Electronic patient journey boards a vital piece of the puzzle in patient flow

Clark, Kevin; Moller, Susan; O'Brien, Lauri

doi:10.1071/ah13192

Cited by 12 publications

(10 citation statements)

References 16 publications

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“…These are the journey board and case conference. The former is an electronic whiteboard used for discharge planning and patient flow and located in the ward corridor 16. A case conference consists of members of the interdisciplinary team meeting in a room to discuss patient goals and treatment plans.…”

Section: Resultsmentioning

confidence: 99%

<p>How Do Interprofessional Healthcare Teams Perceive the Benefits and Challenges of Interdisciplinary Ward Rounds</p>

Walton

Hogden

Long³

et al. 2019

JMDH

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PurposeInterdisciplinary bedside ward rounds have the capacity to facilitate coordinated interprofessional patient care. To be an effective means of care coordination, clinicians need an explicit understanding of how these rounds contribute to patient care. By identifying benefits and challenges to the effective use of interdisciplinary ward rounds, clinicians create an opportunity to improve interprofessional teamwork, care planning, and coordination of patient care.MethodsA survey was conducted with frontline professionals in two acute care and two rehabilitation wards from a metropolitan teaching hospital. There were 77 participants, representing medical officers, nurses, and allied health clinicians. Questions examined the perceived benefits and challenges of conducting interdisciplinary ward rounds in their units. Survey findings were coded for meaning and then grouped into themes.ResultsBenefits revealed a desired care delivery model challenged by the complexities of organizational and professional cultures. The themes of “being on the same page”, “focusing on patients”, and “holistic care planning” underpinned the ideas of collaboration and improved patient-centred care, that is, benefits to patients. Challenges centred on health professionals' time constraints and the coordination of teams to enable participation in rounds. The themes were more distinct, logistical barriers of “time”, “workforce”, and “care planning”.ConclusionOverall, clinicians recognise there are greater benefits to IBRs and have a willingness to participate. However, careful consideration is required to introduce and continually achieve the best from IBR as they require changes in organizational context and culture.

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Section: Resultsmentioning

confidence: 99%

<p>How Do Interprofessional Healthcare Teams Perceive the Benefits and Challenges of Interdisciplinary Ward Rounds</p>

Walton

Hogden

Long³

et al. 2019

JMDH

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“…The proper focus on the value added to patients and the well-being improvements among hospital workers, created by a well-designed sustainable continuous improvement system, would certainly represent an enormous contribution to society. (Clark, Moller, & O'Brien, 2014) CS A10 N/A I3;I4 N/A (Colldén, Gremyr, Hellström, & Sporraeus, 2017) CS A17 N/A N/A N/A (Costa, Filho, Rentes, Bertani, & Mardegan, 2017) (Hwang, Hwang, & Hong, 2014) CS A2;A6;A17 T42; T29; T28; T20 N/A N/A (Improta et al, 2018) AR A1 T41;T30; T27; T1; T8 I1;I3 N/A (Lot et al, 2018) AR A4 T41; T29; T13; T4; T31; T30 I2;I3;I5 N/A (Mannon, 2014) CS A2;A3; T29; T27; T13 I1 N/A (Matt, Rauch, & Franzellin, 2015) AR A2 N/A I2;I3;I5 D3 (Mehdi & Al Bahrani, 2017) CS A11 T39; T8; T17 I1;I2;I3;I4 N/A (Miller & Chalapati, 2015) CS A4 T41; T30 I3 D1;D3 (Nanda, Rybkowski, Pati, & Nejati, 2017) CS A3 T31; T22 N/A N/A (Narayanamurthy, Gurumurthy, & Lankayil, 2018) CS A4;A14 T33; T2; T32; T49; T10 N/A N/A (Nayar, Ojha, Fetrick, & Nguyen, 2016) AR A2 T12; T44; T36 I3;I4 D5 (P. Simons et al, 2017) CS A11 T41;T30; T22; T17 N/A N/A (Pineda Dávila & Tinoco González, 2015) AR A7 T30; T4; T42 I1;I2;I4;I5 N/A (Poksinska, Fialkowska-Filipek, & Engström, 2017) (Fournier & Jobin, 2018) CS…”

Section: Discussion Recommendations and Conclusionmentioning

confidence: 99%

Implementation of lean in health care environments: an update of systematic reviews

