Whiteboards and discharge traffic lights: visual management in acute care
Lauri O’Brien A , Jane Bassham A and Melissa Lewis A BA Redesigning Care Team, Flinders Medical Centre, Bedford Park, SA 5041, Australia.
B Corresponding author. Email: melissa.lewis@health.sa.gov.au
Australian Health Review 39(2) 160-164 https://doi.org/10.1071/AH14131
Submitted: 7 August 2014 Accepted: 27 October 2014 Published: 17 December 2014
Journal Compilation © AHHA 2015
Abstract
Flinders Medical Centre was experiencing issues with timely discharge and knowing the potential discharges and in-patient bed capacity for the next day. This case study describes the application of ‘visual management’ theory to discharge processes. The solutions developed were ‘patient journey boards’ and ‘discharge traffic lights’. The implementation of these visual management systems has enabled the hospital to improve its discharge processes.
What is known about the topic? Communication is critical to the delivery of safe patient care. There is little in the literature on the use of visual management principles and techniques in healthcare.
What does the paper add? This paper provides a brief overview of visual management principles and gives two case study examples showing the development and implementation of visual management systems in an acute hospital setting to promote safe and efficient patient care.
What are the implications for practitioners? Practitioners can learn visual management principles and how these have been applied to an acute healthcare context.
References
[1] Baker M, Taylor T, Mitchell A. Making hospitals work: how to improve patient care while saving everyone’s time and hospitals’ resources. Herefordshire, UK: Lean Enterprise Academy; 2009.[2] Wong MC, Yee KC, Turner P. Clinical handover literature review. Hobart: eHealth Services Research Group, University of Tasmania, Australian Commission on Safety and Quality in Health Care; 2008.
[3] King D, Ben-Tovim D, Bassham J. Redesigning emergency department patient flows: application of lean thinking to healthcare. Emerg Med Australas 2006; 18 391–7.
| Redesigning emergency department patient flows: application of lean thinking to healthcare.Crossref | GoogleScholarGoogle Scholar | 16842310PubMed |
[4] Ben-Tovim D, Bassham J, Bennett D, Dougherty M, Martin M, O’Neill S, Sincock J, Szwarcbord M. Redesigning care at the Flinders Medical Centre: clinical process redesign using ‘lean thinking’. Med J Aust 2008; 18 S27–31.
[5] Gaslworth G. Visual systems: harnessing the power of a visual workplace. New York: Amacon, American Management Association; 1997.
[6] Gaslworth G. Visual workplace: visual thinking. Portland, OR: Visual Lean Press; 2005.
[7] Gaslworth G. Work that makes sense. Portland, OR: Visual Lean Press; 2010.
[8] Liker J, Meier D. The Toyota way fieldbook. New York: McGraw-Hill; 2006.
[9] Womack JP, Jones DT. Lean thinking. Banish waste and create wealth in your organisation. Revised and updated. New York: Free Press; 2003.
[10] Oldfield P, Clarke E, Piruzza S, Holmes R, Paquette S, Dionne M, DiSabato C. Red lightgreen light: from kids’ game to discharge tool. Healthc Q 2011; 14 77–81.
| 21301244PubMed |
[11] Chaboyer W, Wallen K, Wallis M, McMurray AM. Whiteboards: one tool to improve patient flow. Med J Aust 2009; 190 137–40.
[12] Heartfield M. Regulating hospital use: length of stay, beds and whiteboards. Nurs Inq 2005; 12 21–6.
| Regulating hospital use: length of stay, beds and whiteboards.Crossref | GoogleScholarGoogle Scholar | 15743439PubMed |
[13] Australian Commission on Safety and Quality in Health Care (ACSQHC). Safety and quality improvement guide standard 6: clinical handover. Sydney. ACSQHC; 2012.
