The task at hand is maintaining optimal.
Cath lab room turnaround time.
Providing quality care should be the over arching goal of every cath lab and should never be compromised for the sake of saving time or reducing cost.
21 6 to 16 4 min 17 min sheath pull in room.
Today we do 40 to 50 cath cases a day in six or seven rooms on cleveland clinic s main campus and generally finish on time.
Any case that enters the room after the scheduled time is counted as a delay.
In the delivery process fill out feedback forms if room turn around time was 22 min or if there were issues they felt were impeding care delivery and comment on improvements that could be made.
The net result was a gain of 5 1 to 5 6 hours per day of additional cath lab time which arose from improved utilization and reduced room turnaround times the authors note.
Duration of time between exit of the prior patient and arrival of the next patient to the cath lab.
This was achieved without negative effects on case volume and with improvements in employee satisfaction and productivity as detailed in this earlier consult qd post.
As you can see below the survey results indicate that many members almost half report that their cath lab turnaround times are between 0 20 minutes.
Understanding cath lab quality as opposed to efficiency quality of care in the cath lab is well defined by several guideline and consensus state ments.
Timestamps for each component of the delivery process were then collected via review of nursing records and the elec tronic cath lab documentation system.
If your patient remains in the procedure room to have their sheath pulled this could add at minimum 15 to 20 minutes to your turnaround timeframe.
Patient in room time is defined as the time at which the patient physically enters the room patient into or on the perioperative efficiency model.
Joseph health care lexington kentucky usa reduced cath lab room turnaround done to 1st stick from 43 minutes to less than 20 minutes over a 3 month period.
The scheduled case start time is the time at which the patient is scheduled to be in the room.
This eliminated waiting and delays for patients by allowing a more predictable schedule while creating an additional cath lab of capacity and the potential for 4 5 million in additional revenue.
The cath labs begin operations at 7 30 a m but in 2013 the average case was not.
By instituting a series of protocols and procedures that increased efficiency we improved the average start time for the first case by 25 minutes and the average turnaround time by 30 minutes.
62 to 89 85.
The lab also went from a turnaround time of 51 minutes to 20 minutes and the physician response time did not change much.
Here we present the basics about how this was accomplished.
