Final answer:
The nurse executive would start by conducting a detailed process analysis or creating a checklist to reduce wait times, utilizing best practices from other healthcare areas and continuous quality improvement analysis to identify and solve issues, ensuring efficient and effective patient care.
Step-by-step explanation:
In order to address the issue of significant patient wait times in a high-volume, procedural based unit, the nurse executive would likely begin by constructing a detailed process analysis or a checklist similar to those used in intensive care units (ICUs) and other healthcare settings. Insights into procedural protocols, such as introducing the healthcare team by name and role, confirming patient identity, and reviewing critical aspects of surgery, can be utilized. Additionally, looking into ICU staffing needs and acknowledging the insights of leaders like Dr. Pronovost, who introduced a checklist for central line insertions, could be incredibly beneficial in streamlining processes and improving patient care. Finally, the information provided on staff-to-patient ratios and mental health concerns points to the importance of adequate staffing and the implications wait times can have on patient outcomes.
By conducting a continuous quality improvement analysis, and possibly using problem-solution reasoning strategies, the leadership can determine root causes and implement strategies to reduce wait times. This might include reviewing critical and unexpected steps in procedures, operative durations, anticipated blood loss, anesthesia concerns, and confirming sterility and equipment availability, as well as ensuring that teams follow strict checklists and protocols for efficiency and effectiveness in patient care.