Decreasing Wait Times and Increasing Patient Satisfaction

Godley, Mary; Jenkins, Jeanne B.

doi:10.1097/ncq.0000000000000332

Cited by 48 publications

(40 citation statements)

References 9 publications

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“…Different types of muda according to the literature [8,9,11,12] have been identified in the process, being delay the most frequent. This agrees with Godley et al [60] and Woodnutt [7], who identified delay and waiting times as the relevant types of waste that should be addressed with the aim of optimizing processes. The literature shows different examples of authors who have studied the different types of muda in the same way.…”

Section: Discussionsupporting

confidence: 89%

“…Close collaboration between clinical staff, hospital management, and researchers allowed the collection of precise data, as well as information sharing, which is very valuable for the process analysis and redesign. A new process design presents the following advantages, which are aligned with the literature [31,42,44,60]:…”

Section: Discussionmentioning

confidence: 73%

“…Godley et al affirmed that quality improvement studies improving timeliness in healthcare are essential for reducing delays in care and for improving quality [60]. In 2018, Woodnutt et al carried out a systematic literature review on the Lean sustainable method in NHS hospitals, finding that waiting times were the most common area in which Lean practices could have an effect [7].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Applying Lean in Process Innovation in Healthcare: The Case of Hip Fracture

Morales-Contreras

Chana-Valero

Suárez‐Barraza

et al. 2020

IJERPH

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Academic literature and practitioners acknowledge that there is a need to improve efficiency and service quality in the healthcare industry. In Spain, osteoporotic fractures represent a great cost in socio-economic and morbi-mortality terms, hip fracture being the surgical pathology with the second highest consumption of resources. The research questions that govern this study concern the use of Lean principles to identify waste, and an evaluation of the application of an innovative approach in the hip fracture surgery process. A research design based on a case study and action research was developed. Findings relate to (i) the identification of the main types of waste or muda (being the most frequent delay, transportation, over-processing and defects); (ii) the analysis of existing processes based on a Lean approach (identifying opportunities for improvement as a reduction of the number of steps and participants, improving communication, automation, standardization, etc.); and (iii) the application of an innovative process based on the Lean approach and action research in the healthcare industry. This research provides insights for academia, practitioners, management, and society: waste identification and process redesign helps to continue the improvement of operations, increase efficiency, reduce costs, and enhance services, providing benefits to patients, families, hospital employees, and the healthcare system.

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Section: Discussionsupporting

confidence: 89%

Section: Discussionmentioning

confidence: 73%

Section: Theoretical Frameworkmentioning

confidence: 99%

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Applying Lean in Process Innovation in Healthcare: The Case of Hip Fracture

Morales-Contreras

Chana-Valero

Suárez‐Barraza

et al. 2020

IJERPH

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“…Appointment systems [7–10], Lean Six Sigma [11–13], and Lean methods [14–16] are usually used to reduce the AWT. With appointment systems, patients can make an appointment and then visit the doctor at the scheduled time.…”

Section: Introductionmentioning

confidence: 99%

Improving outpatient satisfaction by extending expected waiting time

Zhang

Wang

2019

BMC Health Serv Res

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Background Long waiting times result in low satisfaction. Although several methods are used to shorten the actual waiting time (AWT) in large hospitals of China, the outpatients still have a long actual waiting time. This study aimed to explore whether satisfaction could be improved by extending the expected waiting time (EWT) instead of shortening the AWT. Methods In October 2016, 257 students in grade one voluntarily participated in this study. They came from 6 classes, which were randomly divided into two groups: 3 classes comprised the control group ( n = 125) and 3 classes comprised the experimental group ( n = 132). Unfavorable information (UI) was given to the experimental group alone. Six distinct questionnaires were designed to explore the effects of UI on EWT and the effects of an extended EWT on satisfaction. Satisfaction scores ranged from 0 to 100: 0–25, very dissatisfied; 26–50, dissatisfied; 51–75, satisfied; 76–100, very satisfied. Each participant finished one of the 6 questionnaires online. Of the 257 questionnaires, 233 were valid. Results Before UI was given, the initial EWT (T 0 ) was similar between the control and experimental groups ( Z = -1.924, P = 0.054). Under the effects of UI, individuals in the experimental group extended their EWT (T 1 ) from 121.0 to 180.0 min ( Z = -6.367, P < 0.001). Females prolonged their EWT longer than males did ( Z = -2.239, P = 0.025). Then, this study defined T 0 = 1.5 h and T 1 = 2.5 h, and compared the satisfaction scores between the control and experimental groups: a significant difference was found when AWT =2.0 h ( t = − 3.568, P = 0.001), but not when AWT =3.0 h ( t = − 0.718, P = 0.475) or when AWT =1.0 h ( t = − 1.088, P = 0.280). When AWT =3.0 h, fewer individuals felt “very dissatisfied” in the experimental group (21.2%) than in the control group (44.7%) ( χ 2 = 4.368, P = 0.037). Conclusions EWT was found to be extended greatly by UI. An extended EWT could improve satisfaction scores. Electronic supplementary material The online version of this article (10.1186/s12913-019-4408-3) contains supplementary material, which is available to authorized users.

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“…Long waiting times are one of the main reasons for complaints among ED patients [17]. Increased waiting time may considerably decrease patient satisfaction, for example, by fostering frustration and lessening sense of control [18]. Moreover, excessively long waits may strengthen anxiety and stress for patients and their family, demonstrating disorganization of the process and disrespect for waiting [19,20].…”

Section: Introductionmentioning

confidence: 99%

The Buffering Effect of Humanity of Care in the Relationship between Patient Satisfaction and Waiting Time: A Cross-sectional Study in an Emergency Department

Viotti

Cortese

Garlasco

et al. 2020

IJERPH

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This study aims to examine whether humanity of care and environmental comfort played a role in moderating the relationship between waiting time and patient satisfaction in an emergency department (ED). The study used a cross-sectional and non-randomized design. A total of 260 ED patients in two hospitals in Italy completed a self-report questionnaire. Moderated regression showed that after adjusting for control variables, waiting time was significantly and inversely associated with patient satisfaction. Humanity of care and environmental comfort showed a positive and significant association with patient satisfaction. Finally, the interaction term between waiting time and humanity of care was found to be significant, whereas the interaction effect between waiting time and environmental comfort was not significant. The conditional effect showed that when humanity of care was low, waiting time was negatively and significantly related to patient satisfaction. By contrast, when humanity of care was medium and high, the relationship between waiting time and patient satisfaction was not significant. These findings shed light on the key role of humanity of care in moderating the relationship between waiting time and patient satisfaction. The complex interrelations emerged should be carefully considered when interventions to foster patient satisfaction in an ED context are planned.

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Decreasing Wait Times and Increasing Patient Satisfaction

Abstract: Lean Six Sigma was an effective framework for use in decreasing wait times and improving patient satisfaction.

Cited by 48 publications

References 9 publications

Applying Lean in Process Innovation in Healthcare: The Case of Hip Fracture

Applying Lean in Process Innovation in Healthcare: The Case of Hip Fracture

Improving outpatient satisfaction by extending expected waiting time

The Buffering Effect of Humanity of Care in the Relationship between Patient Satisfaction and Waiting Time: A Cross-sectional Study in an Emergency Department

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