TY - GEN
T1 - Reducing length of stay by enhancing patients' discharge
T2 - International Conference on Informatics, Management, and Technology in Healthcare
AU - Khalifa, Mohamed
PY - 2017
Y1 - 2017
N2 - For years, hospitals have responded to inefficiencies by adding more resources, whereas research suggests that it is a flow problem. King Faisal Specialist Hospital and Research Center decided to improve efficiency and enhance patient flow through improving patient discharge and reducing length of stay. Eight interventions were implemented; dedicating slots in diagnostic services for discharges, improving communication, eliminating pending exams, identifying discharges the day before, prioritizing laboratory tests, coordinating discharge medication processing and utilizing case management. 14.1% of discharges after improvement, compared to 21.7% before, experienced delays. Discharge cycle duration was reduced from 17.9 to 9.2 hours. 4.1% of discharges after improvement, compared to 14.8% before, experienced procedures delays. Procedure turnaround time was reduced from 46.9 to 15.3 hours. Average length of stay (ALOS) was reduced from 12 days to less than 10. Improving hospital efficiency is an integrated process and the responsibility of all hospital staff.
AB - For years, hospitals have responded to inefficiencies by adding more resources, whereas research suggests that it is a flow problem. King Faisal Specialist Hospital and Research Center decided to improve efficiency and enhance patient flow through improving patient discharge and reducing length of stay. Eight interventions were implemented; dedicating slots in diagnostic services for discharges, improving communication, eliminating pending exams, identifying discharges the day before, prioritizing laboratory tests, coordinating discharge medication processing and utilizing case management. 14.1% of discharges after improvement, compared to 21.7% before, experienced delays. Discharge cycle duration was reduced from 17.9 to 9.2 hours. 4.1% of discharges after improvement, compared to 14.8% before, experienced procedures delays. Procedure turnaround time was reduced from 46.9 to 15.3 hours. Average length of stay (ALOS) was reduced from 12 days to less than 10. Improving hospital efficiency is an integrated process and the responsibility of all hospital staff.
KW - Discharge
KW - Efficiency
KW - Hospitals
KW - Length of Stay
KW - Patient Flow
KW - Performance Improvement
UR - http://www.scopus.com/inward/record.url?scp=85022226977&partnerID=8YFLogxK
U2 - 10.3233/978-1-61499-781-8-157
DO - 10.3233/978-1-61499-781-8-157
M3 - Conference proceeding contribution
AN - SCOPUS:85022226977
SN - 9781614997801
VL - 238
T3 - Studies in Health Technology and Informatics
SP - 157
EP - 160
BT - Informatics empowers healthcare transformation
A2 - Mantas, John
A2 - Hasman, Arie
A2 - Gallos, Parisis
A2 - Househ, Mowafa S.
PB - IOS Press
CY - Amsterdam
Y2 - 7 July 2017 through 9 July 2017
ER -