Daily Readiness Huddles in Radiology—Improving Communication, Coordination, and Problem-Solving Reliability

Donnelly, Lane F.

doi:10.1067/j.cpradiol.2016.09.002

Cited by 11 publications

(7 citation statements)

References 3 publications

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“…Model cells within the hospital setting described in the articles include individual inpatient units 7 and individual ancillary services such as the laboratory 11 or radiology. 36 Views differ on whether a model cell or systemwide implementation is preferred. The majority of authors support establishing a model cell, arguing that model cell success is critical to achieving needed leadership support and that the model cell serves as the impetus for systemwide implementation through spread to other parts of the organization.…”

Section: Use Of a Model Cellmentioning

confidence: 99%

Lean Management Systems in Health Care: A Review of the Literature

Winner

Reinhardt

Benishek

et al. 2022

Quality Management in Health Care

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Background and Objectives: Many health care organizations now employ Lean tools to improve value in health care, yet reports of their effectiveness vary. This variation may be explained by the context in which Lean is implemented, whether as a tool or as a management system. This article reports on a structured literature review conducted to understand the evidence base for the impact of Lean Management System implementation in health care. Methods: A search of PubMed, Scopus, Emerald, EMBASE, CINAHL, and Business Source Complete databases was conducted in November 2017 and repeated in July 2020 to assess the evidence for the impact of Lean Management Systems in health care from 2000 to July 2020. Articles were included if they (1) reported on a Lean Management System or (2) reported on Lean Management System components as described by Mann1 (ie, leader standard work, visual controls, daily accountability process, and discipline). Results: A total of 52 articles met the inclusion criteria. Although all articles described some combination of leader standard work, visual management, and daily accountability as part of their Lean Management System, only a handful described use of all 3 components together. Only one explicitly mentioned the fourth component, discipline, required to consistently apply the first 3. The majority reported on single-unit or department implementations and most described daily huddles at the unit level that included review of key performance indicators, identification of improvement opportunities, and problem solving. The role of the leader in a Lean Management System was described a coach and a mentor. Barriers to adoption such as insufficient training and increased workload for nurses were noted along with the importance of relevance to the local context for unit teams to find value in huddle boards and huddles. As yet, evidence of Lean Management System effectiveness in driving health care improvement is absent due to weak study designs and lack of statistical rigor. Conclusion: Well-designed research on Lean Management Systems in health care is lacking. Despite increasing adoption of Lean Management Systems over the past 10 years and anecdotal reports of its effectiveness, very few articles provide quantitative data. Those that do report unit-level implementation only, little use of a comprehensive package of Lean Management Systems elements, and weaker study designs and statistical methods. More rigorous study designs and robust statistical analysis are needed to evaluate effectiveness of Lean Management Systems in health care. This represents a rich area for future health care management research.

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Section: Use Of a Model Cellmentioning

confidence: 99%

Lean Management Systems in Health Care: A Review of the Literature

Winner

Reinhardt

Benishek

et al. 2022

Quality Management in Health Care

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show abstract

“…15,16 In 1 domain, they may exist as a planned daily management meeting and serve as a quality improvement initiative. 17 A huddle may also be implemented as an ad hoc meeting between key medical staff members. In this scenario, key personnel hold a meeting in real time to identify and discuss particular management dilemmas in a patient-centered and collaborative effort.…”

Section: Huddlesmentioning

confidence: 99%

Improving Pediatric Administrative Disaster Preparedness Through Simulated Disaster Huddles

Gross

Goldberg

Whitfill

et al. 2020

Disaster med. public health prep.

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Members of an emergency department (ED) staff need to be prepared for mass casualty incidents (MCIs) at all times. Didactic sessions, drills, and functional exercises have shown to be effective, but it is challenging to find time and resources for appropriate training. We conducted brief, task-specific drills (deemed “disaster huddles”) in a pediatric ED (PED) to examine if such an approach could be an alternative or supplement to traditional MCI training paradigms. Over the course of the study, we observed an improving trend in the overall score for administrative disaster preparedness. Disaster huddles may be an effective way to improve administrative disaster preparedness in the PED. Low-effort, low-time commitment education could be an attractive way for further disaster preparedness efforts. Further studies are indicated to show a potential impact on lasting behavior and patient outcomes.

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“…Team huddles can improve patient safety by strengthening the safety culture and sustaining high reliability (Provost et al 2015). In a variety of healthcare settings, team huddles have been shown to help improve team communication and performance (Glymph et al 2015, Kellish et al 2015, Martin et al 2015, Rodriguez et al 2015, Donnelly et al 2016, efficiency of care (Hughes Driscoll & El Metwally 2014, Jain et al 2015 and staff satisfaction (Martin et al 2015, Jain et al 2015. However, the implementation of team huddles is not always effective (e.g.…”

Section: Background Communication and Team Huddlesmentioning

confidence: 99%