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The Chemo Boat – Lean Chemotherapy Presenter: Fiona Gillanders & Nicole Goodman

Innovation Poster Session HRT1215 – Innovation Awards Sydney 11 th and 12 th Oct 2012. The Chemo Boat – Lean Chemotherapy Presenter: Fiona Gillanders & Nicole Goodman. Hospital Code Name:. KEY PROBLEM.

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The Chemo Boat – Lean Chemotherapy Presenter: Fiona Gillanders & Nicole Goodman

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  1. Innovation Poster Session HRT1215 – Innovation Awards Sydney 11th and 12th Oct 2012 The Chemo Boat – Lean ChemotherapyPresenter: Fiona Gillanders & Nicole Goodman Hospital Code Name:

  2. KEY PROBLEM Length of stay (LOS) of patients admitted to hospital for a cycle of chemotherapy routinely grossly exceeds the number of days the chemotherapy protocol requires for delivery.

  3. AIM OF THIS INNOVATION Reduce the LOS of planned admissions for chemotherapy by 20%

  4. BASELINE DATA Average LOS = 10.33 days Waiting, Motion, Rejects, Staff utilisation, Processing, Inventory, Transport, Overproduction

  5. KEY CHANGES IMPLEMENTED Store room reduced from 4 areas to 2. Chemotherapy room reorganised. Change of nurse allocation culture, chemotherapy accredited nurses separated out across roster covering all shifts chemotherapy accredited nurses allocated to patients due to receive chemotherapy. Change of delivery time of outsourced chemotherapy to pharmacy brought forward to an earlier time, removing “wait time” in pharmacy.

  6. KEY CHANGES IMPLEMENTED Pre admission: Outpatient chemotherapy group education attended, Outpatient insertion of Central venous access device (when required), Outpatient pathology attended and reviewed Chemotherapy reconstituted and delivered to ward one day prior to patient admission. Chemotherapy Checklist form created and implemented: enables chemotherapy administration to commence prior to medical review/admission (as occurs in outpatient chemotherapy suites)

  7. OUTCOMES SO FAR Ave LOS = 5 days 50% reduction!

  8. LESSONS LEARNT Chemotherapy administration is a complex process requiring input from multiple disciplines. A coordinated and systematic approach can greatly reduce resource wastage, particularly time spent waiting. Such a process has the capacity to greatly improve outcomes for the organisation and, most importantly, the patient.

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