You have accessJournal of UrologyHealth Services Research: Quality Improvement & Patient Safety IV (MP58)1 Sep 2021MP58-07 USE OF LEAN METHODOLOGIES IN OUTPATIENT UROLOGY CLINIC Hunter White, Christine Bowling, and Andrew Harris Hunter WhiteHunter White More articles by this author , Christine BowlingChristine Bowling More articles by this author , and Andrew HarrisAndrew Harris More articles by this author View All Author Informationhttps://doi.org/10.1097/JU.0000000000002088.07AboutPDF ToolsAdd to favoritesDownload CitationsTrack CitationsPermissionsReprints ShareFacebookLinked InTwitterEmail Abstract INTRODUCTION AND OBJECTIVE: Lean methodologies have been used throughout healthcare to reduce waste, streamline processes and lower costs. Our objective was to apply lean methodologies to identify and improve processes in the urology clinic. METHODS: Initially, 100 appointments in provider and procedure clinics were observed from July 2020 to August 2020. The appointments were analyzed using time studies, spaghetti diagrams, and process mapping tools to determine areas for quality improvement. Once areas for improvement had been identified, the team began a plan do study act (PDSA) cycle and observed 53 more appointments between November 2020 and February 2021. The appointments were analyzed the same way to determine success of the interventions. RESULTS: Using the findings from the process maps the team was able to determine wait times and rework as areas for quality improvement. Rework is defined as the technician or provider having to see the patient multiple, separate times during a clinic visit. For example, a patient sees the provider, provider requests post void residual (PVR), patient leaves with technician to get PVR, patient returns to provider. This was considered provider rework. We implemented assigning one technician to one provider, prepping patient charts in advance, and daily huddles. Through these interventions the clinic was able to see significant improvements in all areas of concern. When looking at the provider clinic, the initial wait times dropped by up to 63%. Rework was decreased by 48%. The overall number of technician rework decreased by 17% and overall provider rework decreased by 50%. These decreases saved a median of 6 minutes per visit equaling 98 minutes a day saved. The procedure clinic also saw significant improvements including up to a 43% decrease in the initial wait time, the chance of all rework decreasing by 55%, and the technician rework decreased by 36%. The total length of visit from procedures decreased by 16 minutes or 30%. CONCLUSIONS: Lean methodologies, such as process mapping and PDSA cycles, are an effective way to identify areas for improvement in an outpatient urology clinic. We developed several action items including pairing one technician to one provider, prepping patient charts, and implementing daily huddles. These interventions proved beneficial in reducing waste and operating a more effective and efficient clinic. Source of Funding: None © 2021 by American Urological Association Education and Research, Inc.FiguresReferencesRelatedDetails Volume 206Issue Supplement 3September 2021Page: e990-e991 Advertisement Copyright & Permissions© 2021 by American Urological Association Education and Research, Inc.MetricsAuthor Information Hunter White More articles by this author Christine Bowling More articles by this author Andrew Harris More articles by this author Expand All Advertisement Loading ...