clinical safety & effectiveness cohort # 13uthscsa.edu/cpshp/cseproject/decreasing door to...
TRANSCRIPT
![Page 1: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/1.jpg)
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Clinical Safety & Effectiveness Cohort # 13
Decreasing Door to Balloon Time
DATE Educating for Quality Improvement & Patient Safety
![Page 2: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/2.jpg)
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The Team
• Division – Salim R. Rezaie, MD
– Darrel Hughes, PharmD
– Matt Lozano, RN
– Stephanie Jones, RN
– Rocio Garcia, RN
• CS&E Consultant – Iba Aburizik, MBA
• Sponsor Department – Department of Emergency Medicine/Bruce Adams, MD
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What Are We Trying to Accomplish?
OUR AIM STATEMENT
Decrease Total Door to Balloon Time by 10% by January 2014
![Page 4: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/4.jpg)
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Project Milestones
• Team Developed
08/2013
• Aim Statement
08/2013
• Biweekly meetings scheduled
08/2013
• Background data, fishbone diagram, process mapping, spaghetti map
08/2013 • Idea
prioritization
• Implemented interventions
08/2013
• Data Analysis
12/2013-01/2014
• Final presentation
01/2014
![Page 5: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/5.jpg)
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Background
• Currently it is a CMS core measure to minimize D2B time ≤90 min
• “Time is Muscle”
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PLAN: How Will We Know That a Change is an Improvement?
• Decrease in time to EKG and Door to EC departure
• Measure: Minutes
• Avg Door to EKG time: ≤10 min
• Decrease Door to EC departure by 10%
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What Changes Can We Make That Will Result in an Improvement?
• Registration/Triage Education of
Flagging Patients
• ECG Process Video
• ECG Machines for Scanning Patient MRN
• Quarterly ECG Competency
• 24-7 MUSE Access for Old EKGs
• Tech in Triage 24-7
• Contingency Plan when Med Resus Beds are Full (Code Bed)
• Heart Alert Box
![Page 8: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/8.jpg)
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Selected Process Analysis Tools
• Observations: Identifying Waste
• Spaghetti Diagram: Motion Study
• Fishbone: Cause and Effect
• Process Mapping: Value added-Vs. Non-
Value
• Brainstorming: Solutions Session
![Page 9: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/9.jpg)
We Started with Process Mapping
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![Page 10: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/10.jpg)
Then noted the
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Patient check in Tech Performs EKG TECH Gives EKG to DOC
for reading
Chest Pain? Short of breath
Weakness? Vomiting?
Parking, Way finding
Yes
Standard Screening protocol
Multiple Patients, 3 monitors, EKG info
entry
“START: EKG to EC Eval”
Old EKG
needed?
Print old EKG and give to DOC
Yes
Doc calls charge nurse @80683, charge nurse
pageMIR3
STEMI?
Yes
Find room for patient
Therapist? IV? Meds?
Report EKG?
Missing resources, materials, no standard work, materials no
standardized, no standard work for MD/RN/pharm, after hours cardiology and cath lab, minimum time standard,
O2 full, consent clip board
Old EKG printer is not in the same room , DOC
moves on Tech
“ START: EC Eval to Heart Alert”
“START: Heart Alert to Card Eval”
Cards arrive to Cath lab
Patient Monitored? Pink sheet?
O2 tank Nurse calls
report Discharge checklist,
missing data, Potential rework
“START: RPS to Card Eval”
Patient Departs to Cath lab
“START: Door to EKG Eval”
Yes
Yes
Issues& Delays
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Took it further with a Fishbone..
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STEMI Delay
ECG Machine
Nurses don’t know how to operate ECG machine
Measurement
ECG is not a Nursing competency
Method
Man
Takes time to enter Patient info into ECGh
No Code Bed
Tech pulled into non-ECG activities
Improper triage at front desk
Nursing ECG training
Materials
Mother Nature
Takes time to assemble STEMI meds
NO ECG computer for Old ECGs
Cardiologist/Cath team Stuck in traffic on off hours
Some EMS systems Not on Lifenet system
Tech walks too much back and forth to MD
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Selected Decision Making Tools
• Nominal Group Technique
• Brain storming and prioritization (Easy/Hard vs. High/Low Impact)
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General Statistics
![Page 14: Clinical Safety & Effectiveness Cohort # 13uthscsa.edu/cpshp/CSEProject/Decreasing Door to Ballon Time.pdf–Rocio Garcia, RN •CS&E Consultant –Iba Aburizik, MBA •Sponsor Department](https://reader034.vdocument.in/reader034/viewer/2022050521/5fa5053437aca3437c376c7d/html5/thumbnails/14.jpg)
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Background Data
Currently we are not averaging Door to EKG times ≤10 minutes, which is one of the biggest contributors to
decreased D2B times
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Spaghetti Diagram (Before)
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Patient Registration
Nursing Registration
Hallway Medical Resuscitation Bay
Physician Area Nurse Technician
Technician did plenty of walking!
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Spaghetti Diagram (after)
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Patient Registration
Nursing Registration
Hallway Medical Resuscitation Bay
Physician Area Nurse Technician
Eliminated 105 Ft of Tech travel = 36.4 seconds each way Saved total 2:43 Minutes
AFTER
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Pharmacy STEMI Box
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Results
• The net result of our improvement was tighter distribution ( less variation) and reduction in Door to ECG time by 2:43 min!
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Door to Balloon Time (min) • Process change occurred during our CSE project Sept 2013.
• Direct Bedding interfered with our process improvement
AFTER
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Door To Balloon Activation
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AFTER
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Door to ECG Time
Door to ECG Time
AFTER
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Implementation Challenges
• Implementation issues
1. Triage system changed while working on this project
2. Hospital did not approve new ECG machines and STEMI medication box until move to new building in April 2014
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Expansion of Our Implementation
We will move forward with new ECG machines and pharmaceutical boxes for STEMI’s in April with our move to the new facility, which should help in continuing to improve these times.
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What’s Next
We are implementing monthly ECG competencies to all nurses and techs in the EC
Overhead paging for ECGs that need to be obtained on patients that are directly bedded
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Return on Investment
• Avg D2B Time for 2013 76.6 min at avg cost ED visit of $1500 = $183,000
• With 10% reduction = $164,700
• This would have saved $18,300 for the ED for 2013
• But…..
Year Number of Visits Avg D2B Time (min) Avg D2ECG Time (min)
2011 121 78.3 14.41
2012 146 77.36 10.08
2013 122 76.6 16.77
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ROI for Heart Activations Alerts According to CDC
Average Length of ED stay is 240 minutes in teaching ED
Average cost per visit is $1500
In a 40 bed ER, average Visits per day is about 240 patients/day
Average charges per day $360,000
10% reduction in D2B time would allow for 24 more patients to be seen/day = $36,000/day in billing
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Educating for Quality Improvement & Patient Safety