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Interprofessional, multitiered daily rounding management in a high-acuity hospital

Pracha Peter Eamranond (Brigham and Women's Hospital, Boston, Massachusetts, USA) (Harvard Medical School, Boston, Massachusetts, USA)
Arti Bhukhen (Middlesex Health, Middletown, Connecticut, USA)
Donna DiPalma (Saint Francis Hospital and Medical Center, Hartford, Connecticut, USA)
Schawan Kunuakaphun (Lawrence General Hospital, Lawrence, Massachusetts, USA)
Thomas Burke (Saint Francis Hospital and Medical Center, Hartford, Connecticut, USA)
John Rodis (Saint Francis Hospital and Medical Center, Hartford, Connecticut, USA)
Michael Grey (Department of Internal Medicine, Saint Francis Hospital and Medical Center, Hartford, Connecticut, USA) (University of Connecticut School of Medicine, Farmington, Connecticut, USA)

International Journal of Health Care Quality Assurance

ISSN: 0952-6862

Article publication date: 12 September 2020

Issue publication date: 2 November 2020




The purpose of this explanatory case study is to explain the implementation of interprofessional, multitiered lean daily management (LDM) and to quantitatively report its impact on hospital safety.


This case study explained the framework for LDM implementation and changes in quality metrics associated with the interprofessional, multitiered LDM, implemented at Saint Francis Hospital and Medical Center (SFHMC) at the end of 2018. Concepts from lean, Total Quality Management (TQM) and high reliability science were applied to develop the four tiers and gemba rounding components of LDM. A two-tailed t-test analysis was utilized to determine statistical significance for serious safety events (SSEs) comparing the intervention period (January 2019–December 2019) to the baseline period (calendar years 2017 and 2018). Other quality and efficiency metrics were also tracked.


LDM was associated with decreased SSEs in 2019 compared to 2017 and 2018 (p ≤ 0.01). There were no reportable central line-associated blood stream infection (CLABSI) or catheter-associated urinary tract infection (CAUTI) for first full calendar quarter in the hospital's history. Hospital-acquired pressure injuries were at 0.2 per 1,000 patient days, meeting the annual target of <0.5 per 1,000 patient days. Outcomes for falls with injury, hand hygiene and patient experience also trended toward target. These improvements occurred while also observing a lower observed to expected length of stay (O/E LOS), which is the organizational marker for hospital’s efficiency.

Research limitations/implications

LDM may contribute greatly to improve safety outcomes. This observational study was performed in an urban, high-acuity, low cost hospital which may not be representative of other hospitals. Further study is warranted to determine whether this model can be applied more broadly to other settings.

Practical implications

LDM can be implemented quickly to achieve an improvement in hospital safety and other health-care quality outcomes. This required a redistribution of time for hospital staff but did not require any significant capital or other investment.

Social implications

As hospital systems move from a volume-based to value-based health-care delivery model, dynamic interventions using LDM can play a pivotal role in helping all patients, particularly in underserved settings where lower cost care is required for sustainability, given limited available resources.


While many hospital systems promote organizational rounding as a routine quality improvement process, this study shows that a dynamic, intense LDM model can dramatically improve safety within months. This was done in a challenging urban environment for a high-acuity population with limited resources.



Eamranond, P.P., Bhukhen, A., DiPalma, D., Kunuakaphun, S., Burke, T., Rodis, J. and Grey, M. (2020), "Interprofessional, multitiered daily rounding management in a high-acuity hospital", International Journal of Health Care Quality Assurance, Vol. 33 No. 6, pp. 447-461.



Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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