CLIENT:
Children’s National Medical Center CASE STUDY
Washington, DC
Modeling patient arrivals can ensure appropriate resource utilization and maximize patient flow. Understanding the unique factors that each facility faces should drive solutions rather than national benchmarks or averages. Using predictive analytics and simulation modeling, we help each client develop the best solution for their situation.
CHALLENGE
EXECUTIVE SUMMARY
An urban academic medical center
Before facilities consider architectural solutions, we help them design the process. In
focused on pediatrics sees more
this case, lean improvement work had been underway in the emergency department.
than 85,000 visits each year in their
The group reached a threshold they believed needed to be overcome using an
emergency department. Designed 15
integrated process and space configuration solution.
years ago, the segregated pods and small triage area limit flexibility and result in long lines and unsafe conditions.
When appropriate, we employ simulation modeling and predictive analytics to help clients make important early-design decisions with clarity and certainty. Rapid testing and data-driven decisions guide our work. We were able to leverage existing throughput data to rapidly build a simulation model. The model incorporated existing patient census data, which was quickly enhanced by
SOLUTION
the expertise of the nurses and doctors in the room. As we built the simulation model,
Resource Utilization
output was matching reality.
Through process mapping and discrete event simulation, a multidisciplinary team was able to test alternate patient flow approaches to identify the optimal balance of process time and staffing resources to ensure consistent success.
PROJECT HIGHLIGHTS
we continued a dialogue with the emergency department staff to ensure that the Using the simulation model, our cross-functional team of engineers, nurses, doctors and other support staff was able to test a number of different patient flow options. As we experimented with different solutions, everyone in the room could see the impact of adding an additional security desk staff or removing a triage room. This hands-on approach helped the group quickly arrive at the optimal solution, which balanced patient waiting times and staff utilization, and ensured each provider was working at the top of their licensure.
<5min Expected Average Wait for Triage
3
Security Spaces Needed
5
Triage Spaces Needed