586 posters, 8 topics, 23 sessions, 1,077 authors, 622 institutions

ISQua's 40th International Conference 2024

24th - 27th September 2024 | Istanbul, Türkiye

P232

Designed Strategies in Improving the Patient Bed Management Process without Encumbering Staff Workload, Creating a Dynamic Work Environment

Preview of Designed Strategies in Improving the Patient Bed Management Process without Encumbering Staff Workload, Creating a Dynamic Work Environment

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Poster Presenter

Melvinder Kaur SOOKDAY SINGH

Authors

Melvinder Kaur Sookday Singh

Affiliations

Institut Jantung Negara

Part of Topic

Patient Safety & Quality Improvement

Title: Designed Strategies In Improving The Patient Bed Management Process Without Encumbering Staff Workload, Creating a Dynamic Work Environment

Authors: M. K. SookdaySingh1, N. Ismail 1, A. Elias 1, R. Karuppiah 1 , N. H. Ismail1, R. Sundram1

1 Institut Jantung Negara, Kuala Lumpur, Malaysia

Introduction: Efficient bed management is critical for healthcare institutions. Bed shortages with high ward occupancy rate pose a risk to patients and may result in overall delay in admissions, which leads to delay of intended treatment and may adversely affect patient safety and staff satisfaction1. Institut Jantung Negara (IJN) is Malaysia’s national, tertiary heart center with 421 beds and receives an average of 25% of its daily occupancy from elective and unplanned admissions. The role of bed coordinators in this institute is vital to constantly manage bed capacity for the smooth running of the healthcare institution. Therefore, this improvement project was vital in order to enhance the bed management process and improve staff satisfaction.

Method: This study utilized the Plan-Do-Study-Act (PDSA) methodology to improve the bed management process (BMP) by identifying the underlying contributing factors and designing strategies to enhance the overall process. The designed strategies includes assigning dedicated bed coordinators, implementing advanced technology, cultivating a culture of continuous improvement, promoting collaboration, fostering a dynamic work environment and improving discharge lounge.

Plan:

•Bed coordinators utilized the fishbone and identified various issues contributing to the poor bed management and devised strategies.

•Aim of the project was to ensure:

•Sufficient beds for admissions

•To ease, improve and hasten the process

•Encourage cooperation from all staff, thus promoting a better working environment and increasing staff job satisfaction

Do:

The 3 main intervention was :

1. Usage of “on call template” improvised the bed management system

2. Improvement of Bed Management Process

3. Implementation and updating of daily rounds template in tablet made rounds easier, allowing coordinators to perform divided rounds

Study:

•This study was crucial to review BMP improvement after the strategies were implemented. Therefore, feedback from nurses and doctors were obtained in 2 different ways.

•Verbal feedback were noted from nurses during morning rounds. These feedbacks were then discussed in the monthly Manager’s meeting to find the solutions. With these strategies, number of complaints reduced from 7 to 0 in December (Figure 1).

•A Google survey was conducted among doctors to understand their feedback on the improvement in BMP. The survey revealed that more than 60% were indeed satisfied with the new process ( Figure 2).

•This overall improves the waiting time in Emergency Department ( Figure 3).

Conclusion:

With the implementation of the bed management template tool, utilization of mobile-based application technology, interdisciplinary collaboration and fostering a culture of continuous improvement, healthcare institutions can enhance bed management processes without encumbering their staff’s workload. This in-return improves overall satisfaction of doctors, nurses and referring hospitals.

References: Jingui Xie, Gar Goei Loke, Melvyn Sim, Shao Wei Lam (2022) The Analytics of Bed Shortages: Coherent Metric, Prediction, and Optimization. Operations Research 71(1):23-46. https://doi.org/10.1287/opre.2021.2231