Case Study 3/4 pages

Anonymous
timer Asked: Nov 21st, 2016

Question description

Your paper must have the following components

Title/Topic

(.1 Introduction/Background

(.2
Describe the case in detail -

Methods (.3
(Describe how the case was managed and handled in the real world (the leadership methods/theories/models used -
Describe how you would have handled and managed the case if you had been in charge of the case (your approach: -
(leadership methods/theories/models

Results (.4
Describe the results of the case management in the real world -
Describe the possible/potential results of managing the case if it would have been done based on your approach -

Discussion (.5
Compare your possible/potential results with the real world results -
Conclusion (.6
Describe the lessons learned from this study -
References (.7

Include the list of the papers. textbooks. websites. and blogs that you have used in your paper based on the "MLA citation -

"style

Case Study Leadership and Commitment Create Synergies in Effective Patient Flow Redesign When this 500-bed not-for-profit hospital sought to comprehensively assess and dramatically improve patient flow, it turned to the expertise of B. E. Smith. An interim director overseeing medicalsurgical, critical care and emergency services combined forces with the hospital’s leadership to identify and resolve diverse challenges that were impeding optimal patient flow. The interim director, in keeping with the requests of the organization’s chief executive officer and chief nursing officer, launched a one and-a-half-year effort to study and improve hospital processes to decrease gridlock, reduce overflow in noninpatient areas and eliminate delays in patient care. Impressive progress in these areas led to increased efficiencies as well as improved physician, employee and patient satisfaction. The Right Methodology, the Right Team Challenge: With vacancies in the crucial roles of Director of MedicalSurgical and Critical Care and Director of Emergency Services, the hospital required leadership to assess and improve overall patient flow. Obstacles in these areas prevented the organization from realizing its full potential in optimizing patient throughput. The organization embraced the experience and counsel of B. E. Smith to identify and eliminate obstructions to streamlined patient flow, improve care delivery and enhance employee and patient satisfaction. Solution: The interim leader identified the urgent obstacles to remedy in order to enhance patient flow. The hospital selected those challenges it felt should be addressed first in order to achieve the maximum impact across the continuum of care. B. E. Smith recommended and helped facilitate the formation of a steering committee co-chaired by two hospital leaders who would oversee and guide smaller multidisciplinary work teams to design and implement the concrete changes that would reduce bottlenecks and eliminate gridlock. This approach helped achieve impressive improvements in key metrics such as the length of stay of admitted patients; the length of stay of discharged patients; the time to transfer in-house or into the ICU; the length of stay in the chest pain center; and the appropriate usage of the medical ICU. Challenge: Having attained positive outcomes in the initiative to enhance patient flow, the organization was determined to sustain the realized improvements and continue to drive further progress. Solution: The organization opted to undergo a second round of the Patient Flow Improvement Initiative under B. E. Smith’s direction. The team created an additional steering committee and new work teams populated with physicians and employees who had not participated in the initial round. In fact, many participants, excited about the accomplishments they had seen, proactively volunteered to join the effort. They cited the specific 877.802.4593 5 essential tips Consider these tips when approaching patient flow improvement efforts in your organization: • • • • • Identify and address top-priority obstacles first. Oftentimes, resolution of greater obstacles results in elimination of lesser obstacles as a by-product. Create focused action items to ensure progress in manageable phases and to enable sustainable performance following the implementation of changes. Rely upon an expert partner to facilitate the formation and oversight of multidisciplinary work teams. This consultant can share solutions that have proven successful in similar settings, provide coaching for team members, and participate in the implementation of improvement plans. Secure the participation of busy physicians and staff via clear, to-the-point methodologies and time-limited, defined, actionoriented meetings. Assess poor processes for improvement opportunities, but remember to also consider the behavioral aspects of delivering services along the flow continuum in settings that may not be optimal. by the numbers Productivity and Accountability: 23 min. Reduced patient arrival to registration from 24 minutes to one minute. Accelerated in-house transfer time from more than eight hours to less than five hours. 3 hrs. + 1 hr. 13 min. + Reduced time to transfer to ICU from nearly four hours to just over one hour. Decreased physician order to admissions from three hours and 13 minutes to just over two hours. ≤3 hrs. action items and quick turnaround made possible by the organized methodology as reasons they felt they could – and wanted to – commit their time and assistance. The achievement of positive and specific outcomes, facilitated by a B. E. Smith expert, yet executed by the healthcare organization’s own staff, were crucial in fueling continued synergy and excitement and the desire to achieve greater results. www.besmith.com

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