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Process Analysis at Arnold Palmer Hospital The Arnold Palmer Hospital (APH) in Orlando, Florida, is one of the busiest and most respected hospitals for the medical treatment of children and women in

Process Analysis at Arnold Palmer Hospital The Arnold Palmer Hospital (APH) in Orlando, Florida, is one of the busiest and most respected hospitals for the medical treatment of children and women in the U.S. Since its opening on golfing legend Amold Palmer's birthday September 10, 1989, more than 1.6 mil- lion children and women have passed through its doors. It is the fourth busiest labor and delivery hospital in the U.S. and one of the largest neonatal intensive care units in the Southeast. APH ranks in the top 10% of hospitals nationwide in patient satisfaction. "Part of the reason for APH's success," says Executive Director Kathy Swanson, "is our continuous improvement process. Our goal is 100% patient satisfaction. But getting there means con- stantly examining and reexamining everything we do, from patient flow, to cleanliness, to layout space, to a work-friendly environ- ment, to speed of medication delivery from the pharmacy to a patient. Continuous improvement is a huge and never-ending task." One of the tools the hospital uses consistently is the process flow- chart (like those in Figure 7.1 to 7.3 in this chapter and Figure 6.6e in Chapter 6). Staffer Diane Bowles, who carries the title "clinical prac- tice improvement consultant," charts scores of processes. Bowles's flowcharts help study ways to improve the turnaround of a vacated room (especially important in a hospital that has pushed capacity for years), speed up the admission process, and deliver warm meals warm. Lately, APH has been examining the flow of maternity patients (and their paperwork) from the moment they enter the hospital until they are discharged, hopefully with their healthy baby a day or two later. The flow of maternity patients follows these steps: 1. Enter APH's Labor & Delivery (L&D) check-in desk entrance. 2. If the baby is bom en route or if birth is imminent, the mother and baby are taken directly to Labor & Delivery on the second floor and registered and admitted directly at the bedside. If there are no complications, the mother and baby go to step 6. 3. If the baby is not yet born, the front desk asks if the mother is pre- registered. (Most do pre-register at the 28- to 30-week pregnancy mark). If she is not, she goes to the registration office on the first floor. 4. The pregnant woman is then taken to L&D Triage on the 8th floor for assessment. If she is in active labor, she is taken to an
Process Analysis at Arnold Palmer Hospital The Arnold Palmer Hospital (APH) in Orlando, Florida, is one of the busiest and most respected hospitals for the medical treatment of children and women in the U.S. Since its opening on golfing legend Amold Palmer's birthday September 10, 1989, more than 1.6 mil- lion children and women have passed through its doors. It is the fourth busiest labor and delivery hospital in the U.S. and one of the largest neonatal intensive care units in the Southeast. APH ranks in the top 10% of hospitals nationwide in patient satisfaction. "Part of the reason for APH's success," says Executive Director Kathy Swanson, "is our continuous improvement process. Our goal is 100% patient satisfaction. But getting there means con- stantly examining and reexamining everything we do, from patient flow, to cleanliness, to layout space, to a work-friendly environ- ment, to speed of medication delivery from the pharmacy to a patient. Continuous improvement is a huge and never-ending task." One of the tools the hospital uses consistently is the process flow- chart (like those in Figure 7.1 to 7.3 in this chapter and Figure 6.6e in Chapter 6). Staffer Diane Bowles, who carries the title "clinical prac- tice improvement consultant," charts scores of processes. Bowles's flowcharts help study ways to improve the turnaround of a vacated room (especially important in a hospital that has pushed capacity for years), speed up the admission process, and deliver warm meals warm. Lately, APH has been examining the flow of maternity patients (and their paperwork) from the moment they enter the hospital until they are discharged, hopefully with their healthy baby a day or two later. The flow of maternity patients follows these steps: 1. Enter APH's Labor & Delivery (L&D) check-in desk entrance. 2. If the baby is bom en route or if birth is imminent, the mother and baby are taken directly to Labor & Delivery on the second floor and registered and admitted directly at the bedside. If there are no complications, the mother and baby go to step 6. 3. If the baby is not yet born, the front desk asks if the mother is pre- registered. (Most do pre-register at the 28- to 30-week pregnancy mark). If she is not, she goes to the registration office on the first floor. 4. The pregnant woman is then taken to L&D Triage on the 8th floor for assessment. If she is in active labor, she is taken to an
APH LED Check-in Desk Bom en route or Births unminent No Mother Pre-registered No 2nd Floor LSD Registered/Admitted at Bedside Yes Registration office, Ist Floor Birth Takes to LED Tragelath floor for assesment) Return at prescribed time Active Labour? Complications Yes No Na with Mother/Baby Baby Sent Home or walk around the hospital until ready Mother NICU Sent to Mother/Baby Care Unite for 40-44 hrs Floors 3.4.51 Operating Room/ICU Unit Nursery Discharge
Process Analysis at Arnold Palmer Hospital The Arnold Palmer Hospital (APH) in Orlando, Florida, is one of the busiest and most respected hospitals for the medical treatment of children and women in the U.S. Since its opening on golfing legend Amold Palmer's birthday September 10, 1989, more than 1.6 mil- lion children and women have passed through its doors. It is the fourth busiest labor and delivery hospital in the U.S. and one of the largest neonatal intensive care units in the Southeast. APH ranks in the top 10% of hospitals nationwide in patient satisfaction. "Part of the reason for APH's success," says Executive Director Kathy Swanson, "is our continuous improvement process. Our goal is 100% patient satisfaction. But getting there means con- stantly examining and reexamining everything we do, from patient flow, to cleanliness, to layout space, to a work-friendly environ- ment, to speed of medication delivery from the pharmacy to a patient. Continuous improvement is a huge and never-ending task." One of the tools the hospital uses consistently is the process flow- chart (like those in Figure 7.1 to 7.3 in this chapter and Figure 6.6e in Chapter 6). Staffer Diane Bowles, who carries the title "clinical prac- tice improvement consultant," charts scores of processes. Bowles's flowcharts help study ways to improve the turnaround of a vacated room (especially important in a hospital that has pushed capacity for years), speed up the admission process, and deliver warm meals warm. Lately, APH has been examining the flow of maternity patients (and their paperwork) from the moment they enter the hospital until they are discharged, hopefully with their healthy baby a day or two later. The flow of maternity patients follows these steps: 1. Enter APH's Labor & Delivery (L&D) check-in desk entrance. 2. If the baby is bom en route or if birth is imminent, the mother and baby are taken directly to Labor & Delivery on the second floor and registered and admitted directly at the bedside. If there are no complications, the mother and baby go to step 6. 3. If the baby is not yet born, the front desk asks if the mother is pre- registered. (Most do pre-register at the 28- to 30-week pregnancy mark). If she is not, she goes to the registration office on the first floor. 4. The pregnant woman is then taken to L&D Triage on the 8th floor for assessment. If she is in active labor, she is taken to an

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