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Infection Control - St. Joseph Medical Center

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EMergency Care<br />

Faster ER Care, Thanks<br />

to Auto Industry Methods<br />

Treatment time decreased by 25%<br />

When you rush a family<br />

member to your neighborhood<br />

emergency department, the first<br />

thought that crosses your mind<br />

is how long of a wait you’ll have.<br />

According to Press Ganey Associates,<br />

the average wait in a U.S. emergency<br />

department (ED) is 3.7 hours. And<br />

between 1996 and 2006, 32 percent more<br />

Americans sought ED care. This has led to<br />

a troubling situation—when an ED reaches<br />

capacity, ambulances get diverted away<br />

to distant EDs. To try to ease ED crowding,<br />

many hospitals have scrambled to open<br />

up more beds, but that doesn’t really help,<br />

explained Durenda Juergensen, RN, assistant<br />

vice president of Nursing Operations<br />

at <strong>St</strong>. <strong>Joseph</strong>. “Opening up additional<br />

expensive capacity isn’t the solution.<br />

We need to attack the root cause of the<br />

patient backups in the ED—the length of<br />

time it takes to treat each patient.”<br />

So, <strong>St</strong>. <strong>Joseph</strong> <strong>Medical</strong> <strong>Center</strong> forged<br />

ahead with innovations—and succeeded.<br />

“We’ve had a 25 percent decrease in<br />

length of stay in the ED,” said Dr. Gail<br />

Cunningham, chief of <strong>St</strong>. <strong>Joseph</strong>’s ED.<br />

“The impact has been dramatic. By<br />

reducing our ambulance divert times,<br />

we are accommodating ambulances<br />

and patients better, and have sped up<br />

treatment time. Our yellow ambulance<br />

diverts are down approximately 60 percent<br />

and red diverts (critical care situations)<br />

are down 85 percent.”<br />

The road to success was to utilize<br />

so-called “lean methods” from the auto<br />

industry. To do this, <strong>St</strong>. <strong>Joseph</strong> recruited<br />

an expert from that field; Dave Norton,<br />

nicknamed “The Lean Guy.”<br />

“Lean creates speed, by improving cycle<br />

time, and efficiency, through elimination<br />

of waste. We improved patient flow, eliminated<br />

delays, standardized process steps<br />

to ensure they are done perfectly, and<br />

organized our workplace effectively,” said<br />

Norton. “For example, we improved chest<br />

pain patients’ time from arrival to an EKG<br />

‰ When to go to the ER *<br />

• Chest pain lasting more than<br />

two minutes<br />

• Uncontrolled bleeding<br />

• Severe or sudden pain<br />

• Coughing or vomiting blood<br />

• Difficulty breathing, shortness of breath<br />

• Sudden dizziness, weakness,<br />

change in vision<br />

• Severe/persistent vomiting or diarrhea<br />

• Change in mental status<br />

Do not delay—call 911!<br />

*According to the American College of Emergency Physicians<br />

by 50 percent. Patients get to key treatments<br />

and decision points faster.”<br />

“<strong>St</strong>. <strong>Joseph</strong>’s capabilities are vitally<br />

important to the community’s health.<br />

Being a major provider of emergency<br />

services, including heart and stroke, we<br />

still provide the highest quality of care<br />

—but faster than before,” said Jurgensen.<br />

Lean time-savers include:<br />

• ED zone/room and staff are readied before an ambulance arrives<br />

• Patient moves quickly into triage station where nurse and technician are both located<br />

• A tracking system proactively reports patients’ test and lab data<br />

SJMcmd.org / <strong>St</strong>. <strong>Joseph</strong> <strong>Medical</strong> <strong>Center</strong> Fall 2009

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