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Related Experiment Video

Updated: Dec 16, 2025

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

Lean Process Improvement in the Emergency Department.

Lorna M Breen¹, Richard Trepp², Nicholas Gavin³

¹Department of Emergency Medicine, Columbia University Vagelos College of Physicians and Surgeons, 622 West 168th Street, VC2 260, New York, NY 10032, USA. Electronic address: https://twitter.com/lornambreen.

Emergency Medicine Clinics of North America

|July 4, 2020

Summary

This summary is machine-generated.

Lean engineering, a process improvement strategy from Toyota, minimizes waste to enhance efficiency. Applying Lean principles in emergency departments can improve patient care by optimizing key metrics like wait times and length of stay.

Keywords:

Emergency department operations Lean Patient flow Process improvement Six sigma

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Area of Science:

Healthcare Management
Industrial Engineering
Process Improvement

Background:

Lean engineering, originating from Toyota, is a methodology focused on maximizing efficiency by minimizing waste.
This strategy has been widely adopted across various industries for process optimization.
Emergency departments (EDs) are increasingly implementing Lean principles to enhance operational performance and patient care.

Purpose of the Study:

To explore the application and benefits of Lean engineering principles within emergency department settings.
To identify key performance metrics that can be improved through Lean initiatives in EDs.
To demonstrate how waste reduction in ED processes can lead to better patient outcomes.

Main Methods:

Review of Lean engineering strategies and their adaptation for healthcare environments.
Analysis of case studies and documented Lean improvement projects in emergency departments.
Identification of common waste categories and inefficiencies in ED workflows.

Main Results:

Successful implementation of Lean projects in EDs has led to improvements in critical metrics.
Key performance indicators such as door-to-provider time and patient length of stay have been positively impacted.
Reduction in 'left without being seen' rates has been observed in departments utilizing Lean methodologies.

Conclusions:

Lean engineering offers a robust framework for optimizing emergency department operations.
By systematically reducing waste, EDs can achieve significant improvements in efficiency and patient care.
The principles of Lean are highly applicable to the complex environment of emergency medicine.