TY - JOUR
T1 - Electronic tracking of patients in an outpatient ophthalmology clinic to improve efficient flow
T2 - A feasibility analysis and benchmarking study
AU - Singman, Eric L.
AU - Haberman, Chantal V.
AU - Appelbaum, Jeffrey
AU - Tian, Jing
AU - Shafer, Karen
AU - Toerper, Matthew
AU - Katz, Susanne
AU - Kelsay, Maureen
AU - Boland, Michael V.
AU - Greenbaum, Milton
AU - Adelman, Rebecca
AU - Thomas, Richard C.
AU - Vakili, Sharif
N1 - Publisher Copyright:
© 2015 Wolters Kluwer Health, Inc. All rights reserved.
PY - 2015/11/11
Y1 - 2015/11/11
N2 - Introduction: Real-time location systems (RTLS) and Lean management approaches have been employed to improve patient flow in clinical settings. This study explored the feasibility of using these methodologies in an outpatient resident ophthalmology clinic. Methods: Patients, providers, and staff in Wilmer Eye Institute General Eye Services Clinicwere provided RTLS tags to track theirmovement throughout the clinic after observational studies modeling flow were conducted. Tracking data guided changes for clinic processes based on Leanmanagement approaches, including reorganization of the reception desk, consolidation of forms, creation of task sheets to improve communication, installation of door flags on examination rooms, and training the staff in service excellence. Tracking was repeated after changes were implemented. A patient satisfaction survey was also conducted prior to and after the changes. Results: After intervention, significant increases were measured in the average time patients spent in the clinic (99.3 minutes vs 112.8 minutes). Significant decreases were seen in the times patients spent with the optometrists (15.4 minutes vs 12.1 minutes), testing (24.7 minutes vs 23.0 minutes), and together with both the attending and the resident (8.3 minutes vs 5.8 minutes). The patient satisfaction survey indicated improvements in patients' perception of the helpfulness/friendliness of the staff, the length of time patients perceived they waited, and overall clinic experience. Discussion: Both RTLS and Lean management approaches may be feasible ways to track and improve patient flow and satisfaction if certain limitations can be overcome. This is the first published report describing these approaches applied to an academic ophthalmology clinic in the United States.
AB - Introduction: Real-time location systems (RTLS) and Lean management approaches have been employed to improve patient flow in clinical settings. This study explored the feasibility of using these methodologies in an outpatient resident ophthalmology clinic. Methods: Patients, providers, and staff in Wilmer Eye Institute General Eye Services Clinicwere provided RTLS tags to track theirmovement throughout the clinic after observational studies modeling flow were conducted. Tracking data guided changes for clinic processes based on Leanmanagement approaches, including reorganization of the reception desk, consolidation of forms, creation of task sheets to improve communication, installation of door flags on examination rooms, and training the staff in service excellence. Tracking was repeated after changes were implemented. A patient satisfaction survey was also conducted prior to and after the changes. Results: After intervention, significant increases were measured in the average time patients spent in the clinic (99.3 minutes vs 112.8 minutes). Significant decreases were seen in the times patients spent with the optometrists (15.4 minutes vs 12.1 minutes), testing (24.7 minutes vs 23.0 minutes), and together with both the attending and the resident (8.3 minutes vs 5.8 minutes). The patient satisfaction survey indicated improvements in patients' perception of the helpfulness/friendliness of the staff, the length of time patients perceived they waited, and overall clinic experience. Discussion: Both RTLS and Lean management approaches may be feasible ways to track and improve patient flow and satisfaction if certain limitations can be overcome. This is the first published report describing these approaches applied to an academic ophthalmology clinic in the United States.
KW - Clinic efficiency
KW - Electronic tracking sensor
KW - Lean
KW - Ophthalmology
KW - Practice benchmark
KW - Resident education
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U2 - 10.1097/QMH.0000000000000075
DO - 10.1097/QMH.0000000000000075
M3 - Article
C2 - 26426320
AN - SCOPUS:84943404474
SN - 1063-8628
VL - 24
SP - 190
EP - 199
JO - Quality management in health care
JF - Quality management in health care
IS - 4
ER -