Overcrowding afflicts emergency departments (ED) worldwide. The CDC has reported that EDs in the metropolitan US provide 1 bed per 1800 patient visits per year on average.

We sought to improve patient flow in our 24-bed ED at Santa Clara Valley Medical Center, a large tertiary public hospital in San Jose, California.

We applied a bundle of interventions based on Lean principles aimed at improving overcrowding in our department step-wise from October 2006 to December 2010, ranging from rapid medical evaluation to physician on arrival. We measured patient volume, left without being seen (LWBS) rates, time to provider (minutes), and time to discharge (minutes) as monthly averages. We secondarily measured CMS core measure performance for pneumonia and STEMI care and patient satisfaction scores.

Our emergency patient volume doubled from an average of 192 to 412 per day (peak). Our LWBS rate decreased from 16.0 to 1.4%. Our time to provider decreased from 86 to 32 minutes. Our time to discharge decreased from 210 to 145 minutes. Core measure performance improved to 100% for all five ED-related metrics. The percentage of patients who ranked their care as excellent increased from 30% to 45%.

The bundle of interventions based on Lean principles applied in our ED appears to have enabled us to significantly improve multiple operational outcomes, despite a doubling of our patient volume in our low capacity ED. Posting a physician on arrival, as the first healthcare worker that a patient meets when they enter the ED, may have had the greatest impact on operational performance.