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case study

Improving Throughput and Safety in an Emergency Setting

At this center, we discovered many processes that resulted in unsafe care for a highly acute population. Despite a talented and compassionate frontline staff, this center needed restructuring.

The CXNS Plan

  • Change the clinical process in order to improve safety and patient care
  • Change the culture such that staff are empowered to engage in problem-solving
  • Create a structure of oversight and accountability for financial, quality and regulatory oversight using Lean principals
ASSOCIATED RISKS

Potential for either organization to be responsible for financial or legal risks outside its control

METRICS

Sustained improvements on key performance indicators:

  • Door-to-doctor time
  • Dwell times
  • Restraints
  • Injuries
VALUE
  • The facility operates smoothly with a minimum need for oversight from the hospital system
  • This specialized service is a training site and important component of the academic institution’s center of excellence
FINANCIAL IMPACT

The operation is profitable to the satisfaction of both organizations

Outcome

CXNS leadership had successfully turned around another behavioral health crisis facility, resulting in improvements in throughput and safety outcomes. Community stakeholders including law enforcement and county government were pleased with the results. When ownership of the larger hospital campus changed, CXNS leadership was contracted to continue their successful management of the crisis facility. By contracting with CXNS, the organization was able to maintain successful operation of this highly specialized service with a minimum amount of financial risk or need for time-consuming oversight.

FURTHER READING

Overcoming Barriers to Access

Criminal Justice

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Eliminating ED Boarding Through Creation of Center

Alternatives to Long-Term Care

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Creating a Crisis Center

Facility Design

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