Efficiency

Improving emergency department flow by introducing a simple time out moment (The TRAFFIC LIGHT study)

Background and importance: Long waiting times in the emergency department (ED) is an increasing problem in the recent years and is expected to become an even bigger problem in the future
Objective: We aimed to test the hypothesis whether increasing awareness of the time lapse with the treating physician, 2 hours after patient arrival, can reduce long patient turnaround time (TAT).
Method: In this prospective single-center cohort study we compared and analyzed patient TAT in the ED before and after implementation of a so called ‘traffic light’ moment 2 hours after patient arrival. At this ‘traffic light” moment a team member contacted the treating physician to increased awareness over the time lapse. Difference in percentage of patients who stayed more than 4 hours in the ED before and after intervention was the primary outcome
Results: Between October 2nd 2021 and January 2nd,2022 1494 patients were included for primary outcome analysis. A total of 419 patients (n=740, 56.6%) had a TAT of less than 4 hour in the ED before intervention, compared to 497 (n=754, 65.9%) after intervention (p <0.001). Median time spent in de ED before intervention was 3:40 (IQR 2:24 – 5:04) compared to 3:15 (IQR 2:03 – 4:38) after intervention (p<0.001). Conclusion: This simple and low-cost intervention reduces the ED length of stay significantly. Although multiple interventions will be required to ensure less patients spending more than 4-hours in the ED, a ‘traffic light’ moment can be a simple and an effective tool.

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Clinically Lean – “Cutting the Crap”

Abstract

Proponents of Lean Philosophy believe that successful businesses must reduce waste in working time and resources to a minimum, and maximise their use in productive work. The productive work of the Acute Medical Unit is to provide effective clinical management to a daily cohort of acutely ill patients. Many Clinicians are cynical about Lean. In this article, Dr Caldwell discusses how many clinicians complain of too much crap in the workplace, which gets in the way of swift, safe high quality clinical care. He argues that “Cutting the Crap” in the Acute Medical Unit is entirely consistent with Lean approaches to management of complex systems.

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