MANAGEMENT
Presented and organised by ECR 2009 and European Hospital
Lean architecture reflecting quality of care
David Wormald is registered with the College of Medical Radiation Technologists of Ontario in Radiography and Magnetic Resonance Imaging. He also has a diploma in Healthcare Administration, is an undergraduate degree in political science, and is studying for an MBA. He is the Integrated Assistant Vice President for Diagnostic Services at Hamilton Health Sciences and St. Joseph’s Healthcare, in Ontario. As a CT/MRI expert panel member he is responsible for providing advice on short and long-term strategies to improve access and reduce wait times for the key services under Ontario’s Wait Time Strategy namely, MRI/CT. His current focus is on the provincial Ontario Evidence Based Imaging Project and MRI coaching team initiatives.
He is also currently co-authoring a white paper focused on the redevelopment of the Diagnostic Imaging department at St Joseph’s Healthcare Hamilton, which is highly focused on the effects of good design on quality care as well as costs. ‘Evidence-based design helps create an environment in which patients and families feel as safe and comfortable as possible,’ he points out. ‘It also promotes efficiencies in staff workflow and helps decrease levels of stress and anxiety in patients, family members and staff. ‘When the redevelopment of St. Joseph’s peri-operative service resulted in the need to relocate the hospital’s Diagnostic Imaging Department, the Diagnostic Services managers were given the opportunity to take a look at the current departmental design, flow, utilisation, and consider how a new design could improve the quality and efficiency of the healthcare we provide.’ It was decided to take an evidence-based design approach for the new facility.
‘Specifically, St. Joseph’s Healthcare used Lean thinking to design the new facility. Working with GE Healthcare Hospital of the Future specialists, we were able to “design in” clinical benefits and clinical efficiencies that will remain with us for the life of the new facility. Workflow patterns, process improvements and the impact of expected future changes in technology were overlaid on architectural drawings for the new facility and studied using Lean analytics. This Hospital of the Future methodology allowed us to interpret how performance would change in the new facility (better or worse) and informed our design decisions. This iterative approach resulted in the selection of the best conceptual design, around which we built our new facility.’
He will present fascinating examples of the resulting designs and their impact on the hospital, and show how the benefits to the new Diagnostic Imaging Department at St. Joseph’s healthcare have included a 54.3% improvement in clinical efficiency and an 8.5% improvement in patient travel distances.
01.03.2009