Lima

Dinis‐Carvalho

Souza

et al. 2020

IJLSS

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Purpose Even though the implementation of lean in health care environments is relatively recent, it has been receiving a lot of attention in recent years. Partly because of the fact that it is a recent field of practise and research and partly because the number of works developed in this field has grown rapidly, it is important to frequently update the perspectives on this field of investigation. Thus, this study aims to review the implementation of lean tools and techniques applied to hospital organizational areas in a five-year period, between 2014 and 2018, complementing some of the most relevant reviews already published. The most important criteria such as tools, methods and principles, hospital areas intervened, improvements and difficulties were assessed and quantified. Design/methodology/approach As starting point for this systematic literature review (SLR), a set of selected pre-existing review publications was used to support the current study and as the ground base for the expansion of the studies about lean health care. The current study contemplated 114 articles from a five-year period between 2014 and 2018. A subset of 58 of these articles was critically assessed to understand the application of lean tools and methods in different hospital areas. Findings The thorough analysis of selected articles show a lack of works in continuous improvement approaches when compared to the application of production organization methods, visual management and diagnosing and problem-solving tools. The reported improvement results demonstrate alignment with the principles and foundations of lean philosophy, but such results are presented in isolated initiatives and without robust evidence of long-term maintenance. Moreover, this study shows an evolution in the number of articles referring to lean implementation in hospital areas, but in its great majority, such articles report isolated implementations in different areas, not spreading those for the global organization. Thus, some of the main recommendations are the need to implement studies on complete flows of patients, drugs and materials, instead of isolated initiatives and strive to promote the cultural change of hospitals through structural changes, following new visions and strategic objectives, supported by real models of continuous structural and sustained improvement. Originality/value The current study develops a new perspective of the articles published under the thematic of lean health care, published in a recent period of five years, which are not completely covered by other works. Additionally, it explicitly applied, in an innovative way, an approach that used a set of previous reviews as the starting point for this SLR. In this way, it integrates approaches and categories from different SLRs, creating a framework of analysis that can be used by future researchers. Finally, it shows the most recent implementations of lean health care, exposing the current trends, improvements and also the main gaps.

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“…A key communication tool—an electronic patient journey board [ 19 ]—facilitated the sharing of written information pertinent to patient care and discharge between MDT members at the tertiary hospital. It was prominently displayed on a screen in the nurses’ station and was the central focus point of the daily ward meeting.…”

Section: Resultsmentioning

confidence: 99%

Discharge Planning of Older Persons from Hospital: Comparison of Observed Practice to Recommended Best Practice

et al. 2022

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Older people are particularly vulnerable to hospital re-presentation following discharge. Ideal discharge planning processes facilitate the transition from hospital to home and prevent subsequent re-presentations to hospital. The objective of this study was to examine discharge planning processes in two Australian hospitals, compare them between sites and to best-practice recommendations. An ethnographic observational study of discharge planning processes was conducted at two general medical inpatient wards at a large tertiary hospital and a smaller regional hospital in Brisbane, Australia. Participants were patients and ward staff involved in discharge planning during a hospital admission. A literature review was conducted to elicit best-practice recommendations for discharge planning. Data for this study (duration: 112 h) were collected directly using field notes by a research assistant embedded in the ward. A directed qualitative content analysis approach was used for data analysis. Results were compared to best-practice recommendations. Findings indicate that both hospitals implemented various best-practice interventions to enhance communication, collaboration, coordination and patient/family engagement for optimal discharge planning. Strategies used were context specific and effective to varying degrees. Clear responsibilities and goals within the multidisciplinary team helped to create cohesive, well-functioning teams. More work is needed to engage patients and families in discharge planning, and to encourage health professionals to consider patients and family as active team members in the discharge planning process.

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Electronic patient journey boards a vital piece of the puzzle in patient flow

Cited by 12 publications

References 16 publications

<p>How Do Interprofessional Healthcare Teams Perceive the Benefits and Challenges of Interdisciplinary Ward Rounds</p>

<p>How Do Interprofessional Healthcare Teams Perceive the Benefits and Challenges of Interdisciplinary Ward Rounds</p>

Implementation of lean in health care environments: an update of systematic reviews

Discharge Planning of Older Persons from Hospital: Comparison of Observed Practice to Recommended Best Practice

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