-001179 Text en © Author(s) (or their employer(s)) 2021. 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/ 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 Elkholi, Ahmed Althobiti, Huda Al Nofeye, Jamal Hasan, Mohamed Ibrahim, Ahmed NO WAIT: new organised well-adapted immediate triage: a lean improvement project |
title | NO WAIT: new organised well-adapted immediate triage: a lean improvement project |
title_full | NO WAIT: new organised well-adapted immediate triage: a lean improvement project |
title_fullStr | NO WAIT: new organised well-adapted immediate triage: a lean improvement project |
title_full_unstemmed | NO WAIT: new organised well-adapted immediate triage: a lean improvement project |
title_short | NO WAIT: new organised well-adapted immediate triage: a lean improvement project |
title_sort | no wait: new organised well-adapted immediate triage: a lean improvement project |
topic | Quality Improvement Report |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7831741/ https://www.ncbi.nlm.nih.gov/pubmed/33483302 http://dx.doi.org/10.1136/bmjoq-2020-001179 |
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