STEGH Ranked #1 with Lowest ER Wait Times in the Province


465d74cbd17a4dc793fa0f8628c78d33_7Lean methodology brings big results for patient care and the bottom line

St. Thomas, ON – St. Thomas Elgin General Hospital (STEGH) is a top performing hospital in Ontario and patients are reaping the benefits of that achievement. By introducing Lean methodology (called Transforming Care at STEGH) and continuously seeking improvements to the patient care experience, STEGH is at the top of the list on three of five of the province’s pay for performance indicators.

As a leader among 74 hospitals participating in the Ministry of Health and Long-Term Care’s Pay For Results initiative program, STEGH received an additional $1.4 million last year and anticipates another $1.7 million for this year’s results.

The South West LHIN is also financially supporting STEGH for their success in Transforming Care. STEGH received just over $1 million one-time funding (spread over 3 years) to lead a Knowledge Transfer program to share these successful strategies with other community hospitals within the South West LHIN. STEGH’s Transforming Care journey started in August 2011 using the lean approach, which is about working to design, improve, and deliver care as seen through the patient’s eyes.

“A different approach to change is critical to meeting our vision to deliver an excellent patient care experience, every time, while meeting the demands of a rapidly changing health care system,” explains STEGH President and CEO Paul Collins. “Our Transforming Care journey has been focused on re-thinking patient flow throughout the hospital and making significant changes, like those that have resulted in STEGH ranking as the #1 hospital in Ontario for emergency wait times.”

Four senior executives recently returned from a learning trip to Singapore where they met with health officials and visited hospitals further along the Lean path to advance the hospital’s ongoing transforming care work, and to learn more about lean architectural design to inform their upcoming redevelopment build project. This team provided a nursing, physician and financial perspective and the perspective of a front line manager deeply involved in knowledge transfer. The total cost for the site visit to Singapore was $16,000, approximately $4,000 per person.

Dr. Nancy Whitmore STEGH Vice President and Chief of Staff, who went on the trip, says Singapore is several years ahead of STEGH in using Lean concepts to improve their healthcare system. “This is the journey we are on and we are seeing great results that benefit our patients and our community. We need to continue to look for ways to improve and the best examples are not always in our own backyard.”

The team made site visits to eight hospitals and health care facilities, met Ministry of Health officials as well as architects. “This was an enlightening experience to see and understand an advanced healthcare system that has integrated lean thinking and patient centeredness to the extent that they have,” explains VP and Chief Nursing Executive Karen Davies. “This was a very unique and timely opportunity to inform not only our transforming care journey, but our redevelopment project as our tours also included mental health, emergency departments and surgical suites.”

“We are committed to continually improving the patient care experience for our community. They deserve the best,” says STEGH President and CEO Paul Collins.

Background Information

STEGH leaders who attended the site visits were VP/Chief of Staff Dr. Nancy Whitmore, VP/CNE, Karen Davies and VP/CFO Malcolm Hopkins. Each of these VPs lead a patient care value stream at STEGH, which is one of our LEAN management structure changes. Also attending was the Manager of STEGH’s Transforming Care office Mike Norman, who is on the front line of knowledge transfer internally and is leading the knowledge transfer project funded by the LHIN.

What is Lean and how does it improve care?

The lean business approach is based on the Toyota Production System initiated by the Japanese automaker decades ago and responsible for positioning Toyota as the most successful car manufacturer in the world. This approach was eventually adopted by other automakers around the globe and, based on its successful results, migrated to many other sectors. Although more recently adopted in the healthcare sector, there are global examples of successful lean adoption in Hospitals who can demonstrate measurable performance improvement sustained
over many years.

Essentially, the lean approach focuses on what is valued by the customer, in the case of hospitals, the patient, and works to design and deliver care as seen through the patient’s eyes. This involves a deep understanding of care processes and then making changes that reduce unnecessary steps and waste. The result is higher quality and lower cost.

Lean is best implemented as a ‘system’ that involves commitment, involvement and critical thinking from the frontline to the Boardroom. Consistent and continuous learning and improvement in the best interests of patients, is an important feature of lean in health care.

