Reducing waiting times for Phlebotomy patients (powerpoint)

Reducing Waiting Times for Phlebotomy Patients
The project
Patients experienced long waiting times for
blood tests.
Using LEAN methodology the project aimed to
reduce waiting times and improve patient experience.
• Waiting times were up to 120 minutes.
Average=45 minutes.
The waiting area was dated and often
LEAN methodology includes: “Go see”,
mapping the process, obtaining Voice of the Customer
and Voice of the Business, collecting data and
reducing waste (time, motion, waiting).
Average time taken for blood test=7 minutes.
Range=3-15 minutes.
500 patients attend per week.
50% are regular attenders as
taking Warfarin.
Staff morale was low.
The team met frequently.
Improving consumer experience is one of
the strategic aims of Jersey Health and
Social Services Department.
Aim: to reduce waiting times to <30 minutes.
• The transfer of supplies daily from departmental
to ward trolleys took additional time.
• Patients were arriving without requests.
• Ward phlebotomy demand has a knock on effect.
Opening times: 09:00 (but patients start to queue from 07:50).
Voice of the Customer data obtained:
• Demand and capacity mismatch.
(a combination of questionnaires and speaking
• “Waste” or non value added activities
added up to 112 minutes a day.
The equivalent of 16 patients.
Changes made
• Phlebotomists’ rota altered to match demand.
• Average waiting times=32 minutes.
Range=0-90 minutes.
• Focus on patient feedback.
• Voice of the Business: a new IT system and
new phlebotomy trolleys for ward use had
created difficulties and delays.
to patients).
Action plan
More Data
Phlebotomists are on the wards from 07:30 until 09:00 or until the work is
Focussing on patient feedback, time wasting activities
and aligning capacity to meet demand has reduced
waiting times and improved patient experience.
• Time wasting problems addressed.
• 08:00 start Monday to Thursday.
• Smooth flow of patients from 08:00.
The Phlebotomists are highly regarded by the patients.
• Plan capacity to meet demand.
• Chairs and TV replaced.
• Reduce time wasted on non value tasks: e.g. IT
problems, taking bloods to the Lab.
• Signage reduced and updated.
• Minutes spent on non value added tasks impact directly
on patient waiting times.
• Information on notice boards renewed.
• Improve environment.
• Phlebotomists’ morale has increased.
The project demonstrates how small changes can
make significant impact on the efficiency of a service.
• Patient comments:
“08:00 start good, makes a big difference”.
• Consider “Point of care testing” for Warfarin patients.
“Marvellous! In and out quickly”.
Category: Partnership working with patients & service users.
Authors: Sue Cox, Reform Team, Fiona Woodrow & the Phlebotomists. Acknowledgements to patients and the team for their participation and commitment to the project.

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