Lean methodology improves efficiency in outpatient academic Gynecologic Oncology clinics ★

• Patient satisfaction scores are used as a measure of quality of care.
• Long clinic wait times negatively affect satisfaction scores.
• Lean methodology can be utilized to decrease wait times and improve efficiency.

ObjectivesPatient satisfaction scores may be used as a measure of quality of care, but outpatient scores are significantly and negatively affected by long clinic wait times. Patients in academic Gynecologic Oncology clinic at UVA for chemotherapy visits experience multiple wait times during a complex multipurpose visit. The purpose of this study was to utilize Lean methodology to identify variability in patient flow in order to guide solutions for improvement.MethodsA value stream map of our clinic process was created. Patient surveys and clinical timestamps were used to identify which visit components were contributing to delays and to identify process variability. After results were analyzed, a process change was instituted, with the patient surveys then repeated.ResultsIn the first phase, women experienced short wait times for the first appointment, but the average wait time between appointments gradually increased, with a peak mean wait time of 65 min (range 38–108) just prior to drug infusion. The total mean wait time (including all visits) was 119 min (range 81–154). After instituting process intervention, the overall wait time decreased significantly (82 vs 119 min, p = 0.001), but was still affected by aspects of the process that were outside of the investigators' control.ConclusionsAnalyzing patient flow through an academic Gynecologic Oncology clinic can elucidate inefficiencies and guide improvements. Change in process can meaningfully affect overall waiting time. Next steps include instituting a more global change in process, as well as linking results to patient satisfaction scores.