By using this site, you agree to the Privacy Policy and Terms of Use.
Accept
Health Works CollectiveHealth Works CollectiveHealth Works Collective
  • Health
    • Mental Health
    Health
    Healthcare organizations are operating on slimmer profit margins than ever. One report in August showed that they are even lower than the beginning of the…
    Show More
    Top News
    improving patient experience
    6 Ways to Improve Patient Satisfaction Within Hospitals
    December 1, 2021
    degree for healthcare job
    What Are The Health Benefits Of Having A Degree?
    March 9, 2022
    custom software development is changing healthcare
    Digital Customer Journey Mapping and its Importance for Healthcare
    July 21, 2022
    Latest News
    Grounded Healing: A Natural Ally for Sustainable Healthcare Systems
    May 16, 2025
    Learn how to Renew your Medical Card in West Virginia
    May 16, 2025
    Choosing the Right Supplement Manufacturer for Your Brand
    May 1, 2025
    Engineering Temporary Hospitals for Extreme Weather
    April 24, 2025
  • Policy and Law
    • Global Healthcare
    • Medical Ethics
    Policy and Law
    Get the latest updates about Insurance policies and Laws in the Healthcare industry for different geographical locations.
    Show More
    Top News
    Can Thinking Younger Make You Live Longer?
    April 20, 2011
    Image
    Obesity’s Outlook Unchanged
    June 13, 2011
    When It’s An Emergency Elderly Not Treated As Well in Hospitals
    July 16, 2011
    Latest News
    Building Smarter Care Teams: Aligning Roles, Structure, and Clinical Expertise
    May 18, 2025
    The Critical Role of Healthcare in Personal Injury Recovery: A Comprehensive Guide for Victims
    May 14, 2025
    The Backbone of Successful Trials: Clinical Data Management
    April 28, 2025
    Advancing Your Healthcare Career through Education and Specialization
    April 16, 2025
  • Medical Innovations
  • News
  • Wellness
  • Tech
Search
© 2023 HealthWorks Collective. All Rights Reserved.
Reading: The Doctor Will See You Now. Really!
Share
Notification Show More
Font ResizerAa
Health Works CollectiveHealth Works Collective
Font ResizerAa
Search
Follow US
  • About
  • Contact
  • Privacy
© 2023 HealthWorks Collective. All Rights Reserved.
Health Works Collective > Business > Hospital Administration > The Doctor Will See You Now. Really!
Hospital Administration

The Doctor Will See You Now. Really!

Wing of Zock
Last updated: May 9, 2012 8:36 am
Wing of Zock
Share
7 Min Read
SHARE

By Michael Weitekamp, MD

By Michael Weitekamp, MD

I don’t like to wait; who does? If I have to wait, it helps to know why and how much longer. It helps even more if I have something to do, to read, to listen to, or to watch – praise the smartphone! Disney also knows this: They don’t like hot, sweaty, whining kids any more than parents do. That is why wait times for rides at Disney World and Disneyland are posted; video monitors offer some distraction from the tedium. Even better, you can now get those magical FASTPASS tickets that allow you to return during a certain time window and basically go right into the attraction. You feel more in control because you are off doing something else while actually “waiting” to enter Space Mountain!

I don’t have hard data on this, but I would guess not many folks die while waiting on line at amusement parks, even if at times you contemplated death as the lesser of evils while baking in the hot sun, hungry, tired, and hours away from an adult beverage. However, waiting in an emergency department can be a fatal event. These stories are fortunately infrequent, but probably should be considered “never events.” Even if you do not die while waiting in an ED, your care may be compromised in other ways. You may register, but leave without being seen or treated; that would make you an LWBS or a LWOT statistic. You may simply gasp at the mass of unhappy and unwell humanity overflowing the waiting room, do an about-face and bolt; that would make you a “peek and shriek.” None of this makes for good patient care, risk management, or customer satisfaction.

More Read

lung cancer
Death By a Thousand Cuts: Physicians’ Surprising Response to My Wife’s Lung Cancer Recurrence
The Slow Work of Healing
Study: Hospital Discharge of Medicare Beneficiaries Increased Utilization Rates and Spending Post Discharge
Top Benefits of Electronic Health Records for Psychiatrists and Psychologists
American Healthcare is Facing-Off Against Google—And Losing

Does it have to be like that? Staff at the Penn State Hershey Medical Center Emergency Department certainly didn’t think so. Their story is a great example of necessity being the mother of innovation. Facing tremendous growing pains a few years back, handling more than 50,000 visits in a space designed for 30,000, the ED featured long wait times, “door to provider” times of more than 90 minutes, 7-hour average stays, LWOT rates approaching 10 percent, and plummeting patient satisfaction. ED staff knew something creative had to be done, but within significant capital constraints for new construction.

