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Losing the wait: improving patient cycle time in primary care
Jehni Robinson1, Melody Porter2, Yara Montalvo2
1Family Medicine, USC Keck School of Medicine, Los Angeles, California, USA jehni.robinson@med.usc.edu.
Primary care clinics reduced patient visit cycle time by 12% within one year, improving patient satisfaction and access. This was achieved through team engagement and regular measurement, leading to a 60-minute average visit time.
Area of Science:
- Healthcare Management
- Process Improvement
- Primary Care
Background:
- Prolonged wait times in primary care clinics negatively impact patients, physicians, and staff.
- Reducing patient cycle time can enhance patient experience, staff satisfaction, and access to care.
- Existing studies often focus on front-end efficiency, neglecting the entire patient visit cycle.
Purpose of the Study:
- To decrease the total patient visit cycle time to under 60 minutes within one year.
- To improve overall patient satisfaction with primary care services.
- To identify key factors contributing to cycle time reduction and patient satisfaction.
Main Methods:
- Engaged clinic teams in brainstorming solutions for efficiency.
- Implemented regular measurement and reporting of cycle time.
- Conducted regular meetings to plan and execute rapid improvement cycles.
- Utilized Medical Assistant (MA) staff as flow coordinators.
Main Results:
- Achieved a 12% reduction in cycle time, from 71 to 65 minutes, in the first year.
- Maintained high patient satisfaction scores, with patients feeling they received adequate time with their doctor.
- Sustained and further improved cycle time to 60 minutes by April 2019, despite increased patient volume.
Conclusions:
- Team engagement, frequent measurement, adequate staffing, and the role of MA staff as flow coordinators are crucial for reducing cycle time.
- Sustained improvements in cycle time are achievable and can coexist with high patient satisfaction.
- Further optimization requires analyzing post-rooming wait times and physician workflow.
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