Other Titles
Rapid Presentation Round
Abstract
Introduction: Care coordination has been challenging in scheduling high-risk patients needing diagnostic imaging procedures. Missing crucial patient information can lower the value of patient-reported outcomes because it influences decision-making in care plans, results in duplication of services, and delays the delivery of care or treatments (Ayilara et al., 2019). Incomplete data delays diagnostic procedures, diagnosis, and medical treatments (Fernholm et al., 2019). Numerous studies have revealed that prolonged waiting times are frequently the leading cause of patients' discontent with outpatient scheduling, and equitable waiting periods are necessary based on clinical competency (Ala & Chen,2022). Medical imaging methods frequently cause increased worry, primarily brought on by the potential outcomes after the procedure (Forshaw et al., 2018). Patient safety may be jeopardized by several issues, including poor cooperation, insufficient organizational procedures, and healthcare workers’ physical and mental exhaustion (burnout) (Garcia et al., 2019).
Quality Improvement Method: Collaboration and accurate data transfer through health information technology are crucial for patient-centered and efficient diagnostic imaging scheduling. Lean process methodology will be used in six months for revisions of order templates for diagnostic imaging, providing alerts to complete data information, ensuring labs are ordered, utilizing resources, using health information technology in interdisciplinary communication among healthcare providers and patients for accurate data in the system, and decrease the patient’s anxiety to achieve the quadruple aim. Lean systems methodology is a process improvement tool that standardizes work to increase productivity, eliminate waste, provide cost-effective and quality care, and improve the efficiency and work-life of employees (Hung et al., 2022).
Evidence Supporting QI Methods:
- Lean process has provided high work-in-process values, which affect costs, service quality, and customer satisfaction in quality improvement processes (Morales-Contreras, 2020).
- The care coordination model uses a methodical approach to delivering coordinated care for patients with multiple needs to improve patient outcomes and efficient access to the healthcare system (Institute for Healthcare Improvement [IHI], 2023). Care coordination has proven to be one of the most reliable patient-centered healthcare initiatives to promote population health and cost-effectiveness for high-risk patients with complex needs (Breckenridge et al., 2019).
- Health information technology has made patient care more effective, safe, and efficient (Adane et al., 2019)
Results
After six months of project improvement, the organization achieved an average of 4.4 days in diagnostic imaging scheduling, exceeding the target goal of scheduling 14 days. The project utilized health information technology in care coordination and interdisciplinary team collaboration, resulting in increased productivity, cost-effective use of resources, decreased patient anxiety, and prevented employee burnout. Overall, the project achieved the quadruple aim, and the expected return on investments (ROI) annually is $421,740.00.
Conclusion
The quadruple aim of the Institute of Healthcare Improvement can be achieved through the lean process methodology and proven essential in care coordination, ensuring the organization will provide patient-centered, efficient, quality, cost-effective care, positive patient outcomes, increased patient satisfaction, productive and balanced work-life for the employees.
Sigma Membership
Omega Gamma
Type
Presentation
Format Type
Text-based Document
Study Design/Type
Quality Improvement
Research Approach
Other
Keywords:
Care Coordination, Program Evaluation, Diagnostic Imaging - Evaluation, Communication, Interdisciplinary Team, Patient-centered Care, Health Information Technology, Lean Process
Recommended Citation
Austin, Cynthia L., "Applying the Lean Process to Achieve the Quadruple Aim in Community Care Imaging Consults" (2026). Creating Healthy Work Environments (CHWE). 20.
https://www.sigmarepository.org/chwe/2024/presentations_2024/20
Conference Name
Creating Healthy Work Environments
Conference Host
Sigma Theta Tau International
Conference Location
Washington, DC, USA
Conference Year
2024
Rights Holder
All rights reserved by the author(s) and/or publisher(s) listed in this item record unless relinquished in whole or part by a rights notation or a Creative Commons License present in this item record. All permission requests should be directed accordingly and not to the Sigma Repository. All submitting authors or publishers have affirmed that when using material in their work where they do not own copyright, they have obtained permission of the copyright holder prior to submission and the rights holder has been acknowledged as necessary.
Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Date of Issue
2026-02-12
Applying the Lean Process to Achieve the Quadruple Aim in Community Care Imaging Consults
Washington, DC, USA
Introduction: Care coordination has been challenging in scheduling high-risk patients needing diagnostic imaging procedures. Missing crucial patient information can lower the value of patient-reported outcomes because it influences decision-making in care plans, results in duplication of services, and delays the delivery of care or treatments (Ayilara et al., 2019). Incomplete data delays diagnostic procedures, diagnosis, and medical treatments (Fernholm et al., 2019). Numerous studies have revealed that prolonged waiting times are frequently the leading cause of patients' discontent with outpatient scheduling, and equitable waiting periods are necessary based on clinical competency (Ala & Chen,2022). Medical imaging methods frequently cause increased worry, primarily brought on by the potential outcomes after the procedure (Forshaw et al., 2018). Patient safety may be jeopardized by several issues, including poor cooperation, insufficient organizational procedures, and healthcare workers’ physical and mental exhaustion (burnout) (Garcia et al., 2019).
Quality Improvement Method: Collaboration and accurate data transfer through health information technology are crucial for patient-centered and efficient diagnostic imaging scheduling. Lean process methodology will be used in six months for revisions of order templates for diagnostic imaging, providing alerts to complete data information, ensuring labs are ordered, utilizing resources, using health information technology in interdisciplinary communication among healthcare providers and patients for accurate data in the system, and decrease the patient’s anxiety to achieve the quadruple aim. Lean systems methodology is a process improvement tool that standardizes work to increase productivity, eliminate waste, provide cost-effective and quality care, and improve the efficiency and work-life of employees (Hung et al., 2022).
Evidence Supporting QI Methods:
- Lean process has provided high work-in-process values, which affect costs, service quality, and customer satisfaction in quality improvement processes (Morales-Contreras, 2020).
- The care coordination model uses a methodical approach to delivering coordinated care for patients with multiple needs to improve patient outcomes and efficient access to the healthcare system (Institute for Healthcare Improvement [IHI], 2023). Care coordination has proven to be one of the most reliable patient-centered healthcare initiatives to promote population health and cost-effectiveness for high-risk patients with complex needs (Breckenridge et al., 2019).
- Health information technology has made patient care more effective, safe, and efficient (Adane et al., 2019)
Results
After six months of project improvement, the organization achieved an average of 4.4 days in diagnostic imaging scheduling, exceeding the target goal of scheduling 14 days. The project utilized health information technology in care coordination and interdisciplinary team collaboration, resulting in increased productivity, cost-effective use of resources, decreased patient anxiety, and prevented employee burnout. Overall, the project achieved the quadruple aim, and the expected return on investments (ROI) annually is $421,740.00.
Conclusion
The quadruple aim of the Institute of Healthcare Improvement can be achieved through the lean process methodology and proven essential in care coordination, ensuring the organization will provide patient-centered, efficient, quality, cost-effective care, positive patient outcomes, increased patient satisfaction, productive and balanced work-life for the employees.