Cardiothoracic surgery (CTS) patients require highly coordinated care by numerous services in the intensive care unit (ICU) after surgery. Complications in this time period increase morbidity, are costly, and significantly increase time spent in the ICU. We set out to shorten the time between cardiothoracic surgery and the patient ambulating with physical therapy as a marker for appropriate patient progress. Delays in time to ambulation after surgery reflect both patient complications and systems issues preventing progression. Our goal was to improve the percentage of patients ambulating on postoperative day one from 60% to greater than 70%.
“I Wanna Go FAST!” Reducing Time to Advanced Imaging in Pediatric Musculoskeletal Infections by Elad Nevo
For patients with osteomyelitis, septic arthritis, or pyomyositis, increased time from ED presentation to performing advanced imaging (MRI) can delay diagnostic and therapeutic orthopedic procedures (i.e., bone biopsy, joint aspiration, etc.).
Many patients at Byers wait months for surgeries despite the fact that some OR rooms are only partially utilized every week. It minimizes patient dissatisfaction, maximizes OR utilization, and keeps our providers schedules full.
Despite having Surgical Site Infection Prevention bundles in place, there is a recent increase in Standardized Infection Ratio (SIRs) for colorectal patients in SHC. A recent discovery that OR room temperatures are not consistently in range which may potentially impact maintaining patient body temperature above 36 C.
Cancer Center South Bay requires a minimum of approximately 200 Real Time Location System badges per day based on a unique patient volume of approximately 300. Several times a week we do not have the required number of badges in circulation, and this has a negative impact on patient care and the patient experience.
Our group tried to increase GIP hospice referrals for the neuroscience service lines, which improves patient care and provides the patient and family with increased resources. This problem was chosen because during COVID, the number of GIP patients drastically decreased.
The Problem:Patients with thyroid cancer were often arriving for their follow up visits without necessary labs or imaging leading to an unproductive visit. This information would need to be reviewed at a later time asynchronously with the patient, leading to delays in treatment and inefficient workflow. As we sought to understand the different causes of this problem, we prioritized having a […]
For our team’s CELT project, we had to implement the use of a new product and process within a multi-disciplinary team. It was an interesting experience navigating the wide variety of stakeholders, their needs, and the process nuances. Learn how we did it successfully!
I failed again. This time it’s still too raw for me to embrace the learning quite yet. This will be my therapy: a thousand words or less to help me reflect, discern, and grow.
It was a “right care, right place, right time” project. The literature says that colon cancer screening with an at-home fecal immunochemical test (FIT) is just as effective as a colonoscopy. FITs are much less expensive and invasive for patients so, how do we influence patients to choose FIT? This was the scientific question at the heart of the project. To answer it, the team would mail out different forms of outreach in a randomized experiment to see which is most effective.
Are A3s overrated? Seasoned improvers learn that, while helpful, following the A3 method for problem solving does not guarantee success for an improvement project. In this article, Stanford Improvement Team leader Hurley Smith explores some of the most common reasons improvement projects fail and suggests practical advice for improvers hoping to avoid those pitfalls.