Abstract
ABSTRACT: BACKGROUND AND PURPOSE: Our organization was experiencing a delay in treatment of large vessel occlusions. With a goal of door-to-groin puncture in less than 90 minutes, our organization was averaging a door-to-groin puncture time of greater than 100 minutes and identified the need for a process change. METHODS: A multidisciplinary group was formed to process map current state and define future state. Lean methodology was used to implement rapid cycle change and create standard work. Because this was an improvement on a current process, institutional review board approval was not needed. RESULTS: The result was achieving door-to-groin puncture times less than 90 minutes and a subsequent decrease in door-to-groin puncture goal to less than 80 minutes. In addition, improved communication was seen between multiple departments responsible for the care of large vessel occlusion patients. CONCLUSION: Using Lean methodology with a multidisciplinary team is effective for implementing and sustaining process change.