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Related Experiment Videos

Reengineering a cardiovascular surgery service

P A Tunick1, S Etkin, A Horrocks

  • 1Non-Invasive Cardiology Laboratory, New York University Medical Center, New York 10016, USA. paul.tunick@ccmail.med.nyu.edu

The Joint Commission Journal on Quality Improvement
|April 1, 1997
PubMed
Summary

New York University Medical Center (NYUMC) reengineered its cardiovascular (CV) surgery patient care process. This initiative improved patient transfer times and satisfaction, demonstrating successful healthcare process redesign.

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Area of Science:

  • Healthcare Management
  • Process Improvement
  • Surgical Services

Background:

  • New York University (NYU) Medical Center (MC) implemented a reengineering initiative in 1994.
  • The focus was on redesigning the entire patient care process for the cardiovascular (CV) surgery service, from referral to discharge.

Purpose of the Study:

  • To improve customer satisfaction (patients, families, referring physicians) and profitability.
  • To fundamentally redesign the patient care process based on a reengineering philosophy.

Main Methods:

  • A multidisciplinary Cardiovascular Surgery Reengineering Team was formed.
  • Identified issues with patient transfer processes through a survey of cardiologists.
  • Developed and implemented a streamlined transfer-in policy.

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Main Results:

  • Reduced average waiting time for patient transfer acceptance from 9 hours to immediate.
  • Increased referrals and decreased length of stay.
  • No adverse impact on mortality rates observed.

Conclusions:

  • NYUMC successfully utilized a multidisciplinary team for major changes in patient care processes.
  • This marked the first instance of such a mandate at NYUMC.
  • Similar process improvement projects are now being implemented.