343 Background: The outpatient oncology infusion suite is a very busy unit and sees an average of 60 to 70 patients per day. A limited number of treatment chairs, one pharmacy hood for biohazardous drug preparation and various other factors have resulted in long waiting times for patients before starting their treatment. To improve the patient experience and to try and alleviate pressure on the preparation pharmacy and nursing services during peak times we investigated the feasibility of an early medication preparation and release program. This would enable rapid admission, assessment and administration of the pre-prepared treatment and in turn have a positive impact on patient flow and equalize the pressure felt by the preparation pharmacy. Methods: In this quality improvement project we formed a committee that met on biweekly basis, this committee included representatives from nursing, quality, pharmacy, data analysis and was led by a consultant physician. We studied the baseline data of patient waiting times from January to March 2019 and factors that caused patient delays in being treated. Patient selection criteria were prepared to identify patients that could safely have their medication released early in the morning at 7 am enabling pharmacy to dispense at 8 am without their actual presence being required in the infusion suite. Multiple PDSA cycles with several process changes and educational interventions were implemented to achieve our goal. Results: Baseline data identified that the average waiting time was 2.27 hrs a with a range of waiting times between 33 minutes to 5.07 hrs. After the first intervention the average waiting time reduced to 1 hr. and 24 minutes through each PDSA cycle we could see small improvements in the average time. The major breakthrough appeared following the intensive patient education program and enforcement of strict compliance with the criteria in selecting patients appropriate for the early release program. team sustained and keep average waiting time within control limit of less than one hour from 8th month of the program until January 2021 to be 33 minutes. We identified drug wastage for patients who did not show up as a balancing measure. We were successful in reducing the drug wastage by applying several changes and patient education measures and reached zero wastages. Patient satisfaction survey were conducted they were satisfied after their enrolment in the program. Conclusions: Positive impact has been seen with a significant reduction in the average waiting time from 2.24 hours to 41 minutes exactly. With further interventions relating to patient education and root cause analysis of any patients who are spending longer than necessary in the waiting area we aim to improve this further, an expansion of the pharmacy's capacity to prepare more than 10–15 preparations between 7–8 am may give rise to a further expansion of the criteria for patients to be included in the MERP pathway.