Authors (including presenting author) :
Lee KC(1), Chan KY(1), Ho YL(1), Chiang IH(1), Lam MY(1), Shek SF(1), Cheng SK(1), Ho HJ(1), Tsui YY(1), Tang SK(1)
Affiliation :
(1)Nursing Services Division, United Christian Hospital
Introduction :
As hospital expansion and refurbishment projects in United Christian Hospital (UCH) were in full swing, ward relocation and a yearly 2 to 7% increasing demand of phlebotomy services was unavoidable. In addition to high-demanding lift services, phlebotomists expressed stress on traveling distinct locations for operation and achieving performance pledge, leading to decrease in productivity and poor staff satisfaction. Thus, a new demand-driven staffing model was designed using LEAN management in team approach in order to achieve a win-win outcome.
Objectives :
- To improve timeliness of inpatient phlebotomy services through optimizing staffing model. - To promote phlebotomists’ commitment, engagement and satisfaction.
Methodology :
Plan-Do-Check-Act (PDCA) cycle and LEAN management were adopted in framing a new staffing model. (1) A workgroup consisted of 8 phlebotomy representatives and leading by phlebotomy in-charge was formulated in February 2019. Workgroup members worked together by reviewing and identifying wastes in current workflow and brainstorming possible solutions. (2) Data collection and analysis of phlebotomy service demand pattern was performed. Peak and trough hours were identified and corresponding headcount required for each hour was re-calculated. (3) A new staffing model according to service needs without additional resources was designed. Major changes included adjustment of work hours and change of routing from department-based to level-based so as to minimize walking (waste). (4) New model was undergoing PDCA cycle from May to December 2019. Effectiveness of the new model was evaluated by measuring the mean of performance pledge achieved, reduction in phlebotomy staff hours spent on transportation and collecting feedbacks from phlebotomists.
Result & Outcome :
390 staff-hours was saved annually from transportation to direct patient care after new initiative. Thus, mean performance pledge achieved was increased by 3.3% and 16.6% in normal and pre-placed orders respectively. Total 43 phlebotomists were interviewed and 100% positive feedbacks were received by means of (1) Shortening unnecessary walking distance; (2) Being listened and respected and (3) Satisfaction of actively engaged in project planning. In conclusion, strategy of demand-driven staffing model in teamwork approach could result in a more efficient phlebotomy services, better workforce utilization to match clinical demand and more committed staff, leading to win-win situation.