Working with colleagues from the College of Engineering, Chris DeFlitch, MD, vice chair of the ED, and now also CMIO for Penn State, meticulously mapped care processes, workflows, time to task completion, and space utilization. Using Lean concepts, DeFlitch and his team eliminated many of the “non-value-added” steps in an ED visit. One step with no value was waiting for the sake of waiting.

DeFlitch developed the technique known as PDQ, “physician directed queuing.” In this innovative approach, the triage phenomenon simply happens simultaneously with initiation of definitive care, and sometimes serves in and of itself as definitive care. So instead of being sent back into the waiting room, based on nursing assessment, you may  be cared for and discharged. For example, Dr. DeFlitch tells the story of a child presenting with a bead stuck in her nose. Dad had tried to get it out at home without success. Within 9 minutes (yes, NINE minutes) the family presented for care, was seen by the nurse and physician, received instructions, and was discharged.

The technique was piloted in the old physical plant and demonstrated significant systems improvements in LWBS, wait times, door-to-doctor time, and just about every quality measure. Using this process as the driver, DeFlitch worked with construction and design teams to create and build an ED expansion that eliminated the waiting room, and saved Penn State nearly $13 million in capital expenses.

Partnering with the nurse manager and the medical director, Glenn Geeting, MD, the innovation was operationalized and managed in the ED expansion space. “We wanted to prioritize the patient and family-centered care approach, while opening beds for patients who really need them,” says DeFlitch. If you are seriously ill and/or unstable, you get a bed and definitive care begun immediately.

There are still occasional times where rooms are not available, due to admitted patients awaiting placement in the hospital (boarders). To accommodate the wait for an ED bed, DeFlitch created private waiting space internal to the ED. Because care is initiated on arrival, while the patient may be waiting for a traditional ED bed, care has been started.

Intense process and workflow improvement allowed Penn State to accommodate larger volumes with modest reconfiguring of existing space, limited expansion of new space, and minimal capital outlay. Best of all, provider and patient satisfaction has improved, ranking near or at the top of UHC rankings: door-to-provider time below 20 minutes and total dwell time dramatically reduced. LWOTs are as rare (0.4 percent) as black swans, and the waiting room is gone. Really! It’s not there anymore. All you will find in front of the arrival area are a couple of chairs in the event someone needs to sit down before they faint when they find out there is no waiting room!

This is a great example of how academic medical centers can harness the interdisciplinary, intellectual horsepower of their universities to direct focus on solving health system problems. Penn State has created the Center for Integrated Healthcare Delivery Systems (CIHDS) to develop and support this kind of interdisciplinary thinking being done at Penn State and elsewhere. It can and should be done everywhere.

—Michael Weitekamp, MD, MHA, FACP is a Professor of Medicine at Penn State College of Medicine and a Robert G. Petersdorf Scholar at the Association of American Medical Colleges. He can be reached at mweitekamp@aamc.org.

Filed under: Care Delivery Innovations

TAGGED:EDemergency department
Share This Article
Facebook Copy Link Print
Share

Stay Connected

1.5kFollowersLike
4.5kFollowersFollow
2.8kFollowersPin
136kSubscribersSubscribe

Latest News

Clinical Expertise
Building Smarter Care Teams: Aligning Roles, Structure, and Clinical Expertise
Health care
May 18, 2025
Grounded Healing: A Natural Ally for Sustainable Healthcare Systems
Grounded Healing: A Natural Ally for Sustainable Healthcare Systems
Health
May 15, 2025
Learn how to Renew your Medical Card in West Virginia
Learn how to Renew your Medical Card in West Virginia
Health
May 15, 2025
Dr. Klaus Rentrop Shares Acute Myocardial Infarction heart treatment
Dr. Klaus Rentrop Shares Acute Myocardial Infarction
Cardiology
May 13, 2025

You Might also Like

The emergency department entrance at Mayo Clin...
Policy & Law

Fingertip Injury Points Out Emergency Care Billing Conundrum

August 8, 2012
eHealthHospital AdministrationMedical EducationMedical InnovationsMobile HealthNewsSocial MediaTechnology

Dealing With Negative Feedback on Your Hospital Social Media

November 12, 2011

Three Aims of CMS & Well-Managed Healthcare Organizations

April 11, 2011
Medical Office Assistants
BusinessCovid-19Hospital AdministrationNews

How the Pandemic Changed the Daily Role of Medical Office Assistants

January 19, 2022
Subscribe
Subscribe to our newsletter to get our newest articles instantly!
Follow US
© 2008-2025 HealthWorks Collective. All Rights Reserved.
  • About
  • Contact
  • Privacy
Welcome Back!

Sign in to your account

Username or Email Address
Password

Lost your password?