STEGH Ranked #1 with Lowest ER Wait Times in the Provincehttp://i0.wp.com/thestthomasblog.com/wp-content/uploads/465d74cbd17a4dc793fa0f8628c78d33_7.jpg?fit=600%2C600http://i0.wp.com/thestthomasblog.com/wp-content/uploads/465d74cbd17a4dc793fa0f8628c78d33_7.jpg?resize=300%2C300 STEGH Press Releases,,,,,,,,,,,,,,
Lean methodology brings big results for patient care and the bottom line St. Thomas, ON – St. Thomas Elgin General Hospital (STEGH) is a top performing hospital in Ontario and patients are reaping the benefits of that achievement. By introducing Lean methodology (called Transforming Care at STEGH) and continuously seeking...
<a href="http://thestthomasblog.com/local/press-releases/stegh-ranked-1-with-lowest-er-wait-times-in-the-province/attachment/465d74cbd17a4dc793fa0f8628c78d33_7/&quot; rel="attachment wp-att-38023"><img class="alignright size-medium wp-image-38023" alt="465d74cbd17a4dc793fa0f8628c78d33_7" src="http://thestthomasblog.com/wp-content/uploads/465d74cbd17a4dc793fa0f8628c78d33_7-300x300.jpg&quot; width="300" height="300" /></a>Lean methodology brings big results for <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/patient-care&quot; title="View all articles about patient care here" >patient care</a> and the bottom line St. Thomas, ON – St. Thomas Elgin General Hospital (<a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/stegh&quot; title="View all articles about STEGH here" >STEGH</a>) is a top performing hospital in <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/ontario&quot; title="View all articles about Ontario here" >Ontario</a> and patients are reaping the benefits of that achievement. By introducing Lean methodology (called <strong class='StrictlyAutoTagBold'>Transforming Care</strong> at <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/stegh&quot; title="View all articles about STEGH here" >STEGH</a>) and continuously seeking improvements to the <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/patient-care&quot; title="View all articles about patient care here" >patient care</a> experience, <strong class='StrictlyAutoTagBold'>STEGH</strong> is at the top of the list on three of five of the province’s pay for performance indicators. As a leader among 74 hospitals participating in the Ministry of <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/health&quot; title="View all articles about Health here" >Health</a> and Long-Term Care’s Pay For Results initiative program, <strong class='StrictlyAutoTagBold'>STEGH</strong> received an additional $1.4 million last year and anticipates another $1.7 million for this year’s results. The <strong class='StrictlyAutoTagBold'>South West</strong> <strong class='StrictlyAutoTagBold'>LHIN</strong> is also financially supporting <strong class='StrictlyAutoTagBold'>STEGH</strong> for their success in <strong class='StrictlyAutoTagBold'>Transforming Care</strong>. <strong class='StrictlyAutoTagBold'>STEGH</strong> received just over $1 million one-time funding (spread over 3 years) to lead a Knowledge Transfer program to share these successful strategies with other community hospitals within the <strong class='StrictlyAutoTagBold'>South West</strong> <strong class='StrictlyAutoTagBold'>LHIN</strong>. <strong class='StrictlyAutoTagBold'>STEGH</strong>’s <strong class='StrictlyAutoTagBold'>Transforming Care</strong> <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/journey&quot; title="View all articles about journey here" >journey</a> started in August 2011 using the lean approach, which is about working to design, improve, and deliver care as seen through the patient’s eyes. “A different approach to change is critical to meeting our vision to deliver an excellent <strong class='StrictlyAutoTagBold'>patient care</strong> experience, every time, while meeting the demands of a rapidly changing health care system,” explains <strong class='StrictlyAutoTagBold'>STEGH</strong> President and <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/ceo&quot; title="View all articles about CEO here" >CEO</a> <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/paul-collins&quot; title="View all articles about Paul Collins here" >Paul Collins</a>. “Our <strong class='StrictlyAutoTagBold'>Transforming Care</strong> <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/journey&quot; title="View all articles about journey here" >journey</a> has been focused on re-thinking patient flow throughout the hospital and making significant changes, like those that have resulted in <strong class='StrictlyAutoTagBold'>STEGH</strong> ranking as the #1 hospital in <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/ontario&quot; title="View all articles about Ontario here" >Ontario</a> for emergency wait times.” Four senior executives recently returned from a learning trip to <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/singapore&quot; title="View all articles about Singapore here" >Singapore</a> where they met with health officials and visited hospitals further along the Lean path to advance the hospital’s ongoing transforming care work, and to learn more about lean architectural design to inform their upcoming redevelopment build project. This team provided a nursing, physician and financial perspective and the perspective of a front line manager deeply involved in knowledge transfer. The total cost for the site visit to <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/singapore&quot; title="View all articles about Singapore here" >Singapore</a> was $16,000, approximately $4,000 per