The General Ward WOW team audited the time it takes to set up an IV at the bedside.
They chose two rooms, one at each end of the ward and counted the number of steps it took to leave the office with the orders, collect the fluid from the drug room, the pump from the pump cupboard, the pole from the store room and take the items to the patient's bedside.
They then relocated the pumps to the store room with the poles and repeated the excercise.
1 step = 0.75 seconds
Room 10 initial count = 117 steps = 1 min 28 seconds
Room 22 initial count = 98 steps = 1 min 14 seconds
Average steps = 107.5 = 1 mn 21 seconds.
Room 10 after pumps relocated = 70 steps = 53 seconds
Room 22 after pumps relocated = 90 steps = 1 min 8 seconds
Average steps = 80 steps = 1 min
Effectivly 21 seconds was saved with each IV set up excluding return to the office.
21 Seconds seems insignificant until you calculate how many IV setups occur each day. The following calculations are based on 4 IV setups occuring per day and only by 1 nurse.
4 setups per day saves 1 minute 24 seconds
4 setups per day for 7 days (week) saves 9 minutes 48 seconds
4 setups per day for 28 days (month) saves 39 minutes 12 seconds
4 setups per day for 365 days (year) saves 8 hrs 31 minutes
Well done guys you have effectivly returned a whole shift back to direct patient care.
Wednesday 23 May 2012
Tuesday 15 May 2012
WOW initial cost savings
The initial work on 5Sing the pan room in Rose Baker Wing has paid off. Simply by reducing the amount of excess stock held in the room has made a saving of $213.37.
Sunday 6 May 2012
WOW - it's not just a tidy up!
The first of the foundation modules was launched on April 18th with the two Well Organised Ward (WOW) teams and their Nurse Unit Managers (NUMs)attending a planning day.
The teams conducted an assessment of their wards and prioritised the areas that required wowing first. They began by examining all of the ward storage and utility areas, taking photos as they went. The NUMs went with the team from the other ward to give a fresh perspective for the assessment.
Some problem areas were discovered on both wards and the teams were able to identify an are on each ward that was a priority. General Ward chose their equipment storage area and Rose Baker Wing chose their pan room.
Both areas chosen as the WOW pilot rooms were overcrowded and untidy on the assessment days.
Both teams couldn't wait to get started with the WOW process.
The teams conducted an assessment of their wards and prioritised the areas that required wowing first. They began by examining all of the ward storage and utility areas, taking photos as they went. The NUMs went with the team from the other ward to give a fresh perspective for the assessment.
Some problem areas were discovered on both wards and the teams were able to identify an are on each ward that was a priority. General Ward chose their equipment storage area and Rose Baker Wing chose their pan room.
Both areas chosen as the WOW pilot rooms were overcrowded and untidy on the assessment days.
Both teams couldn't wait to get started with the WOW process.
Welcome to ERH Productive Ward.
Echuca Regional Health (ERH) began it's Productive Ward journey on February 20th 2012 with a two day master training session. The session was well attended by a core group of about 40 staff from all disciplines, with numbers fluctuating to 60 for some sessions.
ERH made the decision to implement the program on both wards and the program was launched on March 7th 2012 with a morning tea on the General Ward and an afternoon tea on Rose Baker Wing where the wards were handed their tool kits to implement the foundation modukes. Staff from both wards have been working on their ward visions that were created during the master training days.
The Productive Ward focuses on releasing time back to direct patient care which in turn improves patient saftey, quality of care and staff morale. The program also makes financial savings by eliminating waste and improving efficiency.
Evidence from various sites implementing the Productive Ward programme has shown:
• an increase of up to 40% in the amount of time nurses spend on direct patient care;
• savings of up to £30,000 due to more effective processes and use of resources;
• handover time reduced by a third with a significant improvement in quality;
• medicine round time reduced by over 50%;
• a reduction in meal wastage rates from 7% to 1%;
• an average drop of 30% in the falls rate; and
• a reduction in the number of steps in nursing processes, for example preparation of IV antibiotics was reduced from 33 steps to 10 steps.
In addition there have been reductions in length of stay, unplanned staff absenteeism, infection rates and patient complaints, as well as increases in patient satisfaction and staff satisfaction. (NHS institute)
ERH made the decision to implement the program on both wards and the program was launched on March 7th 2012 with a morning tea on the General Ward and an afternoon tea on Rose Baker Wing where the wards were handed their tool kits to implement the foundation modukes. Staff from both wards have been working on their ward visions that were created during the master training days.
The Productive Ward equips ward staff with structured methods designed to improve the ward environment systems and processes. The time released by making processes more efficient can then be used for patient care, leading to an improvement in the safety, quality and reliability of both patient care and the patient experience. The Productive Ward is not a 12 month programe but a new way of thinking and working that is driven by the floor staff. The Productive Ward focuses on releasing time back to direct patient care which in turn improves patient saftey, quality of care and staff morale. The program also makes financial savings by eliminating waste and improving efficiency.
Evidence from various sites implementing the Productive Ward programme has shown:
• an increase of up to 40% in the amount of time nurses spend on direct patient care;
• savings of up to £30,000 due to more effective processes and use of resources;
• handover time reduced by a third with a significant improvement in quality;
• medicine round time reduced by over 50%;
• a reduction in meal wastage rates from 7% to 1%;
• an average drop of 30% in the falls rate; and
• a reduction in the number of steps in nursing processes, for example preparation of IV antibiotics was reduced from 33 steps to 10 steps.
In addition there have been reductions in length of stay, unplanned staff absenteeism, infection rates and patient complaints, as well as increases in patient satisfaction and staff satisfaction. (NHS institute)
Subscribe to:
Posts (Atom)