Scenarios to Improve the Patient Experience Time in a Tertiary Academic Hospital Using Simulation

Halabi, Anas M Al; Habas, Elmukhtar; Ghazouani, Hafedh; Borham, Abdelsalam M; Swallmeh, Esmat; Abou‐Samra, Abdul‐Badi

doi:10.7759/cureus.30751

Cited by 2 publications

(3 citation statements)

References 15 publications

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“…This finding is similar to existing literature that used simulation and QT to minimize patient waiting time and improve patient experience (Aziati & Hamdan, 2018). Within the same theme, studies by Abo-Hamad and Arisha (2013), and Halabi et al (2022): all established a direct association between minimizing patient waiting time and improving a patient's experience of care. As observed by HBR (2019) and Shah et al (2015), patients prefer not to wait long for service, especially when they have minor cases; otherwise, they get frustrated and rate the experience of care negatively.…”

Section: Resultsmentioning

confidence: 95%

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Improving Patient Experience In Healthcare Processes: Discrete Event Simulation-based Approach

Simwita

2023

Tanzania Journal for Population studies and Development

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In an effort to improve patient experience, hospitals face pressure to streamline care processes. This study used discrete event simulation to investigate strategies to improve patient experience in the treatment process characterized by long waiting times. The study proposes a new model of care whereby trained non-surgeons, such as physiotherapists and registered nurses, are involved in treating patients with minor orthopaedic cases. This proposition is expected to have a positive effect by reducing patient waiting time by approximately 73%. Given that developing countries are facing a critical shortage of healthcare personnel, the realized capacity can save the lives of patients that are not supposed to be seen by surgeons due to inadequate capacity. This study informs healthcare managers and policy makers that patient experience in the treatment process can be improved by adopting less-costly strategies, such as using a mid-level workforce to increase workforce capacity and minimize waiting time. This study focused on a single care process with a limited number of variables. It is proposed that subsequent studies could include more than one care process and more variables.

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Section: Resultsmentioning

confidence: 95%

“…More recently, Halabi et al (2022) used simulation to improve patient experience in a tertiary academic hospital. Their main focus was to improve quality and patient satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Improving Patient Experience In Healthcare Processes: Discrete Event Simulation-based Approach

Simwita

2023

Tanzania Journal for Population studies and Development

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“…An operational study was conducted in the Medicine Department at Hamad General Hospital (HGH) for patient experience time in the Emergency Department (ED). A study reported that the waiting time could be decreased to almost 10 hours and even six hours if patient locations were in one or two nearby areas with the implanting of the admission team [ 11 ]. Because of a lack of beds in the medical wards, patients are taken to the ED, and once a vacant bed is available in the medical wards, patients are moved to four wards at HGH for further care.…”

Section: Introductionmentioning

confidence: 99%

Time Spent on Medical Round Activities, Distance Walked, and Time-Motion in the General Medicine Department at Hamad General Hospital in Qatar

Halabi¹,

Habas²,

Farfar³

et al. 2023

Cureus

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BackgroundThe daily morning round is a routine activity performed by medical teams. During the morning round, updates on the patient's clinical condition, new laboratory results, and other test results are reviewed and discussed between team members, the patient, and at times the family. Completing these tasks takes time. The design of the patient location differs between hospitals, and significant distance between patients can considerably affect round times. This study assesses physicians' time spent on clinical activities, the distance traveled, and the time they spend walking between patients during daily morning rounds to identify better reorganization methods to reduce wasted time. MethodologyThe survey was self-administered and had no intervention needing ethical approval. The research team's leader engaged two observers (a general practitioner from another department and a general internal medicine department case manager) to collect the data. The general practitioner was a medical graduate doctor, while the bed manager was not a medical college graduate. They observed 10 rounds over 10 nonconsecutive days from July 1 to July 30, 2022. They recorded daily activities during the daily morning round, including time spent with patients, family conversations, bedside education, medication, social issues, and the time and distance required to move from patient to patient and from one location to location. The informal conversations about age, work history, and other small talk were recorded and converted into quantitative data. In each round, records were given to a statistician for rechecking. Subsequently, the records were imported into a Microsoft Excel spreadsheet for further statistical analysis. For continuous variables, the data were summarized as mean, median, and standard deviation. For categorical variables, the data were summarized as counts or proportions. ResultsOn average, the duration of the daily morning round was 161.7 ± 17.3 minutes. The average number of patients seen by the general internal medicine round team was 14. The median patient encounter time per patient was 14 minutes (11-19 minutes), with an average of 12 minutes. An average of 8.6 employees participated in the 10-day rounds. The physician spent 41.2% of the time in direct contact with the patient during the morning round, 11.4% in maintaining electronic medical records, and 18.20% in bedside teaching. Additionally, 7.1% of the round time was spent because of interruptions by clinical and nonclinical staff other than team members or family members who were not in the room. Furthermore, a team member walked an average of 763 ± 54.5 m (667-872 m) per round, costing 35.7 minutes (22.1%) of the total round time. ConclusionsThe daily morning round time was significantly longer compared with the reported round times. Relocating patient beds to a common location reduced the rounding time by 22.30%. Disruption, teaching, and medical instruction must also be considered and shortened to reduce the morning round time.

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Scenarios to Improve the Patient Experience Time in a Tertiary Academic Hospital Using Simulation

Cited by 2 publications

References 15 publications

Improving Patient Experience In Healthcare Processes: Discrete Event Simulation-based Approach

Improving Patient Experience In Healthcare Processes: Discrete Event Simulation-based Approach

Time Spent on Medical Round Activities, Distance Walked, and Time-Motion in the General Medicine Department at Hamad General Hospital in Qatar

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