Larch A/B Ward improvements:

After yet another successful Rapid Process Improvement Workshop (RPIW) on Larch A/B Ward at the Cumberland Infirmary, in April 2017, the Ward has made some fantastic achievements in line with the initial targets set at the beginning of the week.

The changes and improvements made, included:

  • Handovers between nurses now take place at the patient's bedside giving them the opportunity to be more involved with the staff, helping to build rapport with patients
  • There will now be a computer on wheels in every bay so that if nursing staff are filling in necessary paperwork they are still readily available their patients
  • A reduction in any unnecessary or duplicate paperwork
  • Aiming to have discharge documentation and any 'take home' medication ready within one hour of the patient being ready for discharge
  • Aiming to discharge a third of patients ready to go home before midday which benefits the patient who no longer needs to be in hospital and any patients who require a bed.

Next Steps:

The team will now hold 30, 60 and 90 day reviews to monitor progress and ensure that all improvements identified are followed and implemented.

Ward 4 RPIW main achievements summary:

After the successful Rapid Process Improvement Workshop (RPIW) on Ward 4 at WCH, between 13-16th February 2017, the Ward has made some fantastic achievements in line with the initial targets set at the beginning of the week.

The initial targets were:

  1. A reduction of 50% in the number of patients with hospital acquired pressure area breakdown.
  2. 100% compliance in completion of Pressure Area Care and Prevention documentation.
  3. 10% reduction in 'waste'.

Some of the key achievements so far that will contribute to achieving the key targets include:

  • Set a standard that all patients will have their frequency of care/movement displayed both above their bed and also the ‘board round’ board.
  • Developed an audit tool to monitor this.
  • Adopted a carer prompt card to be distributed to family members/carers.
  • Adopted a SSKIN prompt card for staff.
  • Developed new standard for pressure care and prevention.
  • Developed an audit tool to monitor compliance with documentation completion.

In addition to this the RPIW worked on releasing time to care, primarily through streamlining the documentation around care pathways, this work alone could save the ward an estimated 26 hours of qualified nurse time a day if the new care plan is successful.

A 5S re-organisation of the administration office has not only resulted in a more than 50% reduction in the amount of paperwork stored on the ward but also will achieve a time saving in excess of 30 minutes daily for nursing staff.

Another 5S of the ‘treatment room’ has resulted in moving and handling equipment being redistributed to other areas within the hospital, potentially saving thousands of pounds. A re-organisation of the equipment storage draws will save even more time (20+ mins daily) as well as helping colleagues in the stores department more easily see the amount of stock to be re-ordered helping the trust achieve cost savings that have yet to be calculated, however the redistribution of one type of equipment that is used infrequently on the ward to other areas will save more than £1000 with other savings not yet costed.

Further redistribution of stock around the ward will save on average 1.5 miles a day in unnecessary movement and another 20 minutes of nurse time.

The overall qualified nurse time saved daily was estimated in the region of 29 hours!

Matron’s update:

In just the last week…

  • “New documentation in place and staffing loving it, and love the free time to spend with patients.”
  • “We now have clocks above all patients’ beds which identify next time pressure care is due for high risk patients.”
  • New information leaflet for patients which is given on admission to the unit.
  • Staff remain very positive.