person. Dr. <strong class='StrictlyAutoTagBold'>Nancy Whitmore</strong> <strong class='StrictlyAutoTagBold'>STEGH</strong> Vice President and Chief of Staff, who went on the trip, says <strong class='StrictlyAutoTagBold'>Singapore</strong> is several years ahead of <strong class='StrictlyAutoTagBold'>STEGH</strong> in using Lean concepts to improve their healthcare system. “This is the <strong class='StrictlyAutoTagBold'>journey</strong> we are on and we are seeing great results that benefit our patients and our community. We need to continue to look for ways to improve and the best examples are not always in our own backyard.” The team made site visits to eight hospitals and health care facilities, met Ministry of <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/health&quot; title="View all articles about Health here" >Health</a> officials as well as architects. “This was an enlightening experience to see and understand an advanced healthcare system that has integrated lean thinking and patient centeredness to the extent that they have,” explains <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/vp&quot; title="View all articles about VP here" >VP</a> and Chief Nursing Executive <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/karen-davies&quot; title="View all articles about Karen Davies here" >Karen Davies</a>. “This was a very unique and timely opportunity to inform not only our transforming care <strong class='StrictlyAutoTagBold'>journey</strong>, but our redevelopment project as our tours also included mental health, emergency departments and surgical suites.” “We are committed to continually improving the <strong class='StrictlyAutoTagBold'>patient care</strong> experience for our community. They deserve the best,” says <strong class='StrictlyAutoTagBold'>STEGH</strong> President and <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/ceo&quot; title="View all articles about CEO here" >CEO</a> <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/paul-collins&quot; title="View all articles about Paul Collins here" >Paul Collins</a>. Background Information <strong class='StrictlyAutoTagBold'>STEGH</strong> leaders who attended the site visits were <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/vp&quot; title="View all articles about VP here" >VP</a>/Chief of Staff Dr. <strong class='StrictlyAutoTagBold'>Nancy Whitmore</strong>, <strong class='StrictlyAutoTagBold'>VP</strong>/CNE, <a class="StrictlyAutoTagAnchor" href="http://thestthomasblog.com/tag/karen-davies&quot; title="View all articles about Karen Davies here" >Karen Davies</a> and <strong class='StrictlyAutoTagBold'>VP</strong>/CFO Malcolm Hopkins. Each of these VPs lead a <strong class='StrictlyAutoTagBold'>patient care</strong> value stream at <strong class='StrictlyAutoTagBold'>STEGH</strong>, which is one of our LEAN management structure changes. Also attending was the Manager of <strong class='StrictlyAutoTagBold'>STEGH</strong>’s <strong class='StrictlyAutoTagBold'>Transforming Care</strong> office Mike Norman, who is on the front line of knowledge transfer internally and is leading the knowledge transfer project funded by the <strong class='StrictlyAutoTagBold'>LHIN</strong>. What is Lean and how does it improve care? The lean business approach is based on the Toyota Production System initiated by the Japanese automaker decades ago and responsible for positioning Toyota as the most successful car manufacturer in the world. This approach was eventually adopted by other automakers around the globe and, based on its successful results, migrated to many other sectors. Although more recently adopted in the healthcare sector, there are global examples of successful lean adoption in Hospitals who can demonstrate measurable performance improvement sustained over many years. Essentially, the lean approach focuses on what is valued by the customer, in the case of hospitals, the patient, and works to design and deliver care as seen through the patient’s eyes. This involves a deep understanding of care processes and then making changes that reduce unnecessary steps and waste. The result is higher quality and lower cost. Lean is best implemented as a ‘system’ that involves commitment, involvement and critical thinking from the frontline to the Boardroom. Consistent and continuous learning and improvement in the best interests of patients, is an important feature of lean in health care.
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St. Thomas Elgin General Hospital (STEGH) - a 166-bed facility providing comprehensive 24-hour coverage in Internal Medicine, Surgery, Obstetrics, Pediatrics, Anesthesia, Emergency and Family Medicine. As a fully accredited hospital, they are proud to serve the city of St Thomas and all eight municipalities within the County of Elgin.

More than 800 professionals work at STEGH, including over 200 credentialed Professional Staff who provide in-hospital care ensuring that they provide the highest quality of care to each and every patient that walks through our doors.

Their range of hospital services include, emergency medicine, a surgical program, cardio respiratory services, sleep studies, palliative care, chemotherapy, diagnostic imaging, education programs, pediatrics, obstetrics, and much more.

The hospital participates in the Southwestern Ontario Medical Education Network as a community hospital training centre for residents in OB/Gyn, Pediatrics, Emergency Medicine, Surgery, Family Medicine, Internal Medicine, Hospitalists, Anesthesiology, and Maxillofacial Surgery.